Fieldblog lr on climate change adaptation in esa 2016
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A booklet with the summary of the list of participants, agenda and host case studies of the Learning Route: Practical solutions to adapt to climate change in the production and post-harvesting sectors: the cases of Mozambique and Rwanda, that took place between the 6th – 16th of November 2016 in Mozambique and Rwanda
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Fieldblog lr on climate change adaptation in esa 2016
- 1. LEARNING ROUTE Practical solutions to adapt to Climate Change in production and post-harvesting sectors Mozambique and Rwanda 6th – 16th of November 2016
- 2. - 2 - Procasur Corporation is a global organization specialized in harvesting and scaling-up homegrown innovations. The organization’s mission is to foster local knowledge exchange to end rural poverty. By sharing innovations through customized local knowledge- management tools and methodologies, the organization connects global institutions with local talents, providing the structured learning platforms necessary to spread innovation. Procasur has facilitated learning opportunities in over 30 countries in Africa, Asia, and Latin America and the Caribbean, affecting the lives and livelihoods of thousands of rural talents across the globe. To learn more, visit www.procasur.org. The opinions expressed in this publication are those of the authors and do not necessarily represent those of Corporación Procasur, its donors or programs. The designations employed and the presentation of material in this publication do not imply the expression of any opinion whatsoever on the part of Procasur concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. The contents of this publication, including all figures, tables, and drawings, are the intellectual property of Corporación Procasur. All rights reserved. Removal or alteration of copyright notices or trademarks is not permitted. Forwarding or reproduction of this publication or parts thereof for commercial use is not permitted without the explicit written authorization of Procasur. All program names or services of Procasur used in this publication as well as corresponding logos are trademarks or registered trademarks of Corporación Procasur in Chile and other countries. Procasur does not guarantee the accuracy or completeness of information, text, graphics, links, or other elements contained in this publication. This publication is provided without any warranty, whether explicit or implicit. This applies in part but not exclusively to a warranty of marketability and suitability for a particular purpose as well as a warranty of non- violation of applicable law.
- 3. - 3 - Introduction of the learning route 1.WhylearnaboutClimateChangeinproduction and post-harvesting sectors? Climate change is a driver of vulnerability, in particular for those people whose livelihoods depend on natural resources. Rural people rely on ecosystems and biodiversity. As such, they consider climate variability and change an important threat, and the negative impacts of these changes endanger the livelihoods of smallholder farmers worldwide. Because of this dramatic phenomenon, smallholder farmers are no longer able to use the seasons and traditional knowledge to predict the weather or organize their farming activities. Nowadays, seasons, floods, droughts, and storms no longer come when expected. Water stress, soil erosion, and infestations are all contributing to making smallholder farmers more vulnerable. In the ESA region, the effects of climate change are compounded by the region’s high poverty levels, weak infrastructure, poor natural resource management, and dependence on rain fed agriculture. In order to cope with these changes and overcome related challenges, rural communities must develop innovative and adaptive solutions, strategies, and practices. Effective adaptation to climate variability is dependentonseveralfactors:(i)accesstoclimate- resilient infrastructure and technologies; (ii) access to climate information for the coming seasons; (iii) capacity-building on adaptive strategies and practices; (iv) enabling decision-making for the present and the future; (v) an enabling socio- economic and financial environment; and (vi) access to markets. In September 2012, the Adaptation to Smallholder Agriculture Programme (ASAP) was launched by theInternationalFundofAgriculturalDevelopment (IFAD) and it is currently the largest adaptation programme targeting smallholder farmers to improve their food security and nutrition, raise their incomes, and strengthen their resilience in the face of the negative effects of climate change on production and post-harvesting. ASAP has become the largest global funding source dedicated to supporting the adaptation of poor smallholder farmers to climate change. The programme is active in more than thirty developing countries, using climate finance to make rural development programmes more climate-resilient. In this framework IFAD, through the ASAP Fund and country projects, collaborates with governments and communities in the region to introduce sustainable practices and adaptive technologies that reduce vulnerability to the negative impacts of climate change of smallholders relying on agriculture. This includes sustainable crop intensification as well as climate-resilient post- harvesting infrastructure, technologies, and practices. Under the framework of the Programme: “Strengthening Capacities and tools to scale up and disseminate Innovations” implemented by the PROCASUR Corporation and funded through a large regional IFAD grant, a year- long Learning Route on Climate Change Adaptation will take place in the East and Southern Africa (ESA) region. The Initiative is titled “Practical solutions to adapt to climate change in production and post-harvesting
- 4. - 4 - sectors” and will draw from the cases of the Pro- poor Value Chain Project in the Maputo and Limpopo Corridors (PROSUL) and the Climate Resilient Post-Harvest and Agribusiness Support Project (PASP) in Mozambique and Rwanda, respectively. The Learning Route will expose a group of selected projects and their stakeholder units to a set of innovation mechanisms and learning activities, and seeks to engage its main actors in improving those units. It is intended to support collaborative learning andaction between individuals and organizations linked to IFAD to introduce sustainable practices, adaptive technologies, and climate-resilient post-harvesting infrastructure, technologies, and practices. The LR will provide and facilitate opportunities to strategically fill gaps and make links between related production and post- production processes in a manner that promotes more inclusive approaches and practical solutions to the negative impacts of climate change. 2. The Learning Route’s Objectives Main objective: To scale up through peer to peer learning the Mozambican and Rwandan best multi stakeholder strategies, tools, practices, and mechanisms of increasing farmers’ awareness and ownership in adapting to the negative impacts of climate change in order to reduce production and post-harvesting losses. Specific objectives: 1. To identify climate-smart practical solutions in production and post-harvesting sectors to reduce losses and enhance resilience of smallholders living in affected territories; 2. To recognize how to best promote relationships between farmers and financial institutions to enhance farmers’ access to markets and their capacities to build partnerships with private investors, and to understand how these can be used to manage increased climate risks; 3. To gain an overview of local community models of farmers’ organizations and their abilities to strengthen relationships with local stakeholders; 4. Toenhanceprojectstaffcapacitiesininstitutional andpoliticaldialogueatlocalandnationallevels. A Learning Route is a planned journey with learning objectives that are designed based on i) the knowledge needs of development practitioners that are faced with problems associated with rural poverty, and ii) the identification of relevant experiences in which local stakeholders have tackled similar challengesininnovativeways,withsuccessful results and accumulated knowledge which is potentially useful to others. The Route allows for the experiential encounter between travellers and hosts, both having mutually useful experiences and knowledge. For more information on LRs, visit www.africa.procasur.org
- 5. - 5 - 3. Overview of the Host cases and main learning areas: Learning route hosts and main learning areas Host cases Description What we learn from them PRO-POOR VALUE CHAIN PROJECT IN THE MAPUTO AND LIMPOPO CORRIDORS (PROSUL) - MOZAMBIQUE PROSUL aims to enable improved and climate- resilient livelihoods of smallholder farmers in selected districts of the Maputo and Limpopo Corridors. The project’s development objective is to achieve sustainable increased returns to these farmers from: (i) increased production volumes and quality in the targeted value chains; (ii) improved market linkages; (iii) efficient farmers organisations; (iv) higher farmers’ share of the final added value; and (v) partnership / business model. Climate-resilient investments in PROSUL focus on: • diversifying cropping systems, experimenting with drought-resilient crop varieties • promoting low-cost yet climate-resilient horticultural techniques; • promoting dry season feeding techniques among livestock keepers • providing efficient water management structures in drought prone areas • giving smallholders access to weather forecasts and fundings PROSUL operates in 3 provinces located in the south of the country. • To identify climate- smart solutions (in terms of practices and technologies) to improve horticulture production and access to water for irrigation. • To understand how to sensitize and enhance farmers’ Climate Change adaption capacities and access to climate-resilient technologies. • To identify climate-resilient solutions for improving cassava production and waste management. • To investigate how to improve farmers’ access to markets and partnerships with the private sector. • To explore how to manage climate data collection and analysis and climate information dissemination.
- 6. - 6 - CLIMATE RESILIENT POST- HARVEST AND AGRIBUSINESS SUPPORT PROJECT(PASP) - RWANDA PASP is an ‘avant-garde’ project that enhances local capacity by supporting tbe five main commodities from harvest to markets (maize and beans, cassava, Irish potato, and dairy), in order to reduce p ost-harvest losses. It enables smallholder access to financial resources to invest in post-harvest climate-resilient infrastructure and technologies. Post-harvest losses one of the greatest sources of inefficiency in agricultural production in Rwanda. Current losses are likely to increase given the country‘s reliance on rain fed agriculture and its vulnerability to climate change. To tackle climate issues PASP is supporting the integration of climate risk management in the planning and implementation of the investment undertaken by HUB owners through the promotion and demonstration of climate resilient practices, structures and innovations. These innovations range from promoting crop and forage varieties with maturity periods better suited to the changing growing season length, to demonstrating the use ofsolarpowerandbiogassystemsascost-effective approaches for all the focused commodity value chains. PASP operates in 12 districts of the country located in the Northern, Western, Southern and Eastern provinces. • To identify climate- smart solutions in post- harvesting to reduce losses and enhance resilience of smallholders living in affected territories. • To discuss and understand best strategies for promoting relationships between farmers, the private sector, and financial institutions, thus enhancing farmers’ access to the market opportunities. • To understand how the creation of products and business aggregation points (namely HUBs) helps to reduce post-harvesting losses and enhances links between farmers’ cooperatives and the private sector. • To promote partnerships and effective communication tools for downscaling daily and seasonal climate forecast information.
- 7. - 7 - 1. Areas to be visited in Mozambique. Learning Route Map
- 11. - 11 - Schedule DATE TITLE ACTIVITIES Sunday 6th of November 2016 Maputo, Mozambique Participants arrival Participants Arrival / Reception / Check in Country participants meetings in preparation for the experience fair. Monday 7th of November 2016 Maputo, Mozambique Induction Workshop 07:30 – 08:30 Breakfast 08:30 – 09:30 Opening of the Learning Route INSTITUTIONAL WORKSHOP 09:30 – 10:30 Opening and interventions by the institutions 10:30 – 11:00 General Introduction on the Learning Route topic 10:30 – 10:45 Tea break 10:45 – 11:15 Q&A session 11:15 – 12:15 Thematic panel session on Climate Change in Mozambique 12:15 – 13:00 Q&A session Introduction WS Mozambique Experiences fair 13:00 – 14:00 Lunch 14:15 – 17:00 Experiences fair Tuesday 8th of November 2016 Experience 1: Maputo/ Namaacha District / Maputo Case 1: PROSUL 07:00 – 08-00 Breakfast 08:00 – 09:00 Travelling to Mafuiane in Namaacha district 09:15 – 11:15 Experience 1 (Climate-smart solutions for horticulture) 11:15 – 12:00 Q&A session 12:00 – 13:00 Travelling to Maputo 13:00 – 15:00 Lunch in Maputo 15:00 – 16:30 Workshop on access to water 16:30 – 17:00 Informal review of the day´s lessons learned 19:00 – 20:00 Dinner
- 12. - 12 - Wednesday 9th of November 2016 Experience 2 and 3: Maputo / Manhiça District / Xai Xai District Case 1: PROSUL 06:00 – 07:00 Breakfast 07:00 – 07:30 Check out 07:30 – 09:30 Travelling to Mironi in Manhiça district 09:30 – 10:45 Experience 2 (Adaptive strategies for livestock: the multifunctional boreholes) 10:45 – 11:00 Tea break 11:00 – 12:00 Experience 2 (Adaptive strategies for livestock: the multifunctional boreholes) 12:00 – 12:30 Q&A session 12:30 – 13:30 Lunch in Mironi 13.30 – 14:30 Experience 3 (Adaptive strategies for livestock: the hay making practices) 14:30 – 15:30 Q&A session 15:30 – 18:00 Travelling to Xai-Xai 18:00 – 18:30 Check in hotel in Xai-Xai 19:00 – 20:00 Dinner Thursday 10th of November 2016 Experience 4: Xai Xai District / Manjacaze District / Maputo Case 1: PROSUL 07:30 – 08:30 Breakfast 08:30 – 09:00 Check out 09:00 – 10:00 Travelling to Manjacaze 10:00 – 11:30 Experience 4 (Multiplication of climate resilient cassava) 11:30 – 11:45 Tea Break 11:45 – 13:00 Experience 4 (Multiplication of climate resilient cassava) 13:00 – 14:00 Lunch 14:00 – 15:30 Experience 4 (Multiplication of climate resilient cassava) 15:30 – 18.30 Travelling to Maputo 18:00 – 18:30 Check in hotel in Maputo 19:00 – 20:00 Dinner Friday 11th of November 2016 Maputo Case 1: PROSUL INNOVATION PLANS 07:30 – 09:00 Breakfast 09:00 – 10:00 Wrap up of case 1 PROSUL 10:00 – 10:15 Tea break 10:15 – 11:45 Case study workshop 11:45 – 12:45 Lunch 12:45 – 16:00 Innovation plan Workshop 16:00 – 19:00 Free time 19:00 – 20:00 Dinner Saturday 12th of November 2016 Maputo / Kigali Travelling Travelling from MAPUTO to KIGALI / Check in
- 13. - 13 - Sunday 13th of November 2016 Experience 1 and 2: Kigali / Ngoma District Introduction WS Rwanda 07:00 – 08:00 Breakfast 08:00 – 08:30 Check out 08:30 – 09:30 Thematic panel session on CC in Rwanda 10:30 – 11:00 Presentation of case 2 PASP 11:00 – 11:30 Experience 1 (The Single Project Implementation Unit) 11.30 – 12:30 Q&A session 12:30 – 13:30 Lunch 13:30 – 14:30 Travelling to Kayonza 14:30 – 16:30 Experience 2 (Private-Public- Producers Partnership – 4Ps Model) 16:30 – 17:30 Travelling to Ngoma district 17:30 – 19:00 Informal talk on the innovation plans progress 19:00 – 20:00 Dinner Monday 14th of November 2016 Experience 3: Ngoma District/ Nyagatare District Case 2: PASP 07:00 – 08:00: Breakfast 08:00 – 8:30 Travelling to KOREMU cooperative site in Ngoma 08:30 - 10:30 Experience 3 (HUB Operational Model - KOREMU cooperative ) 10:30 - 10:45 Tea break 10:45 – 13:00 Experience 3 (HUB Operational Model - KOREMU cooperative) 13:00 – 14:00: Lunch 14:00 – 16:30: Travelling to Nyagatare 16:30 – 17:00 Check in 17:00 – 18:00 Case study workshop 19:00 – 20:00: Dinner Tuesday 15th of November 2016 Experience 3 Nyagatare District CASE 2: PASP 07:00 – 08:00 Breakfast 08:00 – 09:30 Travelling CODPCUM Cooperative site 09:30 – 11:30 Experience 3 (HUB Operational Model - CODPCUM cooperative) 11:30 – 11:45 Tea break 11:45 – 13:00 Experience 3 (HUB Operational Model - CODPCUM cooperative) 13:00 – 14:00 Lunch 14:00 – 15:00 Wrap up of case 2 PASP 15:00 – 18:00 Travelling back to Kigali 18:00 – 18:30 Check in 19:00 – 20:00 Dinner
- 14. - 14 - Wednesday 16th of November 2016 Experience 4 Kigali, Rwanda Closure workshop/ Travelling to Maputo 07:30 – 08:30: Breakfast CLOSURE INSTITUTIONAL WORKSHOP 08:30 – 09:30 Opening and interventions by the institutions 09:30 – 10:30 Synthesis of lessons and innovations 10:30 – 11:00 Tea Break 11:00 – 13:00 Experience 4 (Climate forecasting and information tools) 13:00 – 14: 00 Lunch 14:00 – 17:00 Preparation of Innovation plans 17:00 – 18:30 Closure of the Learning Route Participants Departure / different times Thursday 17th of November 2016 Kigali, Rwanda Participants departure Participants Departure /different times
- 15. - 15 -
- 16. - 16 - CASE 1 PRO-POOR Value chain project in the Maputo and Limpopo corridors (PROSUL) - mozambique BACKGROUND Climate Change Country Profile Mozambique has a tropical to subtropical climate, with some semi-arid regions in the southwest of the country. The east consists of lowlands while the west is more mountainous. The country has a coastline of 2,700 kilometres. Average temperatures are highest along the coast as well as in the south of the country (20-26°C) and lower in high inland regions. There are seasonal temperature variations, with a cool dry season from April to September (coolest months are June – August) and a hot humid season from October to March (warmest months are December – February). Mozambique is one of Africa’s most vulnerable countries to climate change. Poverty, weak institutional development, and frequent extreme weather events make Mozambique especially vulnerable. Climate related hazards such as droughts, floods, and cyclones are occurring with increasing frequency, which is having a cumulative and devastating impact on a population that is insufficiently prepared. Central Mozambique is projected to experience recurrent agricultural losses as a result of droughts, floods, and uncontrolled bush fires. The densely populated coastal lowlands will be increasingly affected by severe erosion, saltwater intrusion, loss of vital infrastructure and the spread of diseases such as malaria, cholera, and influenza. Changing rainfall patterns will lead to a decrease of soil water recharge, impacting ground water resources and the water table in wells. Reduction of Mozambique’s transboundary river flows will decrease the availability of surface water. Current and future climate change impacts represent an important challenge in the country. Rainfall variability, the risk of flooding, and temperature rises are all expected to increase, especially in the south and central regions of the country. Recent studies by the Institute for Disaster Management (INGC) and the Instituto de Investigação Agrãria de Moçambique (IIAM) on land use capability suggest that within ten years the impact of climate change will be increasingly felt within the Limpopo Corridor, particularly the lowering of soil moisture content prior to the onset of the rains. Adaptation measures are needed to build smallholder resilience to climate variability, and major investments are required to develop irrigation (only 50,000 ha of a potential of 3.3 million ha are irrigated, of which only about 30% are operational), water conservation techniques, and drought tolerant germplasm. Among the major challenges at the moment are the extreme and prolonged droughts that have been taking place in the Maputo and Limpopo Corridors for approximately the last 2 years. Attributed to the El Niño phenomenon, these droughts have resulted in low agricultural
- 17. - 17 - productivity and food insecurity, lack of water for people and animals, a lack of pastures, and mortality of animals. PRO-POOR VALUE CHAIN PROJECT IN THE MAPUTO AND LIMPOPO CORRIDORS (PROSUL) The Pro-poor Value Chain Project in the Maputo and Limpopo Corridors (PROSUL) is a seven- year project funded by IFAD and implemented in Mozambique by the Centre for the Promotion of Agriculture (CEPAGRI), one of the implementing National Agencies of the Ministry of Agriculture, through a fully dedicated Project Management Team (PMT) based at CEPAGRI Delegation in Xai- Xai. The contract between IFAD and CEPAGRI was signed in 2013 and became operational in 2014. The Lead Service Providers contracted by PROSUL/CEPAGRI started the operational project activities at the beginning of 2015. Other Government institutions involved in the Project Implementation include: • National Irrigation Institute (INIR – Instituto Nacional de Irrigação); • Agriculture Research Institute of Mozambique (IIAM – Instituto de Investigação Agrária de Moçambique); • National Directorate of Agricuture and Forestry Plantations (DINAS – Direcção Nacional de Agricultura e Silvicultura); • National Directorate of Veterinary (DINAV – Direcção Nacional de Veterinária); • National Directorate of Agriculture Extension (DNEA–DirecçãoNacionaldeExtensãoAgrária); • Directorate of Planning and International Cooperation (DPCI – Direcção de Planificação e Cooperação Internacional); National Directorate of Land (DINAT – Direcção Nacional de Terras); • National Institute of Meteorology (INAM – Instituto Nacional de Metereologia); • National Administration of Roads (ANE – Administração Nacional de Estradas); • Provincial Directorates of Agriculture and Food Security of Maputo, Gaza and Inhambane Provinces (DPASA’s – Direcções Provinciais de Agricultura e Segurança Alimentar); • Provincial Directorates of Land, Environment and Rural Development – (DPTADER’s – Direcções Provinciais da Terra, Ambiente e Desenvolvimento Rural); and • District Services of Economic Activities (SDAE’s – Serviços Distritais de Actividades Económicas) and District Services of Planning and Infrastructures (SDPI’s – Serviços Distritais de Planeamento e Infraestruturas) of the 19 targeted districts. The project is currently in the mid-term stage of its implementation, with several innovative and effective climate-smart solutions now in place to increase food production and foster resilience among smallholder farmers. The main goal of the project is to improve and render more climate-resilient the livelihoods of smallholder farmers in selected districts of the Maputo and Limpopo Corridors, thereby making value chains resilient to the expected impacts of climate change, particularly increased rainfall variability and the risk of drought and flooding. More specifically, the project’s development objective is to achieve sustainable increased returnstofarmersthrough:(i)increasedproduction volumes and quality in the targeted value chains; (ii) improved market linkages; and (iii) efficient farmer organisations and higher farmers’ share of the final added value. The project design and implementation scheme is organized along three main agribusiness value chains – horticulture, cassava, and red meat – and relies on strong research and financial mechanisms to support smallholder farmers. The project operates in the southern provinces of the country: Maputo, Gaza, and Inhambane.
- 18. - 18 - Horticulture Component: nine districts of two provinces are targeted: • Maputo province: Moamba, Marracuene, Namaacha and Boane; • Gaza province: Xai-Xai, Manjacaze, Chókwè, Guijá and Chibuto. Red Meat Component: is implemented in seven districts of two provinces: • Gaza province: Chókwè, Guijá, Chicualacuala, Massingir and Mabalane • Maputo province: Manhiça and Magude. Cassava Component: Six districts of two provinces are targeted: • Gaza province: Manjacaze • Inhambane province: Zavala, Inharrime, Jangamo, Morrumbene and Massinga. To tackle climate issues that will have an impact on the sustainability of PROSUL investments, ASAP financing focuses on four main strands: 1. diversifying cropping systems, experimenting with drought-resilient cassava varieties; 2. promoting climate-resilient small-scale infrastructure introducing low-cost yet climate-resilient horticultural techniques; 3. providing efficient water management structures in drought prone areas and establishing water user associations; and 4. enhancing local meteorological stations in order to improve smallholders access to weather forecasting. In this regard, key highlights in the current implementation of PROSUL are as follows: • Multiplication of drought tolerant, pest resistant, high yielding varieties of cassava, in collaboration with the Instituto de Investigação Agrária de Moçambique –IIAM • An increase in the area used for cassava stem multiplication to a total of 24.7 hectares Map of the Project Area (PROSUL Semi-Annual Progress report 2016) • Improvement in horticultural techniques, with the construction of shade cloths, drip irrigation schemes, and commercialization of products. • The main sources for watering cattle are wells, boreholes, ponds, dams, and in some cases permanent rivers. These sources are often insufficient and not accessible during the dry season. As such, the project includes the construction and rehabilitation of livestock water points. Some operate with solar pumps. • The promotion of dry season feeding techniques among livestock keepers in four districts of the provinces of Maputo and Gaza. A total of 16 out of 34 Livestock Producer’s Organizations (LPOs) were trained in hay making practices and supplementary livestock feeding techniques. All the members have begun preparing hay bales and licks.
- 19. - 19 - PROSUL EXPERIENCE ADDRESSING CLIMATE CHANGE ADAPTATION In terms of climate change, the southern provinces of the country are facing a period of extreme drought that started two years ago. Rainfall patterns have changed significantly and the rainy season that traditionally ran from August/September to March is now reduced to just a couple of months (usually February and March), and also now registers many severe rain events. In addition, there has been an increase in the number of high-temperature days, i.e. above normal levels. Farmersbegannoticingclimateandenvironmental changes during the flood registered in 2000. The autonomous adaptation solutions undertaken by the community so far include: (i) shifting the period of cultivation; (ii) moving close to rivers; and (iii) moving to lowland areas. PROSUL is providing alternative and innovative solutions that smallholder farmers can adopt in order to enhance their adaptive strategies and capacities. Three experiences - one related to each value chain - and their results will be shared. All three respond to the emergency conditions regarding a lack of water for irrigation and cattle watering, especially in the southern province of the country. The adaptive solutions proposed by PROSUL are all oriented to increasing production volumes and quality and enhancing access to water. 1. Climate-smart solutions for enhancing horticulture - Horticulture value chain. • Five (5) shade cloths were established, of which one for seedling production and the remaining 4 for vegetable production. These shade cloths are managed by 110 farmers of which 30 men and 80 women. • Market linkages between farmers producing vegetables through protected cultivation technologies as well as on open field have been established. These linkages enable farmers to supply high value vegetables to Supermarkets in Maputo Province, including Shoprite, Food Lover’s Market and Horta Boa. Individual buyers and local markets are also targeted. In total, farmers earned a gross
- 20. - 20 - income of 391.890 Meticais (MT) of which 172.980 MT coming from sales of shade cloth vegetables by selling of 5.077,4 kgs of English pepper and hybrid pepper and 218.910 MT from selling of 10.440 kgs of cabbage, green been, pepper and tomato 2. Strategies and practical solutions for improving livestock in drought prone areas, including multifunctional boreholes and the practice of hay making - Red meat value chain. • In total five (5) boreholes were constructed under the project, benefiting 5.108 cattle and 369 households, and one (1) was rehabilitated. • In total of 158 groups formed by both cattle and goat smallholder producers were organized. These groups are formed by 4.199 members of whom 1.484 women (35%). • In total, 30 FFS involving 693 breeders of which 380 women were established and supported. The top priority topic for FFS is to identify ways of controlling cattle ticks, learning how to make hay and establish fodder banks for minimizing the impact of the lack of pasture during the dry season. • The project trained 152 livestock producers in matters of making hay bales. During the training sessions, 832 bales of maize wastes were produced. 3. Multiplication of climate-resilient varieties of cassava - Cassava value chain. • 48,3 ha for multiplication plots of stem-seed of cassava improved varieties were planted and maintained. Unfortunately, about 6,2 ha of stem multiplication plot were lost. The breakdown of the motorpump, scarcity of humidity just after planting are the main factors behind such losses. • In total, 181 Farmers Field Schools (FFSs)were established and 181 farmer groups (1 for each FFS) were formed. The total number of farmers participating in these groups and FFS’s is of 4.959 members. The establishment of replicas of FFS’s is one of the project strategies aiming at increasing the scale of reach as some of the farmers trained through the FFS can share the acquired knowledge with other farmers not involved in the FFSs. This methodology ensures rapid dissemination of information, increases the level of service coverage and leverages project efficiency and impact. EXPERIENCE 1 Horticulturevaluechain:climate-smartsolutions for enhancing horticulture Brief description PROSUL introduced the shade cloth technology in order to ensure the production of vegetables throughout the year. In terms of implementation, the entry point consists of identifying a group of 25-30 smallholder farmers, building up the shade cloth, and providing technical assistance for production, organizational aspects, business planning, and access to very specific niche markets. To date, PROSUL has set-up five shade cloths with drip irrigation system demo plots to increase the quality and quantity of horticulture production in several districts in the province of Maputo. The Learning Route will visit the 3 shade cloths build up in the area of Mafuiane in Namaacha
- 21. - 21 - district. They are demo plots cultivated and managed directly by the farmers of the Associaçao de Regantes de Mafuiane (Water Users Association - WUA) with daily technical assistance from the PROSUL Lead Service Provider (the Gapi-SI/Novedades Agrícolas Consortium) and district extensionists. PROSUL is currently facilitating links between the farmers and the market. Before the shade cloths The Associaçao de Regantes de Mafuiane was created in 1993 under the framework of an Italian Cooperation initiative. It includes 196 members and 254 plots covering 163 hectares. Initially, the project provided a pump for irrigation and inputs such as seeds, fertilizers, pesticides, and a tractor, and WUA members cultivated their plots individually. Over the years the original pump deteriorated, rain has decreased, temperatures have risen, and the soil has become drier and warmer, requiring more water. Consequently, farmers have experienced a significant drop in productivity. After the shade cloths The new shade cloths and the drip irrigation systems provided by PROSUL produced several benefits. First, the WUA members started operating collectively, organizing themselves in three groups of 25 to 30 farmerseachandsharingamongthemresponsibilities in order to manage and cultivate under the shade cloths. They also collectively sell their products from the shade cloth demo plots and from their individual plots, thereby gaining a better access to markets. Further direct benefits for the farmers include: • the drip irrigation systems are water saving, fast, and requires less effort than furrow irrigation, which requires drawing water from pumps and irrigating manually; • the quality and the dimensions of products enhanced and as a result the prices increased; • there is a wider variety of products (i.e. some products can be grown only under the shade cloths and not in the individual plots, and the shade cloths allow vertical growing, whereas many farmers were previously unaware of the existence of some horticultural varieties). Shade cloth details District Irrigation Perimeter N. of Units Type of Shade Cloth Area per Unit (m2) Number of farmers benefited Namaacha Mafuiane 3 Production Covered Green Men Women Total 1980 1260 17 63 80 Income from Sales of Vegetables District Irrigation Perimeter Shade cloths Farmer Field Schools Namaacha Mafuiane Total Harvests (kgs) Total Income from Sales (MT) Total Harvests (kgs) Total Income from Sales (MT) 5077,4 172.980,00 1644 25.580,00
- 22. - 22 - EXPERIENCE 2 Red meat value chain: strategies and practical solutions for livestock in drought prone areas A. Multifunctional boreholes Brief description One of the most successful PROSUL interventions in a context of extreme and prolonged drought is the construction of multifunctional boreholes powered through solar energy, which contribute to minimizing problems related to lack of water for animals and people. The Learning Route will visit one of the five already operational multifunctional boreholes serving part of Merone area in Manhiça district. The borehole provides water for human use (drinking and domestic) throughout two taps – one for water collection and one with a washboard for washing cloths – and for animal consumption (cattle) through a basin. Access to the borehole water is managed by a Water Management Committee (WMC) comprised of 12 members. Farmers access the water by paying a monthly fee, charged per household and per cow. The money is collected monthly by the WMC, deposited in a bank account used for infrastructure maintenance. Every three months the WMC holds a meeting with the entire community (69 households) to ensure transparency and accountability about the money collected and spent and to discuss emergent issues and ways forward. Before construction of the borehole In recent decades the area has been affected by a shortening of the rainy season. As consequence of this negative impact of
- 23. - 23 - climate change, most farmers reported higher mortality levels among cattle, a lack of pasture for grazing, and that the animals stopped producing milk. Prior to the construction of the borehole, access to water for human and animal consumption was through a few artesian wells. The watering of animals through the artesian wells required major efforts in terms of travel distance (from 1 to 3-4 hours in some cases) and manually extracting the water (it often takes the whole morning to water cattle). Because each cow requires 40/50 litres per day, water could not be provided to all of them, and farmers practiced a sort of rotation among the animals, watering only some each day. The multifunctional borehole produced immediate benefits. Farmers are now able to water all their cows, and are often able to breed cattle. The estimated time each cow spends drinking is ten minutes, farmers no longer have to pump manually, and the average distance to reach the borehole is half an hour. Cattle mortality rates reduced and farmers were able to dedicate more time to other income generating activities, such as small farming, preparing land for cultivation, selling roots for teeth cleaning, and domestic activities.
- 24. - 24 - B. Hay making practices PROSUL promotes innovative dry season feeding techniquestosupportlivestockfarmersbytraining them in hay making practices as a supplementary livestock feeding techniques. This practice has two options: opening a hole in the floor where the grass is pressed and/or pressing the grass in a wooden box so it can be easily transported. Farmers have been trained regarding the best moment to cut the grass, the proper way to dry it, and how to prepare salt blocks. The Learning Route will meet some farmers coming from the area of 25 Setembro in Chokwe district, an area strongly affected by drought, particularly in the last two years, and where the lack of water and of pasture became a challenge for livestock farming. They will demonstrate these practices and tell us how they changed their lives. EXPERIENCE 3 Cassava value chain: The multiplication of climate-resilient varieties of Cassava Brief description Cassava is a key product in Mozambique. PROSUL is adopting an innovative cycle-system for intensification of climate-resilient cassava production. The cycle includes several steps. First, the seeds of the climate-resilient varieties of cassava are provided by the Instituto de Investigação Agrãria de Moçambique (IIAM). Second, PROSUL selects through the Lead Service Provider (SNV/Mahlahle Consortium) the so- called “farmer champions” or “emergent farmers” who receive the seeds and start the planting.
- 25. - 25 - Third, when the plants are ready, farmers cut the cassavastemsandthesestemsaresoldtoPROSUL. In some cases, farmer champions harvest roots for sale, and in other cases they just leave the plants in order to continue with the multiplication of stems. These farmers have already been trained as FFS facilitators and have supported field officers on identifying new groups and new areas of interventions as well as on the facilitation of some topics of the FFS curricula. Fourth,PROSULdonatesthesestemsto:(i)individual farmers, in order to replace the old varieties with the new ones; (ii) the Farmers Filed Schools, set- up by PROSUL; and (iii) other cassava demo plots managed by the Leading Service Providers technicians through the farmer champions. Finally, each Farmers Filed School has a demonstration plot where the farmers learn the proper ways to cut and replant cassava, how to organize the plots for cultivation and how to manage them to protect against diseases and pests. This experience is strictly related to the land tenure issue. The Lead Service Provider, the Verde Azul/Lupa Consortium, is supporting farmers in the process of registering ownership of their plots by mapping land use, zoning and demarcating the plots, and helping farmers obtain land right certificates. As a direct consequence, more farmers became interested in the cassava value chain development interventions simply because of the opportunity to secure land rights. This shows how securing land can act as push factor for value chain development. What can we learn from PROSUL during the Learning Route? PROSUL will show successful climate-smart practical solutions and strategies to improve horticulture, cassava production, and livestock in order to enhance the resilience of smallholder farmers living in areas strongly affected by drought. Moreover, it will provide useful insights into local community models of farmers’ organizations in order to enhance their adaptive capacities. PROSUL project staff will share their experiences of promoting the lessons learned and of the institutional and political dialogue on climate change adaptation at local and national levels.
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- 27. - 27 - CASE 2 Climate resilient post-harvest and agribusiness support project (PASP) - Rwanda BACKGROUND Climate Change Country Profile Rwanda is a fairly small, land-locked country in the East Africa region. The country is mountainous and has earned the name “land of a thousand hills”, with an average elevation of 900 m in the south-west, 1500 to 2000 m in the south and the centre of the country, 1800 to 3000 m in the northern and the western highlands, and 3000 to 4500 m in the regions of Congo-Nile Crest and the volcano chain. The country has a population of approximately 10.5 million people. Rwanda’s development is dependent on its natural resource endowment – fresh water, diverse ecological systems, forests, fertile soils, and beautiful landscapes. While these resources have sustained livelihoods and the economy, they have been progressively degraded due to population pressure and inappropriate use. But now, climate change has emerged as an impending challenge in Rwanda’s social and economic development unless urgent measures are taken. Rwanda’s vulnerability to climate change comes from its geopolitical (terrain, size), socio-demographic (population, settlements, quality of life, literacy and knowledge), and economic characteristics. The impacts of climate change present a new set of challenges in the efforts to reduce poverty and promote social justice. Climate change has created a ‘new normal’ that is full of uncertainties. As such, climate change requires new monitoring and new responses through the complex systems of economic development, governance, livelihoods, and social relationships. Changing temperatures, erratic rainfall, floods, landslides, and drought all have significant consequences for the livelihoods, health, food security, educational opportunities, and survival of people living in poverty, and recent first-hand evidence of the effects of a changing climate are evident. This presents different challenges for different regions: the mountainous west of the country will be subject to erosion, parts of the central north and south will experience severe floods, and the east and southeast will suffer drought and desertification. In terms of food security, the four most vulnerable regions (out of twelve) are the Eastern Agro-Pastoral Zone, the Eastern Semi-Arid Agro-Pastoral Zone, the Bugesera Cassava Zone in the south, and parts of the Eastern Congo- Nile Highland Subsistence Farming Zone. Some climate change effects, such as the lowering level of lakes and water flows and forest degradation, are expected to occur throughout the country. Among the major challenges at the moment are extreme and prolonged droughts that have been taking place in the Maputo and Limpopo Corridors over the last 2 years. Attributed to the El Niño phenomenon, these droughts have resulted in low agricultural productivity and food insecurity, a lack of water for people and animals, a lack of pastures, and mortality of animals.
- 28. - 28 - The Climate Resilient Post-Harvest and Agribusiness Support Project (PASP) was formulated as an instrument for the implementation of the PHSCS (the National Post-Harvest Staple Crop Strategy) which aims to develop an efficient post-harvest system driven by the private sector to reduce post-harvest losses and ensure food security of staple crops. PASP is an ‘avant-garde’ initiative and its main aim is to enhance local capacity by supporting five main commodities, from harvest to markets, enabling smallholder access to financial resources for investing in post-harvest climate-resilient technologies (e.g. solar dryers or cooling systems). Post-harvest losses are recognized in Rwanda as one of the greatest sources of inefficiency in agricultural production in the country. The causes of post-harvest loss are not limited to pests, pathogens, spoilage, and damages but also by a lack of suitable storage structure and an absence of management technologies and practices. Current losses for key commodities amount to about 30% of harvested products, but these losses are likely to increase given the country‘s reliance on rain fed agriculture and its vulnerability to climate change. The volumes of commodities produced are increasing due to various production support programmes for CIP crops, however unpredictable climate factors such as change in rainfall patterns (as in the season 2015 A) will increase post-harvesting losses. PASP resources are used for the reduction of post- harvest losses and the promotion of agribusiness activities in the following value chains: maize and beans, cassava, Irish potato, and dairy. To tackle climate issues that will have an impact on the sustainability of PASP investments, ASAP financing supports the integration of climate risk management in the planning and implementation of investment undertaken by HUB owners through the promotion and demonstration of climate resilient practices, structures, and innovations. These innovations range from promoting crop and forage varieties with maturities periods that are better suited to the changing length of the growing season, to demonstrating the use of solar power and biogas systems as cost-effective approaches for all the focused commodities value chains. The operating area of the project consists of 12 districts located in the Northern, Western, Southern and Eastern provinces (Musanze, Nyabihu, Rubavu, Kamonyi, Ruhango, Nyanza, Muhanga, Nyagatare, Gatsibo, Kayonza, Kirehe, and Ngoma). The primary target groups for PASP are both the poor smallholder farmers engaged in production/ processing in the supported commodities as well as smallholders who supplement their income through agricultural wage work. The project is managed by the Single Project Implementation Unit on Land Husbandry, Watershed Management & Value Chain Development (SPIU) in the Ministry of Agriculture and Animal Resources (MINAGRI). To learn more about PASP please visit the following website: http://spiu-ifad.minagri.gov.rw/spiu-programs/ pasp/pasp-details/ Climateresilientpost-harvestandagribusiness support project (pasp)
- 29. - 29 - PASP experience addressing climate change adaptation PASP is working through two mutually reinforcing components: 1) the HUB capacity development programme and business coaching; and 2) post- harvest climate resilient agri-business investment support. Both components seek to reduce post-harvest losses and generate employment opportunities for youth and women adding value to agriculture through processing and agribusiness, thereby supporting the transformation of Rwandan agriculture from low-scale production to a highly productive agricultural system. Four PASP experiences will be shared: 1. the Single Project Implementation Unit (SPIU) as a solution for managing and coordinating interlinked projects; 2. the HUB operational model, including products and business aggregation points, followingtheexperiencesoftwocooperatives operating in two different districts; 3. the Private-Public-Producers Partnership (4Ps Model) 4. the process of data collection, analysis, and dissemination in order to enhance access to climate-related information and forecasting for smallholder farmers EXPERIENCE 1 The single project implementation unit SPIU is the Single Project Implementation Unit on Land Husbandry, Watershed Management & Value Chain Development within MINAGRI. The three IFAD funded projects in Rwanda (PASP, PRICE, and KWAMP, which just ended on June 30th 2016) are centrally managed by SPIU. This management structure presents several positive direct effects: (i) a high level of technical specialization of the staff managing the three projects; (ii) capitalizing skills, competencies and practical solutions from the past experience; and (iii) creating synergies among projects (this means finding common solutions to address problems that are common to the three projects, and in some cases opportunities encountered through one project could be used to overcome the challenges faced by another). Moreover, during the last four years the SPIU has developed a Knowledge Management and Communication Strategy for the agricultural sector and has a dedicated staff in order “to provide guidance to the MINAGRI and its programmes/projects, so they can communicate agricultural transformation issues in a more innovative and integrative manner through awareness building, knowledge sharing, and training to facilitate the adoption of best practices, technologies, and approaches, and therefore contribute to policy and decision making processes.” EXPERIENCE 2 Private-public-producers partnership (4ps model) During the implementation of PASP, many challenges have been encountered: the lack of adequate guarantees; the unwillingness of financial institutions to fund post-harvest infrastructure; and a low level of private sector engagement in post- harvest infrastructure development. As a response to these challenges, PASP is promoting the 4Ps model, which allows the use of PASP funds in three different ways:
- 30. - 30 - • Brokerage: PASP funds will be used to remunerate a Business Development Strategy provider who will be in charge of evaluating and promoting the 4Ps model. • Investment Funds: direct investment support to smallholder farmers who cannot afford to set up post-harvest infrastructure through financial institutions due to a lack of adequate guarantees. • Auctioning Infrastructure: PASP funds can also be used to construct post-harvest infrastructure, which can be subsequently sold to private partners via auction (privatization) after it has been fully constructed. The Learning Route participants will visit the successful experience of Mr Frank Gadugara in Kayonza. Frank Gadugara is a businessman and an interesting example of success that illustrates the financial mechanism developed by PASP to access to climate-resilient infrastructure and technologies. He used to buy maize from the farmers in Kayonza to resell it at the Kigali market, but his income was low due to the poor quality of the maize. He knew about the opportunity to get a matching grant through PASP, so he invested all the savings he had in some land. He then designed his own business plan and submitted it to access to the grant. Frank was approved by PASP for 40% of the investment, and he obtained a loan at the Banque Populaire Rwanda for the remaining 60%. He bought his own warehouse. One of the PASP requirements is that the private individual who benefits from the grant has to provide support to farmers. In this case, Frank bought 5 bubble driers and distributed them to the farmers. Frank currently has 20 employers working with him and trains farmers in post-harvesting techniques. At the moment, he is developing a water harvesting system that consists of two water tanks, a solar-powered pump, and a distribution pipe for the farmers. In the future he plans to buy an automatic grain cleaner. EXPERIENCE 3 The hub operational model as product and business aggregation points A typical product aggregation point HUB is a structure where the equipment and technology that is necessary for the post-harvest activities are concentrated in one location. This helps minimize post-harvest losses through proper quality control, drying, sorting, packaging, storing, and transportation to local markets or preparation for national/international shipping. The HUB works also as a business aggregation point by strengthening the connection between rural farmers (reunited within cooperatives of Private Partnerships), SACCOs (Financial Cooperatives), Micro Financial Institutions (MFIs), commercial banks, specialized firms that provide pre- and post-harvest services (e.g. local dealers providing seed fertilizers to cooperative members or offering storing services), market partners, etc. The HUBs put cooperatives at the centre, strengthening their relationships with financial actors and the private sector, involving them directly as part of private investment and enhancing their role (already historically in place in the country) as an actor of change. At the moment 12 HUBs have become fully operational with PASP support.
- 31. - 31 - PASP is focused on borrowing from the commercial banking system the funds required to implement the Business Development Strategies (BDs) adopted by the interested HUBs. Financial investments will be given to HUBs that have adopted a business plan that is considered strong enough to obtain bank financing and that has obtained the necessary certification by an MFI professional. This way PASP seeks not only to ensure proper financing for HUBs, which will use these funds for the implementation of the respective BDs, but also to promote contact between HUBs and financial institutions. PASP grants vary depending on the size and type of projects. The current process for the co-financing of BPs through a PASP grant and guaranteed funds are as following: • Business Promoters discuss their Business Ideas with the Technical Service Providers (WAKALA, IRONA, HEIFER, SORWAFFA), which help define them in a clear way and collect the necessary documents. • Once all information/documents are available, the draft Business Plan is transmitted to the Business Development Strategies provider, which through multiple field assessment visits and technical support will formalize the BP and submit it to the financial institution. • The local branch of the financial institution carries out a field assessment to verify the bankability of the Business Plan and submits their report to headquarters, which votes on the compatibility of the BP with the parameters set by the bank. • Upon loan approval, the financial institution submits a request to the Business
- 32. - 32 - Development Fund for a PASP grant award (and guarantee when needed) on behalf of their clients, the beneficiaries of PASP. • The local branch of the Business Development Fund carries out a field assessment of the Business Promoter to verify that the Business Plan is eligible under PASP criteria. The Business Development Fund field committee votes on eligibility and communicates the decision to their headquarters. • The headquarters committee of the Business Development Fund convenes for a second vote on the eligibility of the BP. If this is confirmed, the grant is transmitted to the bank. If the Business Promoter fails to make the required periodical loan repayments for more than six months, the bank informs the principal borrower that the grant arrangement has been cancelled and returned to PASP. In that case the borrower must then repay the entire loan amount without grants, notwithstanding any other penalties imposed by the financial institution. Each Business Plan must include a climate-resilient component. To date, 118 Business Plans have been developed and 26 funded. A. The experience of koremu cooperative in Ngoma In 2010, a groups of farmers in Ngoma District had the idea of creating a farmers organization to collectively face the challenges of maize and bean post-harvesting losses and to overcome poverty. This lead to the creation of the KOREMU cooperative in 2011, with 90 members. Members beganworkingtogethertocreatepartnershipswith several local and national stakeholders supported by the district and the sector. In 2014, PASP started to train them on climate resilient post-harvesting techniques and supported the rehabilitation of an old warehouse. That same year they signed agreements with buyers (SARURA) and insurance providers (KILIMOSALAMA and UAP). In 2014-2015 the cooperative obtained two drying systems, one from the district and one from PASP, which allowed them to increase the harvesting of maize and beans up to 450 tons and earned them an award from the district for their success. In 2015, they decided to
- 33. - 33 - construct another drying ground system, received 400 tarpaulins from PASP, participated in fairs and exhibitions, and began developing the so-called “warrantage” system, an investment fund to which a portion of products are donated (i.e. each farmer gives 30 kg of beans and 60 kg of maize to the cooperative). Today the farmers harvest and sell their products through the cooperatives. The buyers pay the bank or the SACCO who directly transfer the money to the list of farmers in relation to the quantity of products harvested by each one of them. By 2016 the KOREMU cooperative had reached 50 members, harvested 750 tons of product, and constructed a new drying facility and a new warehousethroughthefundingoftheirBusinessPlan. The main benefits achieved by the smallholder farmers have been: (i) an increased quantity of products sold; (ii) a change of mind-set; and (iii) an evident improvement in their socio-economic conditions. B. The experience of codpcum cooperative in Nyagatare CODPCUM began as an association of 7 farmers in 2007 and became a cooperative in 2009. This Cooperative is among the beneficiaries whose loan application was accepted by the local branch of the Banque Populaire Rwanda. The bank released 38 million for the construction of a new warehouse and the rehabilitation of an old one that needed a new ventilation system. On 10 March 2016, the President of the cooperative met with PASP in order to sign for an ASAP grant. The relevant funds were used to purchase solar panels, water tanks, and a climate resilient ventilation system. In addition to the two warehouses the cooperative is also running a closed drying facility. With the support of PASP the cooperative is operating as an agro-dealer for its sector. Accordingly, they not only have the inputs that are necessary for their cooperative, they also provide inputs to other maize and beans producers. The successful results of CODPCUM cooperative were awarded at the national level in September 2016 and produce direct benefits both for cooperative members and at the community level, improving their socio-economic condition and their resilience. In both of the experiences described (KOREMU and CODPCUM cooperatives) the farmers are aware that being part of a HUB does not simply mean storing products in the same place. A HUB, in fact, is much more than that. It works as a connection between rural farmers (reunited within cooperatives of small and medium enterprises), SACCOs (Financial Cooperatives), Micro Financial Institutions (MFIs), commercial banks, specialized firms that provide pre- and post-harvest services (e.g. local dealers providing seed fertilizers to cooperative members or offering storing services), market partners, etc. Promoting these connections means also promoting the intervention of the private sector, which for years has shown a limited involvement in agriculture. This change of mindset transforms farmers from passive beneficiaries of the Government plans and funding to active market players. The support offered with the identification and full financing of climate resilient business plans is certainly promoting this transformation and making them more resilient to the problems of food security. Increasing the climate resilience of smallholder farmers is also of fundamental importance, given how climate change endangers their livelihood. The training on climate change/ climate risk management, the dissemination of new climate resilient practices and technologies, the construction of climate resilient infrastructure
- 34. - 34 - such as warehouses and drying facilities, the introduction of climate-smart post-harvest technologies, and the dissemination of climate bulletins all make them more resilient to the negative impacts of climate change. EXPERIENCE 4 Climate forecasting and information tools The PASP partnership with the Rwanda Meteorological Agency (RMA) provides smart- climate information to farmers. The Learning Route participants will visit the RMA and meet people who elaborate data directly from satellite images to provide information on the weather forecast and minimum and maximum temperatures. The RMA currently provides three levels of climate forecast: • the short-term forecast, ranging from 1 minute to 3 days; • the medium-term forecast, ranging from 3 to 14 days; • long-term/seasonal forecast, ranging from 14 to 90 days. Other data are collected through the 300 meteorological stations spread across the country. Of these, 42 automatically transmit data directly to the RMA every 15 minutes. Data collection at the other stations is done by RMA extensionist officers in the districts and by farmer volunteers. RMA extensionists also provided training to 30 farmers for each cooperative in the target districts. This flow of information happens in a twofold direction: (i) a daily forecast is sent via mobile messages directly to farmers so they can plan
- 35. - 35 - short-term post-harvesting activities; and (ii) more complex climate-related data are sent to farmers’ representatives, who use the data to generate a seasonal forecast and organize workshops at the district/sector level in order to plan post- harvesting activities for the whole season in a participatory way. They are currently able to reach 5000 people, and negotiations with mobile communications companies are underway to increase the number of farmers that can be reached throughout the country (taking into consideration that almost 70% of the population are farmers). Improvements are also being developed to make the daily forecasting service fully effective in all target districts and in order to create new services to improve access to information (i.e. setting up a call centre and establishing more meteorological stations to downscale climate information to the sector level). In the near future, the RMA hopes to use the HUB model created by PASP in order to send real-time messagesatthecellleveltoascreenthroughwhich all farmers can directly access climate information. One of the main challenges is downscaling climate information to the cell level, especially in areas affected by specific micro-climate conditions, such as the eastern provinces. What can we learn from PASP during the Learning Route? PASP will show successful climate-smart practical solutions, strategies, infrastructure and technologies to improve post- harvesting and to enhance smallholder farmers’ adaptive capacities. Moreover, through the HUB model and the 4Ps model it will provide useful insights to recognize how to best promote relationships between farmers and financial institutions to enhance farmers’ access to the market and their capacities to build partnership with private investors, and how these can be used to manage increased climate risks. It will show the success of the cooperative model when it strengthens relationships with the local stakeholders becoming active market players and agribusiness providers. PASP project staff will describe their experiences in coordinating and managing, and specify lessons learned in the institutional and political dialogue on climate change adaptation at local and national level.
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- 37. - 37 - The idea of innovation 1. Innovation: Why and What for? : “Forperhapsthefirsttimeinhistory,Humanityhasthe capability to create more information than anyone can take in, to encourage more interdependence than anyone can manage, and to promote change with a velocity than no one can keep up with”. Senge (1992) Globalization has increased both competition and the exchange of information, while technological advances and changes in social and market demands mean that one needs to move quickly in order to stand one’s ground and develop in today’s world. This interactive and complex reality puts us face to face with the constant challenge of adapting adequately, and obtaining greater efficiency in the use of our organization’s resources and in the contributions we make to the welfare of the poor. In a broad sense, innovation refers to introducing a novelty, that is, a positive adaptation to the changes takingplaceintoday’sworld.Thatis why innovating requiresusmainlytodevelopcreativecapacitiesthat will let us detect opportunities in an organizational setting and in a dynamic environment. Innovation, then, means improving the capacity of our organizations to respond to the social, organizational, and market needs, by generating new ideas that will be translated into new products, Objective To present basic definitions concerning the process of innovation, which will provide users with the conceptual tools for developing a Plan for Innovation, through the review of the main ideas on innovation that are present in current debate on the subject. services, or processes, capable of exploiting internal and external opportunities that improve organizational performance. The challenge to innovate will lead us to become agents that generate and transform the reality of our organizations in the first place, and then of our communities and societies, making strategic contributions to the processes of rural development and to improving people’s welfare. 2. What is innovation? The debate surrounding innovation has undergone a marked evolution over the last several decades. It has evolved from an economic notion related exclusively to economics, technological advance and business, towards other, wider meanings, in which the context is highly relevant, as are the participationoflocalagents,theirpractices,andtheir ways of learning within the process of innovation. This evolution implies a change from the notion of innovation as a product to a view of innovation as a process that is a central and permanent factor in the life of an organization. The concept of innovation “The introduction, and the application or procedures, within a role, a group, or an organization, on the condition that it be new to the entity that has adopted it, and that it has been designed to significantly benefit the individual, the group, the organization, or society in general” West and Farr 1990 I This definition is discussed at length in the text by America Gonzalez V: “Innovaci6n Organizacional. Retos y Perspec- tivas” (Organizational Innovation: Challenges and Perspec- tives), CLACSO, which is part of the bibliography.
- 38. - 38 - Innovation is an action that is intentionally designed and directed to generating change within a role, a group, or an organization, which, when applied, will result in benefits, not only of a financial nature, but also to the organization and to society. Innovation does not happen by chance, it is a planned action, aimed at improving an existing situation. Innovation can bring about multiple benefits. Apart from the financial or commercial returns, which were described by the traditional views on innovation, it can benefit various areas of the organization, such as personal growth, the satisfaction of its members, the group’s feeling of belonging, and internal and external communication. From this perspective, it is the organization and its needs - and those of its members and/or clients - that define what is beneficial in a context of innovation. Rural innovation is not limited to technological or methodological change; it includes new ideas or processes for managing and guiding human resources, new ways of using previous knowledge, the creative application of models of action that have been used elsewhere, and the administration of social or development processes that will result in greater benefits to an organization, a rural community, or society as a whole. Some rural communities have shown great capacity to learn, adapt, and apply innovations in original and effective ways, in their fight against poverty and in the promotion of modern rural development. It is important to showcase and leverage the positive impact of successful rural innovation, and extend its positive effect to other poor communities. Scaling up Leveragingreferstothechallengeofextending the impact of a rural innovation which has shown itself to be effective on a micro scale (oftenlimitedtoasmallnumberofcommunities or sectors within these communities), to larger geographical areas or the population within the latter. Leveraging is understood as an end because it aims at producing more benefits for more people in a wider geographical area, and in a more lasting manner; it is also a means to create and strengthen local capacity - institutional, organizational and communal - to plan, implement and assess development activities. That is why leveraging is a learning process which mobilizes and reinforces rural communities’ resources, agents, and capacities at the local level, and extends their impact and makes it more sustainable. Source: Regional Research, and Program for the Dissemination of Rural Initiatives: a IFAD- IDRC Joint Initiative. I This definition is discussed at length in the text by America Gonzalez V: “Innovaci6n Organizacional. Retos y Perspectivas” (Organizational Innovation: Challenges and Perspectives), CLACSO, which is part of the bibliography. It is important to point out that an innovation need not be an absolutely new idea, but it must be new for the entity that adopts it. In other words, we can also speak of innovation when an organization adopts an idea or a technology that has been applied in another context, as long as it is new to the entity that adopts the innovation.
- 39. - 39 - In this process, the application of the innovation is a crucial element, because it implies the transformation of knowledge or information into a practice which embodies newbenefits to those who implement it. Innovation is not the same as invention. The mere generation of novel ideas is not sufficient to create innovation: an idea is not innovative until it has been used to satisfy a concrete need (a social or a market need; whether as a response to demand or through production initiatives). An innovative idea must be appropriate to the organization that implements it, and to the organization’s members who incorporate it into their work practices, validating it as a tool to improve their internal performance and/or the responses to the surroundings. Innovation then, is doing things in a new or different manner, in the context w here our activity takes place, whether in the organization’s internal levels, or in specific rural communities. Innovation implies a novelty that is put into practice and confirmed by the organization as a valid and beneficial response to certain needs, problems, or challenges. The nature and quality of an innovation are relative to the context where it is introduced. An important element for an innovation, is its validation through use, in other words, an innovation has meaning because a rural community or society uses it, makes it theirs, incorporates and develops it. It is new knowledge, around which social agents will be mobilized, and which has an impact on the community, the organization, or society as a whole. Nevertheless, innovations also need to be validated by experts, or evaluated to check the innovative nature of a process and its contribution to the development of an organization or community. This is done using methods which
- 40. - 40 - identify the relevant elements in a process of innovation and provide criteria to judge progress or setbacks, and indicators of impact. Criteria for validating as Innovative an instance that is part of a Learning Process • It must be representative of solutions that have been validated and proved to be contributions to improving the performance of the agents involved; • It must have been applied for a considerable length of time; • Itmustbeadaptedtothenormaloperating conditions of public investment projects and/or under the usual conditions that apply to the economy of the rural poor; • The experiences must be in the hands of their direct operators; • There must be concrete evidence of results, in terms of income, assets and /or work performance; • There must be evidence that the results obtained are the result of incorporating technological, management, methodological a n d / o r conceptual innovations. Source: PROCASUR Lastly, innovation is a social construct that involves processes of interaction and interchange among diverse agents and institutions having different, and often conflicting, interests and unequal quotas of economic, social and political power. As a result, the introduction of innovations is not free of conflicts, since it involves the transformation of longstanding models or ways of doing things, which have determined how benefits are distributed in a given organizational or social context. Therefore, communication and setting up alliances and agreements among various actors and interests are important in implementing and sanctioning an innovation. 3. Types of innovation Innovations can be classified in different types, according to the area involved: • Technological Innovations Aretheresultofapplyingnewtools,techniques or systems that affect production and delivery of products, services or processes. • Commercial Innovations These are the result of changing any of the variables involved in marketing.Among commercial innovations, we can identify: newways of doing sales promotion, new combinations of design and functionality, new systems for the distribution and marketing of goods and services. • Organizational Innovations These are innovations which produce changes in the structure of the organization or in its management processes. They are mostly relatedto the administration of the company. This is a type of innovation that, among other things, gives greater access to knowledge and information, and permits a more efficient use of human, material, and financial resources. Among the various organizational innovations, there are those that act on an external level (for example, creating networks), and those that are applied internally (for example, new ways of choosing executives and personnel, changes in the hierarchical structure of the organization, and division of work).
- 41. - 41 - Technological innovation has traditionally been the most discussed and widely applied. However, there is no “supremacy” of one type of innovation over others; it all depends on the type of organization that is being considered. Therefore, it is the mission and vision of each organization, along with its needs, and the challenges it faces, which will determine the type of innovation to implement at a given time. 4. How to innovate? How an innovation comes into being The beginning of a process of innovation can besetinmotionwhenanewneedordemand appears within the organization and/or its surroundings (innovation due to demand) or through the appearance of new knowledge or technology (innovation through science). From a dynamic perspective, both elements are supplementary in the process of innovation. The sources of rural innovation are varied, and include research and scientific knowledge, the opinion of experts or technicians, and also the practices and the new knowledge developed by the rural communities themselves. Innovation is not static (for example: the discovery ofsomethingnew);ratheritconsistsofanumberof actions that are time-sequenced and dynamically related. It is a process of active modification. In order to innovate, then, we must follow a number of steps that aren’t necessarily in a lineal sequence or consecutive, but are closely related: 1. Evaluating or identifying the need for innovation: this involves a process of constant monitoring of the opportunities that exist within the organization or in the environment for introducing innovative change. A constant process of diagnosis and generation of information about existing needs and demands in the internal dynamics of the organization or in the rural community where the activities take place, are of great importance. 2. Creating, searching for, or adapting an innovative idea to meet such needs: producing an idea for an innovation in a certain context doesn’t necessarily mean inventing something completely new (through research and development); rather it consists mainly of searching for and adapting innovative ideas that have been applied in other contexts. 3. Preparing a project or a plan for innovation: in order to successfully develop the innovative idea, it is crucial to carefully plan a strategy. 4. Implementation and appropriation of the innovation in the organizational context where it is to be applied: this includes satisfying all the necessary conditions, which requires close collaboration between the agents of the innovation, and having the capacity to respond to the requirements for implementation. The innovation must also be made feasible, by adapting it to existing demand and/or creating a demand within the organization. Appropriation refers to the social sanctioning of the innovation by means of its use within the organization, the community, or the society that will be affected by the innovation. The innovation must also be made feasible, by adapting it to existing demand and/or creating a demand within the organization. Appropriation refers to the social sanctioning of the innovation by means of its use within the organization, the community, or the society that will be affected by the innovation.
- 42. - 42 - 5. Dissemination and Learning of the innovative experience: wide dissemination of an innovation multiplies its impact and the benefits to the organization and the context where it is applied. Finally, after the innovation has been implemented, it is necessary to assess the experience so as to extract lessons and models that can be replicated in other instances, which in turn increase the innovative capital of the organization and its members. Finally, after the innovation has been implemented, it is necessary to assess the experience so as to extract lessons and models that can be replicated in other instances, which in turn will increase the innovative capital of the organization and its members. Another determining factor for an innovative processisthecontextinwhichitisconsidered.This means that what is innovative in a certain space and context will not necessarily be innovative elsewhere. For that reason, it is necessary to be creative and flexible when promoting processes of innovation. Innovation processes do not happen by chance or by artifice: they are carried out by people who are motivated by the possibility of introducing changes that will improve the performance of their organization in meeting the demands of its members and of society. Defining interesting problems, or renewing the way that the organization or the community works, means discovering niches in which to develop innovations. Individuals capable of making these discoveries are the organization’s most valuable asset, because they capitalize on the opportunities that are present in the environment. They are agents of innovation.
- 43. - 43 - SUMMARY • An Innovation is an action that is purposefully designed and intended to generate changes within a role, a group or an organization, of a kind that will bring about multiple benefits, not only of a monetary nature, but also on the personal, organizational and /or social levels. • Rural innovation is not limited to technological change; it involves the knowledge and expertise of rural communities that act in novel and effective ways in their efforts to improve their quality of life. • Innovation does not require absolute novelty; it is subjective: the idea must be new to the entity that adopts it. • The mere production of new ideas is not enough to generate innovation; there must be application towards a concrete need, and appropriation on the part of the people or community involved. • Leveraging refers to the challenge of extending the impact of a rural innovation which has shown itself to be effective on a micro scale (often limited to a small number of communities, or to sectors within these communities), to greater geographical areas and populations. • There are three types of innovation: “technological”, “commercial”, and “organizational”. • The sources of rural innovation are diverse, including scientific research and knowledge, the opinion of experts or specialists, and also the practical experience and knowledge gathered by the rural organization. • Innovation is a dynamic process that includes the following steps: (1.) assessment or identification of the needs for innovation; (2). the creation, search, or adaptation of an innovative experience to respond to such needs; (3). the preparation of a project or plan for innovation; (4). the implementation of the innovation and its appropriation in the organizational context where it is applied; and (5). the dissemination and learning of the innovative experience.
- 44. - 44 - References Bibliography • Arias M, Igor y Remiro G.Maurelena. Innovación paraeldesarrolloruraldeseableenVenezuela. Revista Espacios, Vol. 22 (3), 2001. En: http://www.revistaespacios.com/ a01v22n03/01220341.html • Formichella, María Marta. La Evolución del Concepto de Innovación y su Relación con el Desarrollo. INTA, 2005. En: http://www.Inta.Gov.Ar/Barrow/Info/ Documentos/Agroindustria/Monografia_ Formichella.Pdf • Fundación COTEC-España (www.cotec. es). Creatividad e Innovación en la Práctica Empresarial. 2005. • Fundación COTEC-España (www.cotec.es). Informar Sobre Innovación. 1999. • Fundación COTEC-España (www.cotec.es). InnovaciónTecnológica.ConceptosBásicos. 2001. • Fundación CREPIB-Venezuela. Innovación y productividad en Boyacá (Revista). Venezuela. 2005. • González Valdás, Amárica. Innovación Organizacional - Retos Y Perspectivas. CLACSO, 2000. En: Http://168.96.200.17/Ar/ Libros/Cuba/Gonza4.Rtf • Jaumandreu, Jordi. Cuatro Estudios Macroeconómicos sobre Innovación. España, 2004. • Mández, Ricardo. Innovación y desarrollo territorial: algunos debates teóricos recientes. EURE (Santiago) v.28 n.84 Santiago sep. 2002 • RICYT / OEA / CYTEDICOLCIENCIASIOCYT. Normalización de Indicadores de Innovación Tecnológica en América Latina y el Caribe. MANUAL DE BOGOTÁ. Colombia, Marzo 2001. • West. M.A. and Farr J.L.: “Innovation and creativity at work”. Edit. John Wiley and sons Ltd., London,1990. • CEPAGRI, Semi-annual progress report, August 2016 • IFAD, Climate Resilient Post-Harvest and Agribusiness Support Project (PASP) including Adaptation for Smallholder Agriculture Programme (ASAP) Working Paper, 2016 • IFAD, Adaptation for Smallholder Agriculture Programme (ASAP) Progresss Review, August 2015
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