The document discusses innovation platforms as a strategy for enhancing market development and technology uptake in Southern Africa’s livestock sector. It highlights the importance of involving various stakeholders to identify challenges and improve production efficiencies, ultimately facilitating better market access for farmers. The approach aims to foster greater alignment between livestock production and market demands, leading to increased income for resource-poor farmers while addressing critical issues in the sector.

1. Innovation Platforms: a new approach to market
development and technology uptake in southern Africa
Andre F. van Rooyen and S. Homann-Kee Tui
ICRISAT – Bulawayo, Zimbabwe
25-28 October, Addis Ababa, Ethiopia

3. Why this approach?
• Low input systems
• Inefficient systems (high risk systems)
• Continued need for external support
• Farmers remain caught in poverty
• VERY low adoption of technologies
• Need to include other Value Chain
players to increase overall efficiency

4. Working hypothesis
(i) only when farmers engage in markets will
they invest in more productive
management technologies, including
feed, veterinary support and breeding
(ii)poorly developed markets for livestock
products and services are the main
constraint limiting the intensification of
small-scale livestock based farming
systems

16. It facilitates dialogue between the main local market
players to collectively identify challenges and opportunities
to improve production and marketing of livestock:
Farmers, input suppliers, traders, transporters, processors,
wholesalers, retailers R&D fraternity, regulators and policymakers
Platforms are established around local specific production
and marketing systems, and ideally merge into larger
networks for improved coordination of livestock
commercialization processes (geographical, institutional).
The Innovation Platform

17. Identify and promote technologies that will improve
livestock production at the house-hold level which will
make products more “marketable” - and thereby increase
the adoption of technologies.
Identify and implement strategies that will improve market
efficiency and reduce transaction costs along the value
chain – and thereby increasing the efficiency of the
system, allowing more money to flow to the producer and
thereby increasing the incentive for improved farming
practices.
Objectives of the IP

18. IP Participants
Farmer
Trader
Processor
R&D Community
Wholesaler
Retailer
Consumer
Input Supplier
Regulators

19. Central/Core Partners
Main Stakeholders; Continuous
participation
{Farmers (ZFU), RDC, Buyers, AREX, DLPD, VET,
ZRP, Traditional leaders, Meat inspectors}
Input and support
Processors
Market Intermediaries
Producers
PolicymakersConsumers
Research
Development
Secondary
Partners
Intermediate
Stakeholders
Regular participation
Peripheral Partners
Outsider Stakeholders
Occasional participation
Structure of the Innovation Platform

20. Development
Process
Activities &
Outputs
Tim
e
Establish IP and
define roles and
responsibilities
Workshop
Workshop
Workshop
Workshop
Workshop
Activities
implemented by
members
Activities
implemented by
members
Activities
implemented by
members
ProjectDriven
StakeholderDriven
Activities
implemented by
members
Sustainability M&E
M&E
M&E
M&E
Set Impact
Indicators
Functioning of the Innovation platform

21. IP Development Process
• Focus area, and entry points
• Stakeholder Analysis – Who should be there?
• Roles and responsibilities – Why should they participate?
• Development Objectives – What do we want to achieve?
• Data Collection;
– PRA, HH surveys,
– VCA Mapping and Analysis
• ID Production Challenges - What needs to change at farm level?
– (All stages of production, harvesting post harvesting)
• ID Market Challenges - What needs to change at market/processing level?
• ID Opportunities: Implement and test different options – MAKE the
changes!
• Feedback to IP
• M&E

22. Stakeholder analysis

24. A Value Chain Approach
A value chain describes the full range of
activities which are required to bring a
product from conception, through the
different phases of production,
(involving a combination of physical
transformations and the input of various
producers services) to the final
consumer and disposal.

25. Generic scheme of value chain functions
Specific
Inputs
Provide
- equipment
- inputs
Production
Produce
Harvest
Dry etc.
Trans-
formation
Classify
Process
Pack
Trade
Transport
Distribute
Sell
Con-
sumption
Prepare
Consume
Basic functions in a value chain
Product flow
Information flow
Flow of money from the consumer

26. Challenges Namibia Zimbabwe Mozambique
Production
High Mortalities X X X
Lack of inputs X X X
Need improved breeds - X X
Lack of info - X X
Dry season feed X X -
Markets
Market infrastructure - X X
Processing infrastructure - X X
Low Prices - X X
Information incl prices X X X
Inadequate market
systems/types
X X X
Identified Challenges

27. Namibia - Production
• Mortalities and Pharmaceutical Inputs
– PPP to facilitate inputs to farmers
– Trained community-based animal health
workers (CAHWs) on diagnosis and
treatment on major diseases
– Vaccination days were organized

28. Mozambique – Infrastructure
• IP facilitated the establishment of a
small slaughter facility in Mapai with
funding from the FAO.
• As well as the construction of sales
pens in Changara through a
government tender
– Both these initiatives resulted from the
awareness created by the IP at national
government level.

29. Zimbabwe - Production
• Dry season feed
– Extension officers and farmers were
trained in improved use of crop residues
using a FFS process (storage and value
addition)
– NGOs were involved to include input
delivery into their agro-dealer programs

30. Zimbabwe - Market
• No market infrastructure
– IP facilitated provision of funds to build
goat sales facilities
– Arranged with buyers to progress from
farm gate sales to monthly auctions
– Goats to a total value of USD 53,000 were
sold during the first year 2009 & the 2010
figures looks even better!

31. Some interesting observations
from this market.
• Very large proportion of women selling
goats
• 1-3 per household sold at a time
• Local goat prices tripled!!!
• Larger number of buyers are attracted
to these auctions because of reduced
transaction costs and number of goats
available.

32. Goat value chain analysis

33. IPs improve productivity by
Identifying and promoting technologies that
will improve production at the household level
and address both quantity and quality of
livestock products
Aligning the requirements of production and
demand to develop strategies that bring
producers closer to market demands

34. IPs improve markets by
Improving institutions related to the
marketplace which will ensure
organized, transparent markets and
grading systems
Improving infrastructure including
facilities such as sales pens, loading
ramps, scales and transport
Improving access to markets which will
improve physical access as well as
removing institutional and policy-
related barriers
Improving information flow which
promotes participation and confidence
in markets
Providing access to credible
information by vetting it before
dissemination through alternative
pathways of information exchange

35. IPs improve policy by
Engaging policymakers at local and
national levels to increase understanding
of livestock-related issues
Identifying shortcomings of existing
policies and proposing new policies

36. What are the disadvantages of this
approach?
• “We” don’t decide the agenda
• Its not our (or institutional) agenda
• Its time consuming and “transaction costs” are high
• It may create expectations beyond the project
objectives
• The solutions are often simple and while we want to
deal with complex issues
• Policy issues are often the most difficult challenges
but can be overcome through information and
awareness.

37. Conclusions
1. The IP approach generates context-specific solutions to
issues affecting the livestock sector as a whole
2. Results of this process indicates that there is an improved
efficiency of the system as a whole and greater alignment of
production with market requirements.
3. This means that there is greater flow of information (from
sources that farmers seem to be willing to listen to) and
ultimately money to producers.
4. Thus the IP is an effective process to jumpstart market led
processes and also benefits the resource-poor farmer.
5. Using IP creates the right environment for technology
adoption, and by commercializing the livestock sector farmers
are rewarded (at the marketplace) for their investments.

38. Appreciate your attention.