CABE in conjunction with Tegemeo Institute is organizing a two-day workshop on Strengthening Seed Systems and Market Development.
Seed systems in Africa south of the Sahara have been a central topic in the public discourse as part of wider conversations on policy options for agriculture and rural development. Although seed systems in the region have followed different development trajectories, they do seem to be affected by political economy, farming system, agroecological, and market development factors that policymakers and stakeholders must address if the systems are to thrive. Political economy issues appear to shape the debate, including limited support for agricultural research, restrictive regulations and inadequate capacity of regulatory agencies, and weak vertical and horizontal coordination among different key actors. Political economy refers to actors and coalitions of actors with competing perspectives, interests, and resources shaping seed policy change processes in each country and for each crop (see Hassena et al. (2016) and Alemu (2011) on Ethiopia). Policy and regulatory reforms are purported to facilitate increased production, delivery, and uptake of improved seeds and technologies. Influencing government agencies to initiate the review of existing and enact new policies involves many stakeholders including a range of seed industry players such as regulatory agencies, parliament, agricultural technical groups, government policy directorates, public and private research agencies and seed associations.
Tegemeo Institute of Agricultural Policy and Development of Egerton University and Centre for African Bio-Entrepreneurship (CABE) in partnership with International Food Policy Research Institute (IFPRI) conducted a study between June and October 2019 to assess the pace and dynamics of policy change and the factors that affect the development of maize and potato seed systems and of markets in Kenya. The study involved a review of key policy, regulatory, and strategy documents relevant to seed system and market development in the country, with a focus on the progress made in strengthening maize and potato seed systems and markets and political economy factors that have influenced policy adoption and outcomes. The review was augmented with information from key informant interviews and focus group discussions with a wide range of actors in the respective seed systems.
The workshop will be at Sarova Panafric Hotel, Nairobi on 19th and 20th July 2022
The Centre for African Bio-entrepreneurship (CABE) on behalf of the Utafiti Sera Consortium convened a workshop to explore employment opportunities for youth in agribusiness along Kenya’s mango value chain.
The workshop which was held from 26th – 27th July 2021 brought together the projects’ funding organization Partnership for African Social & Governance Research (PASGR) and implementing partners CABE and Alternatives Africa, and representatives from National and County governments, the youth, and other stakeholders to further the use of evidence to inform youth employment policies.
Participants listen to Workshop proceedings
The workshop, held at Travellers Beach Hotel, Mombasa explored how the findings of a study conducted by the project can be domesticated to complement existing regulatory frameworks such as the Makueni County Development Action Plan and the Kenya youth agribusiness strategy.
This workshop will contribute to informed policymaking in agribusiness to increase youth employment in the agriculture sector.
Mango processing can create thousands of jobs for the youth in Kenya, potentially reducing the country’s youth unemployment rate of 7.27 percent (ILO, 2020). This statement is consistent with the findings of a study by the Centre for African Bio-Entrepreneurship (CABE) under the auspices of Utafiti Sera House III on Youth Employment Creation in Agribusiness and Agro-processing in Kenya. The urgent need for job opportunities along the mango value chain is timely in view of changing demographics and the increased number of Kenya’s health-conscious middle class.
Such changes can be seen for instance, in different urban and peri-urban eateries, supermarket shelves, and food markets which increasingly sell natural and processed juices. These lifestyle changes are projected to continue to drive the average growth in domestic demand for juice which the International Trade Centre reports (ITC, 2014) to be 49 percent per annum.
Demand for quality juice
To effectively meet this increased demand for juice, Kenya imports U$5,395,000 worth of mango pulp annually, further threatening to stagnate the domestic mango industry. If the industry is to meet the demand for quality juice, there is need to trace quality back to the very bottom of the mango value chain – the farmers. A farmer can only produce quality fruits by planting quality varieties using and recommended agronomic practices. Once the variety and quality of mango seedling is right, there is need to use appropriate processing technology, but this also faces various challenges which need to be addressed.
The major stumbling blocks
The study, conducted between December 2017 and 2020 confirmed ITC’s statement that ‘’… [O]ver a long time, the Country [Kenya] has relied on the traditional fresh market domestically and internationally with little attention given to processed products.’’ Production and marketing of mangoes also face various challenges such as use of poor-quality planting material and production practices, weak agricultural extension, high post-harvest losses, weak linkages with industry policies, marketing deficiencies and lack of finance. Cumulatively, these challenges lead to inadequate quality and quantity of mangoes for processing, forcing Kenya to import mango pulp for processing mango juice. This not only contributes to unemployment in the mango value chain but also leads to loss of national income which could otherwise be channeled to the development agenda of the mango sector and beyond.
A youth in a nursery in Makueni County photo credit: PASGR/CABE Photographer
Based on findings of Focus Group Discussions (FGDs) with the youth in Makueni and West Pokot Counties, the study revealed that there are job opportunities for the youth in an integrated services provision comprising of tree seedlings, extension, mango orchard expansion (new trees), augmentation (grafting varieties) and gradually replacing old orchards of table or fresh mango varieties with varieties suitable for processing as good starting point in dealing with these challenges. In addition, the study confirmed that mango processing offers a solution to the high post-harvest losses experienced in the main production areas, provides a market for the second-grade fruits and can potentially drive the much-needed reforms in the value chain.
Why mango processing?
Processing will increase availability and consumption of locally-produced mango juice, reduce post-harvest losses, increase efficiency in the value chain and employ the youth in input supply, spraying, packing, aggregating and marketing.
The ensuing effective and efficient mango value chain will strengthen linkages between farmers and processors. As a result, farmers will benefit from price incentives, market and product diversification. In addition, most farmersin Kenya already recognize that ‘Ngowe’ mango variety is suitable for processing. As a result, cultivation of this variety offers potential for Kenya to undergo import substitution and source locally the required amount of mango juice. The subsequent benefits such as high quality and safety standardswill increase thescale and quality of mangoes produced. This could also create export opportunity for Kenya in regional markets such as Sudan, which currently imports mango juice from India (ITC, 2014)
What do we stand to lose if we do not process mangoes?
The magnitude of this question can be felt more now that we are in the peak of May-August mango season. During such seasons, markets across the country experience surplus in supply of mangoes which come with prices as low as less than Ksh 10 per fruit. In addition, most farmers suffer high post-harvest losses since mangoes are highly perishable. On a bigger scale, the opportunity cost of foreign exchange earnings spent on mango imports for juicing is U$ 5,395,000 per annum. It is projected that effective and efficient mango value chain will create 3, 200,000 jobs per year.
Ultimately, processing will increase domestic demand for ‘Ngowe’ mango varieties. Increased demand, will increase the prices of the fruit and consequently increase income for farmers who will in turn seek quality mango varieties. The spill-over of activities will work to streamline the entire value chain by strengthening extension service delivery in terms of personnel, messaging coordination in the production, processing and marketing activities. This calls for a need to strengthen linkages with industrial policies (agro-processing), improve markets of fresh and processed mangoes including investments in establishing aggregation, cold storage and transport infrastructure as well as improving access to finance for youth entrepreneurs to create jobs for themselves and others along the different segments of the mango value chain in the country.
Agro-pastoralist households living at Simailele village in Turkana County have been urged to utilize the 20-hectares of land set aside by the Drought Resilience and Sustainable Livelihoods Program(DRSLP) to commercially invest in pasture production and generate income.
The CEC for Agriculture, Pastoral Economy and Fisheries Philip Ebei Aemun has also urged farmers to use available infrastructure to increase crop productivity not only for home consumption but also surplus for sale. Citing the Nariemeto Pasture Production Group in Songot that has progressed through the sale of pasture, Aemun called on farmers to consider venturing into it noting that the changing climatic conditions were increasingly becoming a threat, and therefore called for diversification of livelihoods.
He was speaking when he presided over the distribution of goats procured by Rural Livelihoods Adaptation to Climate Change component under DRSLP. The aim is to socially support 100 vulnerable households for community resilience due to adverse effects of climate change at Katilu Ward of Turkana South Sub-County. The Beneficiaries who received three goats each were drawn from Kalemngorok, Kangirega, Namakat, Nabeye and Simailele villages.
On Livestock disease surveillance and control, the CEC asked herders to get in touch with Veterinary officers saying the department was committed to providing a ready market where traders and Agro-pastoralist can sell their products.
The Drought Resilience and Sustainable Livelihoods Project (DRSLP) activities aim at addressing the various impacts of climate change on rural livelihoods, by financing adaptation measures and associated services by leveraging on traditional knowledge of Agro-pastoral communities as well as sustainable technologies and practices. The project is being implemented by the National Government in partnership with the County Government through funding from GoK and African Development Bank.
There are plans to also restock for 375 families in Kapedo/Napeitom Ward who lost their animals to bandits. Similar programs have been lined up for other regions with the second phase which begins in July expected to target more households.
The unique value propositions of Model of Impressa Beach Management Unit (IBMU) is: ‘’We will offer safe and cold storage of fresh fish for fisher folks and traders, not just storage for dried fish.”
Impressa Beach Management Unit (BMU) located at Kalokol village in Turkana Central in Turkana County was started in 2009. Its objectives are: 1) to strengthen the management of fish landing stations, fisheries resources and the aquatic environment; 2) to support the sustainable development of the fisheries sector; 3) to prevent and/or reduce conflicts in the fisheries sector; 4) to up lift living standard of fishing Community of IMPRESSA; 5) to ensure proper fish handling, hygiene and sanitation; and 6) attract investor/development partners interested in development activities within the BMU area of jurisdiction to consult the BMU’s office.
The BMU has dedicated leadership, with a focused chairman and secretary, who are able to identify and articulate issues to its members, County government, and development partners. The leadership of the BMU is elected by members of Impressa community comprising of 324 members, out of these, 184 are fishermen, 40 are boat builders, 60 are fish traders, and 40 are transporters. The 15 executive leadership members (comprising 12 males and 3 females) represent every sector of the fishing business (viz. fishing, transport, boat ownership, trade, other). Decision making is consultative and involves the wider community represented by the above executive members.
Our unique value proposition: ’We offer safe and cold storage of fresh fish for fisher folks and traders, not just storage for dried fish.” This will lead to the following benefits:
Increased volumes of fresh fish safely landed and marketed from the current 0.3 tons to 10 tons
Increased volumes of smoked, salted and dried fish from the current 2.7 tons to 10 tons.
Reduced post-harvest losses and waste from the current 35% to a much lower percentage.
Better pricing of fish.
The market of the fish from Lake Turkana can broadly be classified into two categories: Fresh fish and Dried fish. The customer segment for fresh fish are: Victoria Foods, Local retail traders, and Natogo Self Help Group. The customer segment for fried fish includes wholesale traders from DR Congo, Busia, Kisumu, Kitale. Customers from DRC account for 70 percent of dried fish sales while the rest account for only 30 percent.
Impressa landing site in Kalokol on Lake Turkana presents itself as an area where fish traders (viz. Victoria Foods Integrated Plant, distributors such Natogo Self Help Group) come to buy fish from the fishermen. Nile Perch fish is mainly sold fresh to the end market while is Tilipia is sold fresh, stored in ice or split and dried. There is a big demand of dry tilapia from traders who come from central Africa. There is a huge demand for fresh Nile perch and also Tilipia from local traders and institutions). There is also potential on-line marketing of fresh fish. However, without refrigeration facilities and ice, the fish quickly gets spoilt.
Customer relations relates to maintaining existing customers and attracting new ones. To do so, we plan to get the right fish to market, at the right time and under good hygiene. This market fit will require market research to strengthen evidenced-based decisions to identify and match demand of new and existing customers; use of appropriate technology and innovation for sustainable fishing, hygiene and safe handling of fish, embracing social media to create demand for fresh fish among pastoralists as a new customer segment given the changing demographics (youth, urban population); and joining the Turkana County Chamber of Commerce to improve marketing skills and expand BMU’s markets through trade fairs and exhibitions.
Impressa BMU has the following key resources: social capital & intellectual property of 324 members with skills in fishing, boat making and navigation, net-making and repairing, fish handling and trading etc; capital investment in land, fence, buildings, office equipment, boats & engines, latrines, and financial resources with the bank savings of Kshs200,000 and potential earnings of Ksh200,000 per month from 4 boats & engines.
The following key activities are proposed to overcome weaknesses in the existing ones: Clean and safe handling of fresh fish at the landing sites to reduce sand; cold storage of fresh fish of 10 tons per day to reduce post-harvest losses & waste, storage of 10 tons of dried fish per day to increase prices of dried fish, and to improve data of fish landed and marketed fish.
Impressa BMU’s partners include: County and national government (permits and licenses); Banks & MFIs (loans, credit and financial services); National government agencies (roads, energy, water); LMS (capital investment); KEMFRI & WFP (capacity building in research and training); and traders (buying fish and supply fishing inputs etc).
The BMU will support the community through job creation for women and youth, increased volumes of fish marketed, and better pricing of fresh fish for various value chain actors namely, fishermen, boat owners, transporters, buyers, Victorian Foods etc). These will in turn result into improved food hygiene, incomes and livelihoods for the BMU members and the community.
Social costs include: Overfishing, Environmental pollution, and spread of communicable diseases. These can be mitigated by building capacity of BMU members to avoid the use of small nets to catch fish. The fisheries department usually enforces this by confiscating the small nets if found. There is a plan to regularly train fishermen on sustainable fisheries and good fishing practices. This includes training fishermen on how to use pits for the bio degradable waste. The BMU will need to set up a collection point for plastic waste which can then be recycled or disposed of in a better way. The cleaning bay for the fish will need to be well constructed and fitted with clean running water and work tops that can be washed and maintained. The offal will be collected and buried in a pit to prevent spread of diseases.
The unique value propositions of Model of Impressa Beach Management Unit (IBMU) is: ‘’We will offer safe and cold storage of fresh fish for fisher folks and traders, not just storage for dried fish”
Impressa Beach Management Unit (BMU) located at Kalokol village in Turkana Central in Turkana County was started in 2009. Its objectives are: 1) to strengthen the management of fish landing stations, fisheries resources and the aquatic environment; 2) to support the sustainable development of the fisheries sector; 3) to prevent and/or reduce conflicts in the fisheries sector; 4) to up lift living standard of fishing Community of IMPRESSA; 5) to ensure proper fish handling, hygiene and sanitation; and 6) attract investor/development partners interested in development activities within the BMU area of jurisdiction to consult the BMU’s office.
The BMU has dedicated leadership, with a focused chairman and secretary, who are able to identify and articulate issues to its members, County government, and development partners. The leadership of the BMU is elected by members of Impressa community comprising of 324 members, out of these, 184 are fishermen, 40 are boat builders, 60 are fish traders, and 40 are transporters. The 15 executive leadership members (comprising 12 males and 3 females) represent every sector of the fishing business (viz. fishing, transport, boat ownership, trade, other). Decision making is consultative and involves the wider community represented by the above executive members.
Our unique value proposition: ’We offer safe and cold storage of fresh fish for fisher folks and traders, not just storage for dried fish.” This will lead to the following benefits:
Increased volumes of fresh fish safely landed and marketed from the current 0.3 tons to 10 tons
Increased volumes of smoked, salted and dried fish from the current 2.7 tons to 10 tons.
Reduced post-harvest losses and waste from the current 35% to a much lower percentage.
Better pricing of fish.
The market of the fish from Lake Turkana can broadly be classified into two categories: Fresh fish and Dried fish. The customer segment for fresh fish are: Victoria Foods, Local retail traders, and Natogo Self Help Group. The customer segment for fried fish includes wholesale traders from DR Congo, Busia, Kisumu, Kitale. Customers from DRC account for 70 percent of dried fish sales while the rest account for only 30 percent.
Impressa landing site in Kalokol on Lake Turkana presents itself as an area where fish traders (viz. Victoria Foods Integrated Plant, distributors such Natogo Self Help Group) come to buy fish from the fishermen. Nile Perch fish is mainly sold fresh to the end market while is Tilipia is sold fresh, stored in ice or split and dried. There is a big demand of dry tilapia from traders who come from central Africa. There is a huge demand for fresh Nile perch and also Tilipia from local traders and institutions). There is also potential on-line marketing of fresh fish. However, without refrigeration facilities and ice, the fish quickly gets spoilt.
Customer relations relates to maintaining existing customers and attracting new ones. To do so, we plan to get the right fish to market, at the right time and under good hygiene. This market fit will require market research to strengthen evidenced-based decisions to identify and match demand of new and existing customers; use of appropriate technology and innovation for sustainable fishing, hygiene and safe handling of fish, embracing social media to create demand for fresh fish among pastoralists as a new customer segment given the changing demographics (youth, urban population); and joining the Turkana County Chamber of Commerce to improve marketing skills and expand BMU’s markets through trade fairs and exhibitions.
Impressa BMU has the following key resources: social capital & intellectual property of 324 members with skills in fishing, boat making and navigation, net-making and repairing, fish handling and trading etc; capital investment in land, fence, buildings, office equipment, boats & engines, latrines, and financial resources with the bank savings of Kshs200,000 and potential earnings of Ksh200,000 per month from 4 boats & engines.
The following key activities are proposed to overcome weaknesses in the existing ones: Clean and safe handling of fresh fish at the landing sites to reduce sand; cold storage of fresh fish of 10 tons per day to reduce post-harvest losses & waste, storage of 10 tons of dried fish per day to increase prices of dried fish, and to improve data of fish landed and marketed fish.
Impressa BMU’s partners include: County and national government (permits and licenses); Banks & MFIs (loans, credit and financial services); National government agencies (roads, energy, water); LMS (capital investment); KEMFRI & WFP (capacity building in research and training); and traders (buying fish and supply fishing inputs etc).
The BMU will support the community through job creation for women and youth, increased volumes of fish marketed, and better pricing of fresh fish for various value chain actors namely, fishermen, boat owners, transporters, buyers, Victorian Foods etc). These will in turn result into improved food hygiene, incomes and livelihoods for the BMU members and the community.
Social costs include: Overfishing, Environmental pollution, and spread of communicable diseases. These can be mitigated by building capacity of BMU members to avoid the use of small nets to catch fish. The fisheries department usually enforces this by confiscating the small nets if found. There is a plan to regularly train fishermen on sustainable fisheries and good fishing practices. This includes training fishermen on how to use pits for the bio degradable waste. The BMU will need to set up a collection point for plastic waste which can then be recycled or disposed of in a better way. The cleaning bay for the fish will need to be well constructed and fitted with clean running water and work tops that can be washed and maintained. The offal will be collected and buried in a pit to prevent spread of diseases.
