TECHNICAL ASSISTANCE GRANT (TAG) - GRANT DESIGN DOCUMENT

Summary Sheet

Grant Title Enhancing dairy-based livelihoods in India and Tanzania through feed innovation and value chain development approaches

Recipient ILRI in partnership with CIAT

IFAD Originator/Sponsor Antonio Rota

Grant Objectives and links to the Strategic Objectives/SF and Grant policy

To contribute to improved dairy-supported livelihoods in India and Tanzania via intensification of smallholder production focusing on feed enhancement using innovation and value chain approaches. Links to grant policy: innovative technologies and approaches, capacity strengthening, knowledge sharing.

Beneficiary Countries India and Tanzania

Proposed IFAD Grant Amount

Co-financing

Total Programme Cost

1.00 million USD

0.266 million USD

(note: additional co-financing is likely through CRP3.7)

1.266 million USD

Projected Executive Board Date April 2011

Programme Duration 3 years

Target Group and Benefits Smallholder dairy farmers in India and Tanzania will benefit

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from enhanced feed options for dairy cows leading to greater income opportunities

IFAD Projects Likely To Benefit In Tanzania Agricultural Services Support Programme (2007-2014)Rural Micro, Small and Medium Enterprise Support Programme (2007 – 2014)In India Integrated Livelihoods Support Project, Uttarakhand (starting imminently)Mitigating Poverty in Western Rajasthan Project (2008 – 2014)

Supervision Arrangements ILRI will be the implementing institution, and will work in partnership with CIAT, and a range of national development, research and private sector partners in India and Tanzania.

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ACRONYMS AND ABBREVIATIONS

AP Andhra Pradesh

ASARECA Association for Strengthening Agricultural Research in Eastern and Central Africa

BMGF BMGF Bill and Melinda Gates Foundation

CBO Community Based Organisation

CGIAR Consultative Group on International Agricultural Research

CIAT International Center for Tropical Agriculture, Colombia

CoE Centres of Excellence of EAAPP

COP-PPLD Community of Practice for Pro-poor Livestock Development

CRP CGIAR Research Program

DALDO District Agriculture and Livestock Officer, Tanzania

DFID Department for International Development, UK

DRET Directorate of Research, Extension and Training of MLD, Tanzania

DRT Department of Research and Training of MAFC, Tanzania

EAAPP East Africa Agricultural Productivity Project funded by World Bank

EADD East African Dairy Development project

FAP Fodder Adoption Project, conducted by ILRI and partners in Ethiopia

FBO Faith-based Organsations (e.g., Roman Catholic and Lutheran Churches)

FIP Fodder Innovation Project, conducted by ILRI and partners in India and Nigeria

GDP Gross domestic product

GoI Government of India

HPI Heifer International

ICRISAT International Crops Research Institute for the Semi-Arid Tropics, India

ILRI International Livestock Research Institute, Kenya

LITI Livestock Training Institutes, Tanzania

MAFC Ministry of Agriculture, Food and Cooperatives, Tanzania

MLD Ministry of Livestock Development, Tanzania

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NARES National Agricultural Research and Extension System

NCAP National Centre for Agricultural Economics and Policy Research, India

NDDB National Dairy Development Board, India

NDRI National Dairy Research Institute, India

NGO Non-governmental Organisation

PADEP Participatory Agriculture Development Programme, Tanzania

SARI Selian Agricultural Research Institute, Arusha, Tanzania

SUA Sokoine University of Agriculture, Morogoro, Tanzania

TAMPA Tanzania Milk Processors Association

TAMPRODA Tanzania Milk Producers Association

TDB Tanzania Dairy Board

TFA Tanganyika Farmers Association

ULSPU Integrated Livelihoods Support Project, Uttarakhand

USAID United States Agency for International Development

VC Value chain

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I. BACKGROUND

FEED IS A KEY ISSUE BUT ENHANCING FEED AVAILABILITY REQUIRES A BROAD APPROACH

Small-scale dairy production is an almost universal component of the farming enterprise among smallholders farming in mixed crop-livestock systems in Sub-Saharan African and South Asia. The availability of sufficient high quality feed is a key constraint to improving milk yields and hence dairy income for smallholders through intensification of smallholder dairy systems.

One response to this situation has been the attempt to introduce or promote improved feed technologies at farm level but this has rarely had the intended benefits and new approaches are required. This proposal therefore places feed in a broader context and acknowledges that enhancing feed supply has both technical and institutional dimensions. It also builds on previous work led by ILRI, including the IFAD-funded Fodder Adoption Project (TAG853; www.fodderadoption.wordpress.com), the DFID-funded Fodder Innovation Project (www.fodderinnovation.org), the OFID-funded project on dairy intensification and milk marketing and the BMGF-funded East Africa Dairy Development Project (http://eadairy.wordpress.com). The proposed project will tackle feed scarcity from a value chain perspective and employ innovation system principles. The emphasis on value chain and innovation approaches will necessarily involve consideration of issues beyond feed including enhancing breed quality and health status of dairy cows: these elements will be addressed through the embedding of the proposed project within the larger context of the CGIAR Research Programme 3.7 (More milk, meat and fish, for and by the poor). For details of objectives and activities refer to Annex I.

The project will work on dairy value chains in India and Tanzania; in both countries milk already is an important commodity while projected supply-demand gaps for milk and milk products indicate a need for intensification. The project will form part of a larger body of work on dairy value chains in India and Tanzania encompassed in CGIAR Research Programme 3.7 (More milk, meat and fish, for and by the poor). Present diversity in institutional settings will allow lessons to be learned which can be applied in a range of contexts beyond this project.

WHY INDIA AND TANZANIA?We have selected India and Tanzania as our study countries, as they provide interesting and in some aspects contrasting situations, presenting opportunities for comparisons and learning. Dairy value chains in these countries are also a priority focus of the new CGIAR Research Programme on livestock and fish (http://mahider.ilri.org/handle/10568/3248), meaning there are considerable opportunities for synergies. In both countries many poor livestock keepers are engaged in dairy production and a variety of dairy production systems exist. Furthermore, the extent of dairy development varies considerably between countries. India has a long history of dairy development, most notably through the co-operative movement. In Tanzania the development of milk market chains that extend beyond the very local is relatively nascent but the large and vibrant milk sector in neighbouring Kenya, which shares similar agro-ecologies, suggests that there is potential for similar development in Tanzania, given rising dairy demand. Institutionally there are also interesting comparisons to be made. In India the government has been active for many years in the establishment of dairy cooperatives through the National Dairy Development Board (NDDB), civil society is strong and rural development NGOs are a feature of the development environment. The private sector is also emerging as an important dairy player: recent examples of increased vertical integration in dairy production can be found in Andhra Pradesh, Rajasthan, Maharashtra and Bihar, amongst others. In Tanzania, the presence of numerous small-scale milk collectors and processors indicate an emerging market for milk processing. Njombe and Masanga (20091) suggest that 14% of all processed milk is currently processed by these

1 Njombe, A.P. and Msanga, Y.N. 2009. Livestock and dairy industry development in Tanzania. 17 pp [online]. Available 25 Jan 2011 from: http://www.docstoc.com/docs/15815667/LIVESTOCK-AND-DAIRY-INDUSTRY-DEVELOPMENT-IN-TANZANIA-A-P

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'micro-dairies’. Women are strongly involved in this emerging market. In both India and Tanzania average milk yields are far below their potential (see Annex III).

In both countries, dairy development has considerable potential to contribute towards reducing poverty: smallholder dairy production can successfully compete with larger scale operations where the household labour it uses has low opportunity costs, thus representing a promising option especially for poor households.

More detail on the dairy context in India and Tanzania including some suggestions for researchable issues are presented in Annex III. Examples of potential research sites are given in Annex IV.

II. RATIONALE, RELEVANCE AND LINKAGES

PROJECT RATIONALE: CURRENT THINKING ON HOW TO ADDRESS FEED ENHANCEMENT IN SMALLHOLDER SYSTEMS

Given the lack of progress in enhancing feed supply for smallholders using technology-led approaches, new approaches which place feed enhancement in a broader context are needed. Two key concepts help us to do this. The first relates to the need to consider the broader value chain issues when dealing with feed constraints. The second places emphasis on the need to enhance ‘innovation capacity’ in the local stakeholder network.

Value chain thinking and innovation approaches

There is an increasing recognition that the level of agricultural production intensity and the efficiency of resource use are not just determined by what goes on at farm level but by transactions among different actors along the value chain. Thus, availability of and access to inputs, services, information and output markets, the relationships to trading partners, the perception of risk and trust, and finally the entrepreneurial environment all contribute to decisions on how much to invest in improved feeding strategies for dairy production and how this ultimately impacts on livelihoods. While the direct linkages for the producers are the starting point of most investigations and interventions, the overall impact of higher-level actors involved in dairy value chains often have profound impacts felt indirectly by a large number of producers. For instance, feeding of compounded feeds to dairy cows in India is much less common than one might expect – this may relate the need for economies of scale in production of compounded feeds meaning that production is restricted to formal institutions such as dairy cooperatives and feed companies. Similarly in Tanzania, feeding of dairy cows depends to a large extent on crop residues fed whole. There could be scope for enhancing feed supply through processing of such crop residues through mechanical chopping to increase daily intakes and hence milk yield. Such technologies could be made available to farmers through focus on Business Development Services (BDS) by providing opportunities for small-scale entrepreneurs to set up feed processing micro-businesses. Enhancing feed supply in these situations thus requires attention not just at farm level but at points further along the value chain. Looking beyond farm-level technologies to technical and institutional issues along the value chain is especially important in regard to dairy production because of the nature of the product and the production characteristics. Milk is highly perishable and is supplied daily. Therefore product marketing requires reliable institutions with a high level of technical and marketing expertise. In addition, these institutions have to be trusted by the producers to honour their commitments, even in times of high production. Ensuring reliable procurement and marketing services for milk is likely to encourage on-farm feed investment

Consideration of the whole value chain tends to broaden intervention strategies beyond an otherwise narrow focus on a particular issue. For example as feed constraints are dealt with, other bottlenecks such as breed quality and health status will come to the fore. The value chain approach thus encourages upgrading of whole systems through parallel emphasis on a range of issues.

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As well as the social, economic and biophysical characteristics of the dairy household, it is increasingly being recognized that actors and influences beyond the household play an important if not over-riding part in shaping smallholder livestock feeding strategies. This has been conceptualized in the innovation systems framework, which recognizes that change in rural settings requires a well-connected innovation ‘architecture’ and a diverse set of actors, including from government, NGO, research, private and civil society sectors, to connect and collaborate to bring about change. While this is intuitively attractive, finding mechanisms for enhancing innovation capacity has proved challenging. Innovation platforms, which provide a forum for exchange of information and development of joint action2, appear promising although developing and sustaining such mechanisms is not trivial. A further challenge relates to how success is measured when considering long-term changes in social processes rather than simple short-term changes to farming practice.

There is increasing convergence in value chain and innovation approaches. Value chain development has connotations of more focus on business aspects of enhancing flow of products from source to consumer. Innovation system principles place greater emphasis on building connections between actors including supporting actors and enhancing capacity of local stakeholder clusters to innovate and change. The rationale for the current project is to bring together various strands of work from recently completed and ongoing projects in a coherent and focused effort to experiment with approaches to feed development based on value chain and innovation approaches. Previous efforts have been piecemeal. For example, in the Fodder Adoption Project work in Vietnam was strong on value chain approaches to livestock development: as the work progressed use of value chain analyses to support development of linkages between smallholders and distant urban markets led to widespread change in feeding practices and types of cattle being kept with accompanying benefits for producers. Such change was arrived at over several years and it is possible that more rapid innovation would have occurred through a more systematic approach to bringing stakeholders together in innovation platforms. In Ethiopia the emphasis was more on the use of stakeholder platforms to enhance innovation capacity. These platforms led local stakeholders to think beyond feed technology development to other elements of the value chain including market development and breed enhancement. However, the project could have done more to build capacity to conduct value chain analysis at the outset and this would very likely have led to greater impact. In the project proposed here, we will combine the stronger elements of different components of the IFAD-funded Fodder Adoption Project and other recently completed projects for a more concerted approach across different countries to allow more powerful lessons to be distilled. Bringing together value chain development and innovation approaches the current project will aim to contribute to improved dairy-derived livelihoods in India and Tanzania via intensification of smallholder production focusing on enhancement of feeds and feeding using both innovation and value chain approaches.

The objectives of the project will be three-fold:

Institutional strengthening: To strengthen use of value chain and innovation approaches among dairy stakeholders to improve feeding strategies for dairy cows.

Productivity enhancement: To develop options for improved feeding strategies leading to yield enhancement with potential income benefits.Knowledge sharing: To strengthen knowledge sharing mechanisms on feed development strategies at local, regional and international levels

The details of how these objectives will be met are elaborated in Section C: Strategy, Approach/Methodology.

2 Van Rooyen, A. and Homann Kee Tui, S. 2009. Promoting goat markets and technology development in semi-arid Zimbabwe for‐ food security and income growth. Tropical and Subtropical Agroecosystems 11:1 5. ‐

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The selection of one value chain (dairy) in two contrasting countries (India and Tanzania) provides a strong research design. Many of the issues associated with dairy production are common to the two countries but both the biophysical environment and the institutional set-up vary considerably providing opportunities to learn what works well where and apply such learning more widely.

RELEVANCE TO IFAD PROGRAMMES AND PRIORITIES

The proposed project is framed around a number of key concepts, all of which appear central to IFAD’s global strategy: innovation approaches, value chain analysis, capacity and institution building, and knowledge sharing. The revised IFAD Grants Policy (December 2009) defines the four outputs which should be sought from grants:

1. Innovative activities and innovative technologies and approaches in support of IFAD’s target group;

2. Awareness, advocacy and policy dialogue on issues of importance to poor rural people;

3. Capacity of partner institutions strengthened to deliver a range of services in support of poor rural people; and

4. Lesson learning, knowledge management and dissemination of information on issues related to rural poverty reduction.

The proposed project contributes especially to outputs 1, 3 and 4. Through the activities of local innovation platforms we expect a number of innovative technologies and organizational innovations associated with enhanced feeding to emerge, be evaluated and tested through action research for the benefit of smallholder dairy cow keepers and other dairy value chain actors. Furthermore by working with local actors through innovation platforms we will strengthen capacity of partner institutions to analyse value chains, identify bottlenecks and implement solutions aimed at enhancing support delivery related to improved feed quality and availability for poor rural dairy farmers. Finally, and again through local innovation platforms, the project will catalyse identification of knowledge gaps by local partners and will set in place a knowledge management and dissemination strategy that builds on existing knowledge pathways. The generic lessons derived from the proposed research will be important not just in the selected study countries but will have wide applicability to IFAD’s loan projects including livestock globally. Distillation of key lessons and wide communication of such lessons will be achieved through a range of communication mechanisms as outlined in Annex V.

Looking more specifically at current IFAD loan projects in India and Tanzania that this grant would support, a number of synergies are apparent. For example, in Tanzania the Agricultural Services Support Programme (2007-2014) targets a broad section of the country’s farming population, with a particular focus on the poorest households, including landless labourers, women, households headed by women and orphans, and HIV/AIDS-affected smallholders. These poor farmers are held back by lack of access to technology, financing, markets and natural resources. The programme works to improve agricultural productivity by:

1. promoting farmer’s organizations to prioritize and manage development needs

2. strengthening linkages between farmers and local and central government as well as the private sector

3. improving access to relevant agricultural knowledge and technologiespromoting policy changes in favour of poor farmers

These areas, especially 2 and 3, are a strong focus of the proposed grant and many of the approaches developed through the project could be usefully scaled up through the loan programme.

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Similarly, the Rural Micro, Small and Medium Enterprise Support Programme (2007 – 2014) operates in Iringa, Manyara, Mwanza, Pwani, Ruvuma and Tanga and has three goals:

To improve the awareness of rural entrepreneurs of market opportunities and how these can be exploited through the development and implementation of a communication strategy (including radio linkages to poor and remote areas) and the training of the entrepreneurs to improve their businesses

To improve the coordination and cohesion of selected value chains, through the creation and strengthening of backward and forward linkages for the selected chains

To strengthen public and private sector institutions to provide efficient and effective support to rural enterprises.

All these goals align closely with the research areas addressed by the proposed grant providing useful opportunities for experimentation with new approaches and processes for micro-enterprise development which could subsequently be scaled out through the loan programme.

In India, there is also promising alignment between grant objectives and the goals of ongoing and forthcoming loan programmes.

The Integrated Livelihoods Support Project, Uttarakhand (ILSPU) is in its formulation stage and follows from the successful Uttarakhand Livelihood Improvement Project in the Himalayas (ULIPH) which concludes in 2012. The project will focus on livelihoods for poor households in hill areas. The project will up-scale successful livelihood and value chain initiatives of ULIPH (such as vegetables, agriculture, livestock and eco-tourism), and support complementary initiatives to improve access to markets, employment, inputs, and skill development. The project will take a value chain approach by identifying value chain constraints are then addressing them though a programme of technology demonstration, skill development training, and building of linkages with input and output markets.

The value chain approach and focus on input and output markets will mean important synergies with the grant proposed here.

As in Tanzania the proposed approach and outputs from this grant will directly support many of the activities of loan programmes such as ILSPU. By developing approaches for bringing together local stakeholders, conducting participatory value chain analysis, developing innovative feeding strategies, enhancing business skills of feed micro-entrepreneurs, the proposed grant has potential to feed directly into loan programmes.

In India there is also promising alignment between grant objectives and the goals of ongoing loan programmes. The Mitigating Poverty in Western Rajasthan Project (2008 – 2014) has as its objectives to:

Organize and empower poor people through community-based organizations such as self-help groups, marketing groups, producers’ organizations and village development committees

Promote income and employment opportunities while reinforcing strategies that mitigate risks

Provide access to financial services and markets

LINKAGES TO OTHER ILRI AND CIAT RESEARCH.The focal value chain – dairy – and the value chain approach are both in accordance with the ongoing restructuring of the CGIAR system through the CRP developments, specifically CRP 3.7 (More meat, milk and fish, by and for the poor: http://mahider.ilri.org/handle/10568/3248). The proposed work is very closely aligned with the dairy value chain focus in India and Tanzania that have been proposed as a key area of work for CRP3.7.

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In India, the proposed work will have synergies with ongoing ILRI research, including a new project funded by the Sir Ratan Tata Trust (Enhancing livelihoods through livestock knowledge systems), work on food-feed crop enhancement in collaboration with ICRISAT and work on livestock feed improvement in cereal based systems (Cereal Systems Initiative for South Asia), funded by both the Bill & Melinda Gates Foundation (BMGF) and USAID.

In Tanzania, the work will synergize with an intended expansion of the East Africa Dairy Development Project to Tanzania in its second phase (starting 2012). The project will also link with a Canadian funded project involving Sokoine University, University of Alberta and ILRI titled 'Integrating dairy goat and root crop production for increasing food production, nutrition and income security of smallholder farmers in Tanzania”. As part of an ongoing project in Tanzania, ASARECA & ILRI currently support the Tanzania Dairy Board and a local NGO (Austroproject Association) to pilot a commercialised supply of training and certification in milk quality assurance involving BDS providers in Mwanza and Arusha regions. The BDS providers in the pilot scheme include small and medium scale (SME) suppliers of inputs and input services such as breeding and clinical services. Given the nascent private sector participation in dairy chains in Tanzania, the project is examining the potential and scope for growth of the SMEs around dairy inputs supply and output markets through network analysis, to identify how they are bundled, growth projections, constraints and opportunities for interventions to sustain growth in BDS service provision. We propose to use the information generated and engage the networks identified as players in the envisaged innovation platforms in this proposal.

III. THE PROPOSED PROGRAMME

A. TARGET GROUP

The ultimate beneficiaries of this project will be smallholder dairy farmers in India and Tanzania. Livestock production in both countries is dominated by poor livestock keepers. In India, of around 70 million large ruminants, more than 80% are kept by households having 3 or less adult animals. As many as 13% of animals are kept in landless households with 3 or less adult animals. These percentages for India are broadly reflected in the numbers for Uttarakhand, a proposed study location for this project. In Tanzania, the vast majority (about 80%) of Tanzania’s 43 million people depend on agriculture, mainly mixed farming. Livestock contributes about 30% of agricultural GDP, mostly derived from over 18 million heads of mostly indigenous East African zebu cattle. . In Tanzania 17 million cattle are held by 12.7 million smallscale households, half of which keep 1-5 animals3; typical smallholder dairy households also keep 3 animals4. Benefits of this project will accrue to poor dairy farmers through enhanced feeding strategies for their dairy animals, which will increase productivity and, hence, dairy derived incomes. Women will be natural beneficiaries since women tend to be responsible for dairy management and feeding in both India and Tanzania, although a proactive gender focus will need to be adopted to maintain the integral role of women in intensifying systems. Although the project will work directly with farmers, the major impact pathway will be indirect: we will aim to strengthen innovation capacity and value chain approaches among local actors involved in dairy development and especially those concerned with feed upgrading. This will lead to sustained enhancement of local institutions in terms of both their capacity as well as linkages for the future with long-term benefits for dairy smallholders. Working

3 FAO. 2006. Tanzania – Agricultural census 2002-2003 – Main results. Small Holdings Sector. In: World census of agriculture – main results by country. Available 8 Apr 2011 from: http://www.fao.org/fileadmin/templates/ess/documents/world_census_of_agriculture/main_results_by_country/Tanzania_2002-03F_2.pdf

4 Swai, E.S., Karimuribo, E.D., Schoonman, L., French, N.P., Fitzpatrick, J., Kambarage, D. and Bryant, M.J. 2005. Description, socio-economic characteristics, disease managements and mortality dynamics in smallholder's dairy production system in coastal humid region of Tanga, Tanzania. Livestock Research for Rural Development 17, Article #41. Available 8 Apr 2011 from: http://www.lrrd.org/lrrd17/4/swa17041.htm

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with local actors will also increase our reach; scaling out approaches are embedded in the project design increasing the number of ultimate beneficiaries of the project.

Implementation in two countries will allow broad lesson learning on how to maximize impact for beneficiaries in a wide range of environments. In particular, we anticipate wide differences in the role of government policies, support and infrastructure versus the role of the private sector and NGOs between India and Tanzania. The size of markets (inputs and outputs) as well as trade structures and distances also differ considerably as will the arrangements for use and regulation of common property resources. Experiences of including informal milk marketing into dairy development activities are also different in the two countries and there are lessons to be learned from Kenya (and to some extent Assam in India) in this regard where ILRI has played a prominent role in providing the evidence-base to inform development of policies related to milk marketing in the informal sector. These variations promise a rich experimentation ground for developing successful approaches to feeding-based intensification of dairy systems across Sub-Saharan Africa and South Asia with benefits for a very wide group of downstream beneficiaries.

B. OVERALL GOAL AND OBJECTIVES

The overall goal of the project will be to contribute to improved dairy-derived livelihoods in India and Tanzania via intensification of smallholder production focusing on enhancement of feeds and feeding using innovation and value chain approaches.

The objectives of the project are three-fold:

Institutional strengthening: To strengthen use of value chain and innovation approaches among dairy stakeholders to improve feeding strategies for dairy cows.

Productivity enhancement: To develop options for improved feeding strategies leading to yield enhancement with potential income benefits.

Knowledge sharing: To strengthen knowledge sharing mechanisms on feed development strategies at local, regional and international levels

C. STRATEGY, APPROACH/METHODOLOGY

The core strategy for the project will be the use of local innovation platforms to stimulate widespread change with respect to feeding strategies for smallholder dairy farmers. From previous experience, while feed issues will be the starting point for innovation platforms the issues addressed are likely to broaden to include breed quality upgrading, improved provision of veterinary services and improved output marketing. This broadening of the innovation agenda will be facilitated through linkages with other research efforts notably through CRP3.7. These innovation platforms will bring together diverse stakeholders from a range of sectors: research, extension, NGO, private sector, farmer organizations and dairy cooperatives working together on diagnosis and action research leading to enhanced dairy cow feeding strategies in relation to broader dairy value chain development issues. Working from the outset with local stakeholders to diagnose constraints and identify solutions will ensure that innovations resulting from project activities build on existing local and national knowledge and experience. The project will form research partnerships with national research and development partners. We anticipate working with one national research partner and one development partner (NGO or extension service) per country. National research partners will be responsible for on-the-ground implementation of research activities with strategic support and mentoring from project staff. Similarly we anticipate developing agreements with local development partners who will be responsible for action research activities including facilitation of innovation platforms. Again, strategic support and mentoring will be provided by project staff. Successful approaches will be documented and shared widely using a locally developed

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and implemented knowledge sharing strategy. Our focus on innovation platforms will feed into similar approaches under CRP 3.7 and we will also make this project part of the knowledge sharing network of CRP 3.7

D. PROGRAMME COMPONENTS

The project will be structured around three complementary components, tailored to the above objectives:

Institutional strengthening: Bringing together diverse actors, including private sector actors, through innovation platforms, the project will foster the analysis of feed-related elements of dairy value chains by local actors, especially research actors such as the Indian and Tanzanian NARES and other partners. The aim will be to bring about change in the approach of local research and other actors, away from a narrow feed-technology focus to a broader assessment of value chain constraints related to dairy cow feeding, including organizational and market-level interventions that provides the context for feed specific interventions. Bringing a range of actors with expertise on individual components of the value chain will allow value chain constraints to be identified and will help to ensure that any proposed interventions build on existing knowledge and experience and therefore have a realistic chance of success. For example, we would aim to encourage development and adaptation of new forage options for dairy cows but these would be evaluated in the broader perspective of their potential to address value chain constraints and their viability in terms of seasonal availability of resources such as labour, land and capital as well as lack of access to forage and food-feed crop seeds, and information. Participatory evaluation of value chain constraints may reveal the need for business skill development among small-scale entrepreneurs, such as fodder traders, forage seed suppliers, concentrate suppliers and other private sector actors. Business skills will be built through bringing together trainers and trainees via innovation platforms or eventually through more long-term networks. For this we will rely on the position of this project within the wider effort in Tanzania and India embodied in CRP 3.7. Participatory analysis of value chain constraints will lead to development of a basket of technical and organizational interventions to deal with feed constraints. The skills required to identify appropriate feed interventions by local actors will be built through mentoring by project personnel as the project progresses. The proactive inclusion of input suppliers as members of innovation platforms will help to enhance connections between producers and feed input suppliers. While the focus of this project will be on feed, linkages to wider work planned as part of CRP3.7 will allow other components of dairy systems such as breed quality, veterinary services and marketing to be addressed.

Productivity enhancement: Potential feeding interventions emerging from innovation platforms will be subjected to techno-economic analysis to assess their likelihood of success, undertaken jointly with members of the local platforms. The interactions involved in this evaluation will help to build participatory skills among research actors and will enhance the connections between research actors and their clients. On-farm feeding interventions which appear to be viable taking into consideration breed status, will be tested in action research mode by platform members, especially extension actors working with farmers and farmer organizations. Organizational or market-level interventions involving feed enhancement will also be tested through action research approaches involving appropriate actors including micro-entrepreneurs involved in input supply as well as other relevant milk value chain actors. Successful innovations including on-farm feeding strategies and those at higher levels in the value chain such as development of micro-businesses for localized feed processing will be used to engage local decision makers to foster scaling up and out. Involvement of such decision makers in innovation platforms from the outset will enhance the likelihood that promising innovations will find their way into government development thinking and programmes.

Knowledge sharing and learning: Innovation platforms will also be the central mechanism for sharing knowledge and for enhancing local learning pathways. Innovation platforms will start with a relatively loose agenda to allow development of a common understanding among key actors of current knowledge and experience on dairy feeding

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as a critical issue to be upgraded in project areas and nationally. Innovation platforms will be used to assess and build upon current learning pathways and plug gaps in knowledge at different points along the value chain. A local knowledge sharing strategy will be developed and implemented in a participatory fashion through the local platforms. Ways of enhancing co-learning by innovation platform actors will also be an important element of the project. This area has considerable synergy with the approaches being proposed in CRP3.7.

IV. EXPECTED OUTPUTS/OUTCOMES

A series of outcomes (which serve to frame the project outputs) are expected to emerge from this project in the longer term (most likely after the project lifetime):

More use of value chain thinking and innovation approaches among dairy stakeholders to address value chain bottlenecks. As a result of this project, dairy stakeholders in target sites and neighbouring districts will work together to identify value chain bottlenecks and will jointly identify and implement strategies for dealing with these. Such approaches could lead to widespread improvements in capacities related to dairy value chains with attendant livelihood benefits.

A basket of options for improved feeding strategies in target sites leading to milk yield enhancement with potential income benefits. Improved feeding strategies will emerge from innovation platforms and will include both technical and organizational options. Application of these feeding options in study sites and neighbouring districts will enhance milk yields in the medium term leading to livelihood benefits. Synthesis of learnings from analysis of feed strategy uptake will provide lessons for applications in other settings and regions.

Stronger knowledge sharing mechanisms on feed development strategies at local, regional and international levels. Existing bottlenecks to knowledge flow at different levels (local, regional, international) will be reduced. Knowledge on better feeding strategies for dairy cows will flow more readily to end users leading to enhanced milk yields and livelihood benefits.

The project will deliver a range of outputs in the broad areas of institutional strengthening, productivity enhancement and knowledge sharing around improved feeding strategies for dairy animals. Outputs and their related activities are shown in the work plan below, and described briefly here:

1a. Mechanisms for enhancing innovation capacity through local stakeholder platforms to address dairy value chain constraints

The project will experiment with ways of enhancing innovation capacity among local dairy and livestock feed stakeholders. This will involve experimenting with the use of local innovation platforms to bring key actors together. The effectiveness of innovation platforms in strengthening linkages between key actors will be assessed along with the effect of enhanced innovation capacity on changes to feeding practices at farm level.

1b. Approaches for involving local stakeholders in analysis of feed-related aspects of the dairy value chain

Through local innovation platforms, the project will develop or strengthen tools and approaches for participatory value chain analysis with local actors, especially research actors, conducting the diagnoses. Such approaches are likely to vary with context and the location of the project in two countries will help to tease out some of these contextual differences and how to deal with them.

1c. Identification of intervention strategies emerging from dairy value chain analysis

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Having identified key value chain constraints related to feed supply, the project will produce an inventory of intervention strategies including on-farm feeding interventions as well as more organizational and market-level interventions aimed at improving feed supply and enhancing use of existing feed. Such interventions could include training in business skills and better access to information for feed input suppliers, such as fodder seed traders and feed processors. The involvement of such private sector actors is likely to be critical to the upgrading of dairy value chains at study sites. Where other livestock services and inputs are provided in an integrated manner with feed, some interventions could address a wider range of service suppliers.

2a. Strategies for implementing local feed-related innovations emerging from stakeholder platforms with the potential to enhance dairy incomes

The project will experiment with strategies for identification, evaluation and on-farm testing of feed-related interventions through the activities of local stakeholder platforms. Thus, platform members will test promising feed-related interventions to deal with value chain constraints using action research cycles through, for example, agreed pilot interventions run by innovation platform members. Such an approach will lead to information on what feeding strategies work and are economically viable at the level of dairy cow productivity and dairy enterprise sustainability. Embedding intervention programmes within an innovation platform framework will leave capacity behind once the project completes. The specific feed-related interventions identified for project sites will not necessarily be automatically suitable for scaling out but the strategies for their identification and evaluation certainly will be.

2b. Methods for enhancing diffusion of local feed-related innovations among dairy smallholders with the potential for income benefits through productivity increases

Having identified workable interventions at project site level, these local successes will be used to influence local decision makers to bring about widespread change in feeding practices for enhanced productivity.

2c. Strategic lesson learning on appropriate dairy feeding strategies and technologies

Using data generated through the M&E process, quantitative and participatory analysis will be conducted ex-post on observed success and failure of feed technology and strategy options, and the determinants identified. These will be synthesised across the two country project experiences, and packaged into practical tools for targeting feed options in other regions, and into global public good knowledge products for wider application. These practical tools will be applicable to a broad range of contexts and could be useful for application in a range of IFAD Loan Projects (not just those highlighted for this proposal) Note: this activity is not fully budgeted in the current proposal and the intention is to implement this using matching funds.

3a. Mechanisms for sharing knowledge at local and regional levels

Existing knowledge pathways by which feed-related knowledge currently spreads at project sites will be identified and built upon through local stakeholder platforms. Knowledge pathways at local level will be assessed as part of a light baseline survey at the start of the project. At regional level, knowledge sharing pathways will be assessed as part of planned participatory value chain analyses. These pathways will be used to diffuse knowledge developed through project activities to bring about widespread knowledge sharing and to address knowledge gaps at points in the value chain where they exist. Project implementation in two countries will also provide opportunities for experimenting with south-south knowledge sharing approaches.

3b. Mechanisms for sharing knowledge across project countries and among global R4D projects

Since the value chain and innovation approaches, which form the core of this project, are also key elements of a range of other livestock R4D projects being implemented by ILRI, CIAT and other partners, especially CRP3.7, we will

14

establish mechanisms to share lessons and experiences across the projects and with global communities interested in these topics. Note: many of these global knowledge sharing activities cannot be accommodated in the budget of the current project and will need to be funded from matching funds. Details of these activities are contained within Annex V.

V. PROGRAMME IMPLEMENTATION ARRANGEMENTS

A. IMPLEMENTING ORGANISATION AND PROGRAMME MANAGEMENT

The project will be co-ordinated by ILRI with CIAT acting as a major partner. Overall coordination will be led by an ILRI scientist with substantial experience in innovations systems and approaches for feed enhancement. Activities in each of the two target countries will be coordinated by a local country co-ordinator. In the case of India, local coordination will be the responsibility of ILRI while in Tanzania, CIAT will provide local coordination. A steering committee composed of the project co-ordinator, local country co-ordinators, representatives of the Indian and Tanzanian national partners, a representative(s) of IFAD and a representative of the CRP 3.7 will meet annually to assess project progress, provide guidance on future activities and develop opportunities for linking the ongoing activities of the project with wider national and CGIAR programmes. Details of project personnel are given in Annex VI.

Partners and potential sites

Within India, the state agricultural universities form a network of institutions with a long experience of local research and interaction. Although livestock related research is often less emphasized compared to cropping, significant research efforts area devoted to specific livestock issues. In various previous research activities implemented by ILRI, scientists from agricultural universities have been active partners. Similarly, central institutions such as the National Dairy Research Institute (NDRI) or the National Centre for Agricultural Economics and Policy Research (NCAP) have a long-standing connection with dairy development research and have been/currently are partners within various ILRI research projects.

To foster innovation and multi-disciplinary interaction, institutions with stronger field-level outlook have shown themselves to be vital. Within the dairy sector ILRI is collaborating with private sector companies (both dairy marketing and input supply), dairy co-operatives under the government umbrella and NGOs. Some of these NGOs are active nationally, with a well-established network for providing services within large-scale development programmes. Others are focused more on specific localities where they have created strong development group structures.

In Tanzania national partners 5 will include the Department of Research and Training (DRT) of the Ministry of Agriculture, Food and Cooperatives (MAFC) and the Directorate of Research, Extension and Training (DRET) of the Ministry of Livestock Development (MLD); these are the main institutions undertaking public sector research and technology generation. The DRT and DRET comprise the largest NARES entity. Livestock Research Centers, under MLD, exist in Tanga, Uyole and Mpwapwa and also include forage/fodder research. Sokoine University of Agriculture (SUA) in Morogoro, Tanzania, a semi-autonomous institution, is another important national partner. Almost all of the extension services in Tanzania are provided under district councils through the District Agriculture and Livestock Development Office headed by a District Agriculture and Livestock Officer (DALDO). Regarding livestock, middle-level

5 Shao, F.M. 2007. Analysis of the agricultural technologies development and dissemination situation in Tanzania. Report for the SADC Multi-country Agricultural Productivity Programme (SADC MAPP) [online]. SADC, Gaborone, Botswana. 98 pp. Retrieved 25 Jan 2011 from: http://www.sadc.int/fanr/agricresearch/mapp/reports/Tanzania%20-%20National%20situation%20analysis%20report%20-%20Sep%2029%202007.pdf

15

technical training is organised at Livestock Training Institutes (LITIs). There are also numerous NGOs and development partners engaged in livestock R4D.

TAMPRODA (Tanzania Milk Producers Association) and TAMPA (Tanzania Milk Processors Association) are very active dairy sector organisations, and could play a significant role in the innovation platforms envisaged, alongside the Tanzania Dairy Board that provides and convenes an even wider platform involving other public sector stakeholders.

Site selection will be part of the project implementation phase since we will need to involve local actors in decision making about learning sites to ensure their engagement with project implementation. We have allowed a preparatory phase to allow some time for site selection. This will involve preliminary scoping visits to potential sites, discussions with IFAD CPM’s in target countries, and liaison with those designing CRP3.7 to ensure that mutually suitable sites are selected. This process has already started for certain CRP3.7 value chain/country combinations and will be rolled out to India and Tanzania imminently. However, examples of potential sites for each country are presented in Annex IV to illustrate the considerations that will be part of the process of site selection. In summary we will select sites based on criteria such as the current status of dairy production in potential research locations, socio-economic conditions, capacity of potential local partners, links to IFAD projects and links to other CRP3.7 research.

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B. MONITORING, EVALUATION AND REPORTING

In order to provide lessons and outputs which can be used on a wider scale, documentation, evaluation and communication are integral components of the proposed project. In the early stages the exchange of information and experiences between innovation platforms will stimulate discussion and help prioritize activities. Ex-ante evaluation of proposed interventions and institutional innovations will support decisions on most effective approaches. An initial light survey will be conducted to gather information on current feeding strategies and the rationale for current practices. Both location-specific characteristics of successful (and less effective) intervention approaches and the fundamental underlying factors contributing to or limiting success will be highlighted. These findings will be validated by wide-ranging discussions amongst the stakeholders involved in the innovation platforms. For communication, in later stages of the project communication products will allow project results to reach beyond those directly involved. These products will include both quantitative assessments of the intervention impacts on the target population as well as documentation and evaluation of the institutional processes underlying these interventions and developments. Developing an impact pathway, focusing in particular on the steps, partners and communication needs between research outputs and outcomes as described above will set the framework for monitoring and learning in this project.

VI. PROGRAMME COSTS AND FINANCING

A. FINANCING PLAN

The programme will be financed by a 79% contribution from IFAD with remaining contributions coming from ILRI (8%), CIAT (8%) and national research partners (5%). A large share of the budget (53%) will be allocated for Research Operations. These funds will be used to develop research agreements with strong local partners for project implementation. We envisage one research partner and, most likely, one development partner in each country. In addition we anticipate this programme becoming part of the larger initiative for dairy development in India and Tanzania embodied in CRP 3.7 once that proposal is approved. On the basis of estimates in the CRP 3.7 proposal, we anticipate funding for dairy value chain research in India and Tanzania to amount to 11.4 million USD for the period 2011-2013. Funds for Communications and Knowledge Management in the programme will amount to 2.1 million USD for the same period. This will provide opportunities for leveraging further funds, particularly those associated with developing a global knowledge sharing component and also to bring in further expertise on value chain analysis and development.

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B. PROPOSED IFAD BUDGET

The table below also indicates estimated in kind contributions from project partners. It is anticipated, as described above that there will be further opportunities to build on the considerable synergy with the developing CRP on livestock and fish.

Activity US$ Percentage Personnel 221,400 21.8% Travel 40,500 4.0% Research Operations 537,056 52.8% Equipment 16,000 1.6% Capacity building and workshops 55,000 5.4% Reporting and Publications 15,000 1.5% Total direct costs 884,960 Indirect costs: administrative and logistic support 

115,045 13.0%6

Total IFAD Contribution 1,000,000 100.0%

IFAD Contribution to programme 1,000,000 79%

IARCs in-kind contribution 203,336 16%7

NARS/NGO in-kind contribution 63,050 5%8

Total programme cost 1,266,386 100%

6 ILRI is the main contractor on this project but we will collaborate closely with CIAT for programme implementation in Tanzania. The overall overhead claim will be 13% and we will deal with partners on how we handle the overheads issue. Our usual practice is to charge nominal amounts to partners to cover the costs of handling administrative aspects of partnerships – so called pass-through overheads.

7 Co-financing from CGIAR centres and National Partners is exclusively in the form of staff time. In the case of CGIAR centres one international researcher in Tanzania and one international researcher in India are partially funded from other sources to engage in capacity building activities. Each will contribute 30% of their time to this project but only 10% is being sought from IFAD with the rest forming matching funds. We have also included some national staff time to support co-ordination of the project and this is included as matching funds.

8 In the case of National Partners, from previous experience staff costs are fully covered by national institutions and the matching funds are an estimate based on previous projects.

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Budget by cost category by year by source

  IFAD IARC in kind contribution NARS/NGO in kind contribution Total Programme cost Total budget Year 1 Year 2 Year 3 Total Year 1 Year 2 Year 3 Total Year 1 Year 2 Year 3 Total Year 1 Year 2 Year 3 Total Personnel

60,083 70,774

90,542

221,400

54,500

57,225

60,086

171,811

20,000

21,000

22,050

63,050

134,583

148,999

172,679

456,261

Travel 13,500

13,500

13,500

40,500

                13,500

13,500

13,500

40,500

Research Operations 169,839

176,784

190,432

537,056

10,000

10,500

11,025

31,525

        179,839

187,284

201,457

568,581

Equipment 6,000

5,000

5,000

16,000

                6,000

5,000

5,000

16,000

Capacity building and workshops

17,500

18,500

19,000

55,000

                17,500

18,500

19,000

55,000

Reporting and Publications

2,500

2,500

10,000

15,000

                2,500

2,500

10,000

15,000

Administrative Overheads 35,025

37,318

42,702

115,045

                35,025

37,318

42,702

115,045

Total 304,447

324,377

371,176

1,000,000

64,500

67,725

71,111

203,336

20,000

21,000

22,050

63,050

388,947

413,102

464,338

1,266,387

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Activity based budget by year9

Output Year 1 Year 2 Year 3 Total Co-ordination 101,311 75,983 75,983 253,277 1a. Mechanisms for enhancing innovation capacity through local stakeholder platforms to address dairy value chain constraints

88,647 25,328 12,664 126,639

1b. Approaches for involving local stakeholders in analysis of dairy value chain

101,311 25,328 37,992 164,630

1c. Basket of intervention strategies emerging from dairy value chain analysis

37,992 50,655 37,992 126,639

2a. Strategies for implementing local feed-related innovations emerging from stakeholder platforms that enhance dairy incomes

- 126,639 101,311 227,950

2b. Methods for enhancing diffusion of local feed-related innovations among dairy smallholders for income benefits through productivity increases

12,664 37,992 63,319 113,975

2c. Strategic lesson learning on appropriate dairy feeding strategies and technologies

44,324 - 44,324 88,647

3a. Mechanisms for sharing knowledge at local and regional levels

12,664 37,992 37,992 88,647

3b. Mechanisms for sharing knowledge across project countries and among global R4D projects

25,328 25,328 25,328 75,983

  424,240 405,244 436,903 1,266,387

9 These are estimates based on the scheduling of activities as laid out in the Indicative Workplan. There may be some variance from these estimates once project implementation is underway.

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C. INDICATIVE WORKPLANPrep

Output Activity Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Site scoping

Staff recruitment

Preparation of partner agreements

Steering/co-ordination meetings

National Advisory Committee meetingsIdentify learning sites based on key criteria

Establish local stakeholder platforms

Assess current intervention strategies

Analyse innovation processes

Participatory value chain assessments at each study site

Periodic rapid market appraisals at each study site

Micro-business training conducted for key actors

Participatory SWOT assessment of intervention strategies

Participatory decision making on pilot interventions

Techno-economic analysis of suggested interventions

Conduct action research to test promising interventions

Participatory cost-benefit evaluation of pilot interventions

Use scaling out approaches to foster change in feeding

Test strategies for engaging local decision makers

Light baseline survey

Develop framework to assess likelihood of technology uptake

Ex-post evaluation of feed technology uptake

Production of feed strategy targeting tools

Identify key existing knowledge pathways

Identify knowledge gaps at different points along value chain

Design local knowledge sharing strategy

Implement and monitor local knowledge sharing strategy

Knowledge sharing fora established

Lessons synthesised, assessed and applied

Year 1 Year 2 Year 3

1a. Mechanisms for enhancing innovation capacity through local stakeholder platforms to address dairy value chain constraints

1b. Approaches for involving local stakeholders in analysis of dairy value chain

Co-ordination

2a. Strategies for implementing local feed-related innovations emerging from stakeholder platforms that enhance dairy incomes

2b. Methods for enhancing diffusion of local feed-related innovations among dairy smallholders for income benefits

3a. Mechanisms for sharing knowledge at local and regional levels

3b. Mechanisms for sharing knowledge across project countries and among global R4D projects

1c. Basket of intervention strategies emerging from dairy value chain analysis

2c. Strategic lesson learning on appropriate dairy feeding strategies and technologies

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VII. FINANCIAL GOVERNANCE

A. PROCUREMENT PROCEDURES FOR GOODS, SERVICES AND HUMAN RESOURCES

The procurement of goods and services required for the Programme to be financed from the proceeds of the grant will be carried out by ILRI and other partners in accordance with procurement procedures acceptable to IFAD. ILRI and the CGIAR centers involved will follow the CGIAR procurement of goods, works and services guidelines (Financial Guideline Series no. 6) to compliment IFAD procurement procedures where applicable. In accordance with these guidelines, the following principles will be adhered to for procurement of goods, services and human resources:

a) Economy and efficiency to achieve quality, cost effectiveness and timely delivery in procurement;

b) Equitable, fair and open competition giving all eligible/qualified bidders an opportunity to participate;

c) Accountability and cost-effective use of funds; and

d) Transparency of procurement process

All goods and services financed by the grant shall be used exclusively for the purposes of the Programme. ILRI and Programme partners shall be responsible for undertaking all formalities and other administrative arrangements necessary for the importation of any material, equipment or goods financed from the proceeds of the grant.

ILRI and Programme partners shall insure or shall make adequate provisions for the insurance for the imported goods to be financed out of the grant against hazards incident to the acquisition, transportation and delivery thereof to the place of use or installation. Any indemnity for such insurance shall be payable in the currency in which the expenditure was incurred.

Purchase of equipment and various supplies especially for ILRI and CGIAR partners shall be free of custom duties, taxes and other charges as allowed in the agreement between ILRI and CGIAR host governments. Before entering into any service, supply and works contracts, related parties will be informed that the contract shall not be subject to VAT, local taxes, registration duties, import and custom duties and other fiscal charges and that these costs should therefore not be included as part of the price breakdown or in any part of the contract. However, procurement of equipment and supplies for partner organizations will have to be negotiated between the hosting governments and the partners.

ILRI will take paramount consideration in the recruitment and appointment of human resources to secure the highest standards of efficiency, competence and integrity. The same will apply to partner organizations where such agreements between ILRI and other Programme partners will have been explicitly mentioned. Selection of staff members shall be made on a competitive basis.

B. FINANCIAL CONTROLS

ILRI and Programme partners shall maintain records and financial accounts in accordance with generally acceptable accounting principles adequate to reflect the sources and uses of funds to finance the Programme until the grant closing date, and shall retain such accounts and records for five years thereafter.

Monitoring expenditure will form a critical part of the management of both the implementation of the work Programme and the financial management of the grant. ILRI will not only be vigilant and proactive in ensuring that

22

expenditure by result and activities does not exceed the approved budget elements but will also supervise Programme partners’ activities including financial and administrative steps.

C. ACCOUNTING SPECIFICATIONS

ILRI will prepare the financial reports in accordance with the generally acceptable accounting principles and the accounting policies in the preparation will be consistent with the Consultative Group on International Agricultural Research ( CGIAR) financial guidelines series No.2 – Accounting policies and reporting practices manual ( March 2004)

D. AUDITED FINANCIAL STATEMENTS AND AUDIT REPORTS

ILRI has three levels of audit on its financial records: a) an external audit where the auditors are changed every 4 years, b) ILRI’s internal auditors that report directly to the Director General and 3) CGIAR internal auditors that report to the Director General as well. ILRI and Programme partners will have the accounts relating to the Programme audited after the completion of the Programme by independent auditors in accordance with the CGIAR auditing guidelines. The accounts will be audited either separately or specifically within the annual audit of its own accounts, where appropriate. After the conclusion such audit and as soon as the report is available, ILRI shall provide the IFAD with a certified copy of the audited financial statement, which shall identify the grant, and the related audit report prepared by its auditors in accordance with international accounting standards.

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VIII. Annex I – Results based outcome logic model

Objectives-hierarchy Objectively verifiable indicators Means of verification AssumptionsGoal improved dairy-derived livelihoods in India and

Tanzania via intensification of smallholder production focusing on feed enhancement

Objectives Institutional: Strengthen use of value chain and innovation approaches among dairy stakeholders to improve feeding strategies for dairy animals. Productivity enhancement: Develop options for improved feeding strategies leading to yield enhancement and income benefits.Knowledge sharing: Strengthen knowledge sharing mechanisms on feed development strategies at local, regional and international levels

Value chain and innovation approaches prominent in planning and reporting documents of major local development actors

New feeding strategies (technical and organizational) involve at least 10% of farmers in study sites.

Feed –related innovations emerging from the project feature in at least 2 knowledge sharing media channels per project site

Annual planning and reporting documents on local development actors

Post-hoc village survey report Copies of media outputs

No adverse climatic, economic or political conditions

Outputs Value chain and innovation approaches used by dairy stakeholders to improve feeding strategies for dairy cows.

Tested options to improve feeding strategies leading to yield enhancement and income benefits.

Functional knowledge sharing mechanisms established on feed development strategies at local, regional and international levels.

Local technical and organizational innovations in 2 broad areas per value chain documented and dairy value chain analysis reported by local stakeholders

Stakeholder platform reports document two intervention strategies and one scaling out strategy per value chain

Intervention strategies emerging from stakeholder platforms feature in local knowledge sharing media outside project target sites on at least three occasions.

Value chain analysis reports Stakeholder platform minutes and

reports Copies of media outputs

Willingness of local actors to experiment with stakeholder platforms

Key Activities

Identify learning sites, establish local stakeholder platforms, and assess current intervention strategies and innovation processes

Participatory value chain assessments, micro-business training, techno-economic analysis of suggested interventions, action research to test promising interventions, use of scaling out approaches to foster change in feeding

Identify key existing knowledge pathways, identify knowledge gaps, design and implement local knowledge sharing strategy, establish knowledge sharing fora, synthesize lessons

Learning sites identified, 2 stakeholder platforms per country established, local innovation processes documented in one project report per country

One value chain assessment for each site complete, one micro-business training conducted in each site as appropriate, one techno-economic analysis of interventions conducted in each country, approaches scaled out

Knowledge pathways and gaps identified, knowledge sharing strategy designed and implemented, knowledge sharing fora established.

Site descriptions Stakeholder platform inception

reports Synthesis report on local

innovation processes Value chain assessments Report analyzing economic

feasibility of interventions Training reports Knowledge sharing strategy

document Knowledge sharing fora reports

Identification and engagement of competent local partners.

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VIII. Annex I – Results based outcome logic model

25

Annex II – Options for enhancing feed supply

POTENTIAL OPTIONS FOR ENHANCING FEED SUPPLYThere are three potential intervention options for improving feed supply in smallholder systems: (1) producing more and better feed on farm; (2) making better use of what is there; (3) sourcing feed from off-farm sites. This project will tackle feed improvement in all three dimensions. It will, however, give more emphasis to off-farm feed sourcing than has been the case in many previous efforts because in many successful intensifying livestock systems there tends to be a shift to greater use of off-farm feed resources. Thus, as well as considering on-farm technology options, such as improved crop varieties for more and better fodder, on-farm processing methods and conservation practices, attention needs to be given to better combinations of home-grown and purchased feed and looking at ways of enhancing movement of feed between sites of production and sites of use through stronger processing, transport and trading arrangements. Opportunities for institutional development to improve supply and quality of concentrate feeds will also be explored.

Producing more and better feed on farm: Food feed crops and specialized forages.Food feed crops provide substantial quantities of both human food and livestock feed. They include sorghum, maize, wheat, rice, millets, triticale, barley, cowpea, chick pea, soybean, pigeon pea, groundnut, cassava and sweet potato. All these crops already act as major livestock feed resources and show high potential for increases in the quality and quantity of available biomass without compromising food (grain, tuber) yield or requiring additional inputs of capital, land and water. The rising cost of cereal residues relative to grain prices are an indication of their increasing importance in intensifying crop livestock systems. In India, for example, sorghum stover traded for urban and peri-urban dairy production can now commands 50% or more of the price of sorghum grain 10. Multidimensional crop improvement research for development with partners from CGIAR centres, NARES and the private sector is part of ILRI’s ongoing research agenda and this project will link to these efforts. These proposed activities will also link with and contribute to IFAD projects related to improvement of legume crops such as groundnut and chickpea in South Asia including India where the haulms of both are increasingly traded as fodder.

Where livestock systems intensify, there is also often increased demand for forages for specific temporal and spatial niches and systems to feed animals in a resource efficient (e.g. water, nutrients, land, labour) and cost-effective way. Long-term research in ILRI and CIAT has identified productive high quality forage options, either directly selected from germplasm or through breeding more suitable lines, to raise the productivity of dairy animals 11. Many of these forages were selected for their adaptation to less favourable environments, such as low soil fertility, drought or excess water. The contrasting environments that will be considered in the proposed project will allow comparison of the utility of specialized forages (mainly grasses and herbaceous and shrub/tree legumes) as one option for feed enhancement in combination with food-feed crops and the purchase of external feed resources, to identify the best combinations in terms of resource use in a specific agro-ecological and value chain context.

Making better use of available feeds on farmMaking better use of available feeds can be achieved by exploiting associative effects, for example between cereal and leguminous residues supplementing dry feeds with green forages, roots and tuber vines and leaves; conserving (silage, hay) plant-based feeds; defining and allocating most limiting nutrients (energy, nitrogen sources and amino

10 Sharma, K., Pattanaik, A.K., Anandan, S. and Blümmel, M. 2010. Food-feed crops research: A synthesis. Animal Nutrition and Feed Technology 10S:1-10.

11 Peters, M., Lascano, C.E., Roothaert, R., de Haan, N.C. 2003. Linking research on forage germplasm to farmers: the pathway to increased adoption – a CIAT, ILRI and IITA perspective. Field Crops Research 84:179-188.

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Annex II – Options for enhancing feed supply

acids, minerals and vitamins) to basal diets; and by well targeted allocation of feed to the most responsive livestock, including productive dairy animals.

In addition, changing cropping patterns and farm sizes as well as increasing mechanization changes the availability of crop residues. These developments can increase constraints, for instance where farm sizes are decreasing, but also offer new opportunities, such as the promotion of under-utilised crop residues. Finally, improving the efficiency of post-harvest processes, including recovery from the field, storage and processing, can greatly increase the availability and quality of self-produced feed.

Better feed sourcing: Transporting and trading feedsWhile feed is often scarce – at least seasonally – opportunities exist to transport regionally underused feed resources from surplus to deficit areas and such opportunities with regard to feed processing and transport will be explored. Targeting feed production and utilization in combination with comprehensive feed/fodder/forage price-quality relationship investigations, as well as collaborations with fodder traders and feed producers, presents the opportunity to systematically exploit surpluses on a regional scale. It is now feasible to enhance market driven solutions in relation to feed nutrient content, transport and storage potentials. These activities will also address district and village level needs for feed processing: feed manufacturers are increasingly prepared to down-scale processing units to cater for decentralized feed processing options (which also limits nutrient removal from the feed producing areas). The institutional constraints in this area of feed improvement and access are challenging but this project will provide an opportunity to explore promising solutions.

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Annex III – Dairy systems in target countries – potential for development of feeding strategies

Dairy systems in target countries – potential for development of feeding strategies

IndiaWith over half of the population in India being vegetarian, milk is a key source of protein and various vitamins and minerals for the majority of India’s population. Unfortunately a significant gap exists between demand for and supply of milk despite milk production contributing about 18% to agricultural GDP and being by value the single ‐ ‐most important agricultural commodity. About 70% of the milk is produced by small, marginal and landless farmers keeping up to 3 adult dairy animals. Even households supplying private dairies have an average herd size of only ‐about 10 animals. For 70 million rural households, 40% of whom are landless, milk production is an important part of their livelihoods. About 70% of labour in dairying is provided by women12, and engagement in dairying has been shown to provide pathways out of poverty. Improving the dairy sector in India can, therefore, benefit a large number of producers and other value chain actors involved in marketing feed and milk by supporting livelihoods centred around the dairy value chain.

Market potentialDuring the past two decades, per capita milk consumption in India increased from 55 to 91 kg per annum, with a predicted consumption of 135 kg per annum by 2020. The current growth rate of milk production is only 3.8% compared to 4.5% in the 1990s and a projected growth in demand in the coming decade of 4 to 5%. A demand‐supply gap has existed for at least the past three years resulting in price increases of 21% on a year-to-year basis. This is severely affecting the ability of rural and urban poor to buy milk. This demand supply gap has severe ‐consequences for millions of poor in a country with an already chronic level of malnutrition. The Government of India responded by allowing tax free imports in March 2010 of 30,000 tonnes of milk powder and 15,000 tonnes of ‐butter oil, which, until then, attracted 60 and 30% import duty, respectively.

Researchable value chain constraints Of the 180 million bovines, only about 12% are cross-bred cattle with average milk yields (corrected to 365 day lactations) of 6.4 kg per day; 41% are local cattle with average milk yields of only 2.0 kg; and 47% are buffaloes yielding, on average, 4.4 kg per day. The average milk yield across all bovines is 3.6 kg per day. In the years 2002‐2007, growth in the dairy sector was due more to an increase in herd size (about 7% p.a.) rather than per animal ‐milk production. Actual yield increases were negligible (under 1% p.a.) for both buffaloes and cows.

In India, reduced access to grazing and rising opportunity costs for producing fodder crops has led to considerable increases in feed prices. Thus, in many parts of the country, the price of cereal residues, i.e. straws and stovers, accounting for almost half of all livestock feed, can be up to half the price of grain by weight. Concentrate prices are also rising because of the priority in most of the country of allocating land to food crops, and because by product ‐concentrates, such as brans and oil cakes, are exported in significant quantities. Improving feed supply through green fodder and forage production has largely failed because of severe constraints in the availability of arable land and irrigation or lack of forage (fodder) options adapted to stressed environments, i.e. tolerant of low soil fertility and extended periods of drought. Even in areas where land and water are available, attempts to increase feed supply have generally failed because access to quality forage seeds is a major impediment and forage options require relatively high levels of expertise to prove successful. However, various feed resources remain under-utilised and few opportunities for improving feed rations through supplementation or processing are implemented. Knowledge and extension on feeding remains inadequate and the connections between them even more so.

12 World Bank. 1991. A World Bank Country Report: Gender and Poverty in India, World Bank, Washington D.C.28

Annex III – Dairy systems in target countries – potential for development of feeding strategies

In general, the key services necessary to improve dairy animal productivity and management, including feed resources, are fragmented, uncoordinated and poorly integrated. Services are rarely tailored to the need of smallholders and often restricted to supplying animal health and breeding services. Where integrated service delivery systems have been developed for the dairy sector, considerable productivity improvements have been recorded. However, these cases are often limited to individual institutions, often especially active co-operatives and private dairies, and have not been replicated on a larger scale. Also, although concentrate supply is often included as one of the supplied services, a more fundamental approach (considering the elements described above) towards feeding and optimizing the use of available feed resources is nearly always missing.

With the exception of the large urban centres, almost 80% of the milk marketed is traded through the informal sector in India, as in the developing world in general, although government policies may not consider the importance of informal trade. Rather, development activities have near exclusively been focused on the government supported co-operative dairy sector. To some extent large private dairy companies have been involved in dairy development, but with limited interaction with government institutions. Similarly, feed is mostly traded informally. Only compound concentrates are mostly produced by formal institutions. However, dairy co-operatives and companies produce a large proportion of these concentrates for distribution to their milk suppliers. Where there is no link between milk buying and feed supply, quality issues are often raised. Therefore, components rather than concentrates per se despite being more difficult to feed and relatively expensive, still provide the bulk of consumed concentrates. Both concentrate components as well as dry fodder mainly crop residues, is exclusively traded informally.

However, peri-urban dairy producers have shown how milk production can be successfully intensified within an informal context providing the appropriate market incentives exist. It remains to be explored which changes are needed in rural areas to allow the informal milk trade to also transmit these incentives there. In addition, the role of informal milk processing, traditionally an important buyer of rural milk, may play an important role in an intensifying context. Finally, the potential of improvements in collection systems, which may include bulk milk coolers at village level, should be assessed from the perspective of various milk marketing scenarios.

Despite the enduring relevance of the informal sector, it is assumed that the long-term trend will be towards a further increase of formal milk and feed marketing with a mix of co-operative and private institutions. Maintaining an appropriate balance between long-term goals and short-term requirements for effective dairy development will be an important issue for smallholder focused innovations along the dairy value chain in India.

Tanzania

Market potentialDemand for dairy products in Tanzania is driven by a growing human population (currently estimated at 43 million and growing at 3.3% annually), urbanisation (growing at 5% annually) and increasing incomes from the high economic growth rate (real GDP growth is currently about 4% per annum 13. But milk supply has failed to keep pace with growth in demand.

The momentum for growth was adversely affected in the early 1990s when public support for both milk marketing and livestock services declined, leaving a vacuum. Private sector growth has been unable to fill this gap, even in the most productive regions, partly due to a flurry of somewhat disconnected activities by various actors, including small-scale traders, private entrepreneurs, farmer groups and NGOs, each innovating

13 NBS (National Bureau of Statistics). 2007. Household Budget Survey (HBS) Report 2007. (www.nbs.go.tz)29

Annex III – Dairy systems in target countries – potential for development of feeding strategies

mechanisms for collecting and retailing milk, and for providing inputs and animal reproduction and health services.

Tanzania has very low average per capita milk consumption levels compared to some neighbouring countries, ‐and well below levels seen among some segments of Tanzanian society, especially in urban areas. Projections for local milk supply and demand in Tanzania to the year 2020 predict a widening supply-demand gap. Under the assumption of a modest 2% annual real GDP growth, milk consumption can be expected to rise by over 60% over 13 years to 2020, to reach nearly 2.5 billion litres annually. That rise would still reflect an average per capita consumption level of only 56 litres annually in urban areas, and 37 litres in rural areas – well under half of present day consumption in Kenya. If GDP continues to grow at the current rates, demand could easily rise more rapidly than these modest projections. Under this supply projection and the demand scenario of 2% GDP growth, there could be a shortfall of some 673 million litres of milk annually, or about 26% of demand. Under this scenario, an overall herd productivity increase of 4.5% annually would be necessary to enable supply to keep pace with demand.

These projections suggest that, under current trends, production is very likely to fall short of demand. These trends present an important opportunity for improving the welfare of current and potential smallholder dairy producers in Tanzania and their market agents, through income and employment generated in dairy production, processing and marketing. Ensuring that gender is an integral part of research and development strategies is important as women control a significant proportion of the income derived from dairy production, even though men may own the production assets and there is variation in direct participation by women in marketing. Women are more likely to receive money from milk sold to individual customers and private traders than from dairy cooperatives.

Researchable value chain constraints

Arusha and Kilimanjaro regions supply about two thirds of the milk produced in Tanzania; other significant ‐regions are Tanga, Mwanza, Kagera and Dar es Salaam, largely from smallholder production systems. Production in these areas is severely constrained by feed resources, including the high degree of seasonality 14. Limited quantity and quality of feed is considered to be the main reason for the low production: 5 10 and 0.5 ‐litres/day for improved dairy and zebu cows, respectively.

Most of Tanzania is lowland and humid implying most exotic cattle breeds from temperate climates are not appropriate. However, the potential for productivity gains from existing breeds, or crossbreds rather than pure exotics should not be ignored. The under exploited genetic potential is mainly attributed to limited feed ‐resources which, if addressed, could triple milk yields in crossbred genotypes. There are opportunities for using Brachiaria grasses improved by CIAT, introducing dual purpose legumes, such as cowpea or improved feeding options developed by the Tanzanian National Agricultural Research and Extension system, balancing feed options and the transport of feed resources from surplus to deficit areas (which may require resource mapping exercises), as well as the use of feed conservation technologies. Such approaches also require

14 MOAC/SUA/ILRI. 1998. The Tanzanian Dairy Sub Sector: A Rapid Appraisal: Volumes 1 3. Collaborative Research Reports of ‐ ‐the Ministry of Agriculture and Co operatives (Tanzania), Sokoine University of Agriculture (Tanzania) and the International ‐Livestock Research Institute. Nairobi (Kenya).

Nkya, R., Kessy, B.M., Lyimo, Z.C., Msangi, B.S.J., Turuka, F. and Mtenga, K. 2007. Constraints on smallholder market oriented dairy systems in the north eastern coastal region of Tanzania. Tropical Animal Health and Production 39(8):627 636. ‐

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Annex III – Dairy systems in target countries – potential for development of feeding strategies

research to enhance the linkages among different, possibly non-traditional partners, including the seed sector, as seeds of improved forages are a typical bottleneck.

Innovations related to on-farm or within-community feed processing also show some promise for improving the use of available feed resources. The high transport costs should act as a strong incentive to improve the utilization of various local feed resources. Reducing particle size through pulverizing feed at farm level is a potential strategy to reduce wastage and ease packaging, storage, transportation and feeding by farmers. The pulveriser technology is applicable to smallholder farmers producing milk and also to service providers involved with the transport and trade of dry forages and pulverising forages on farms. The pulveriser technology can also be used to produce high quality leaf meals; for example, in the Tanga area of Tanzania, leaf meal of Leucaena leucocephala is produced and marketed widely15.

The manufacture and use of compounded concentrate feeds in Tanzania is very limited. Locally produced maize, wheat, sunflower and cotton seed cake form the basis for concentrate feeds or are used as separate feed ingredients. Other readily available raw materials from the local milling industry for cattle feed include cereal by products, such as maize and wheat bran. In addition, brewers’ grain is also available as a feed around the Arusha region. Molasses is available from sugar plantations that are found in Morogoro, Kilimanjaro and Kagera. Molasses increases palatability of roughage and is also a cheap source of energy. The quality of concentrate ingredients is variable with fluctuating prices. The abundance of cereals, oil cakes and their by products offer an opportunity to stimulate availability of appropriately formulated concentrate feeds that are affordable, of reliable quality and available in small packages through development of Business Development Services (BDS) approaches. This could involve self certification by small suppliers. Better packaging of concentrates might ease the enforcement of standards by government, while guaranteeing better quality products for farmers.

Areas to focus activities directed at increasing productivity in existing dairy systems are, in order of priority (given the current density of improved dairy cattle): Northern highlands (Arusha, Kilimajaro) followed by Southern highlands (Mbeya, Iringa). However, for the latter, previous and on going efforts to increase marketed off take from ‐ ‐these areas by, inter alia, the Swiss Development Corporation (SDC), need to be reviewed before new initiatives are ‐taken.

Production and marketing systems are predominantly on a small scale in Tanzania. The structure of milk marketing and the dominant raw milk market underpin the nature of constraints faced in the marketing chain. Consumers clearly prefer to buy raw milk, which is boiled prior to consumption.

Because of the earlier stage of evolution of the Tanzanian dairy sector compared to India and even to neighbouring Kenya, there exists considerable potential for enhancing on-farm production and utilization of feed resources drawing on knowledge from elsewhere.

Against this backdrop in both countries of low milk yield but growing demand, broad changes in the nature of available feeds and deficiencies in support services for dairy farmers, the current project will aim to foster a more responsive smallholder dairy sector which has the capacity to adapt to change and in which improvements to feed supply arrangements are quickly identified and allowed to spread through the efforts of a well-connected community of dairy stakeholders.

15 Franzel, S., Wambugu, C., Nanok, T., Kavana, P., Njau, T., Aithal, A., Muriuki, J., and Kitalyi A. 2007. The production and marketing of leaf meal from fodder shrubs in Tanga, Tanzania: A pro-poor enterprise for improving livestock productivity. ICRAF Working paper No. 50. World Agroforestry Centre, Nairobi, Kenya.

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Annex III – Dairy systems in target countries – potential for development of feeding strategies

32

Annex IV – Examples of potential learning sites for India and Tanzania

Illustrative examples of potential learning sites for India and Tanzania

Example India Tanzania

Location Uttarakhand Arusha & Kilimanjaro Regions

Local agriculture & livestock tradition

Subsistence mixed crop-livestock production

Strong dependence on common property resources, especially forests, for livestock production

Major crops are paddy, barley, sugarcane, finger millet, maze, potatoes and pulses with 80% of cultivated area devoted to food grains.

Arusha Region: traditionally a pastoralist area dominated by the Maasai tribe

Kilimanjaro Region: an agricultural area traditionally inhabited by members of the Chagga and Pare tribes, with coffee being the dominant cash crop

Status of dairy production

90% of cattle are of non-descript breed and produce little in the way of surplus milk. Buffaloes are more productive and account for around 65% of milk produced in the state.

Cross-bred dairy animals are largely confined to plain areas of the state.

Rural milk producers sell their surplus milk either directly or through local milk collectors who are active in most of the town centers. There are limited organized private dairies operating in the state.

State run milk collection, pasteurization and chilling facilities exists but are running at 50% of capacity

Small-scale dairies are emerging

Bulk of urban milk demand met by imports from neighbouring states.

Arusha & Kilimanjaro supply2/3 of milk produced in Tanzania &has the highest density of improved dairy cattle

Zero-grazing systems in Arusha Region crop residues of variable and unreliable quality are imported from lowland areas: opportunity for forage improvements outside of the main dairy production area

<10% of marketable milk surplus of milk annually arrives at urban markets or processing plants: bottlenecks remoteness & poor infrastructure, especially in rural regions

Dairy farmer groups play small role collective marketing

Milk mostly consumed locally; significant amounts given to calves

Processing plants use <12% installed capacities

Dairy industry uncompetitive: demand for processed milk is grossly undersupplied

Milk imports doubled between 1997 to 2004 (US$ 10 million in 2004)

Informal milk markets dominate: strong preference by consumers for fresh milk,

Socio-economic situation

Around 47% of households are categorized as falling into Government of India’s Below Poverty Line class.

In hill areas, 80% of labour is provided by women.

Numerous small-scale milk collectors and processors

Trend for small-scale milk processing, many woman managed

Women empowered through access to revenues obtained from sale of dairy products both in rural areas and urban centres

Agro-ecological

Characterized by deep valleys, high peaks and a wide variety of vegetation due to rapid changes in climate resulting from altitudinal variations.

Limited quantity and seasonality of available feeds mostly restricts milk production.

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Annex IV – Examples of potential learning sites for India and Tanzania

situation Elevations range from 300 to 7000 masl, and average annual rainfall is about 1,523 mm.

Wide variation in agro-ecological zones of which the four major zones are the Tropical Zone, Sub-Tropical Zone, Cool-Temperate Zone, Sub-alpine, Alpine Zone

Potential partners

Government: Uttarakhand Animal Husbandry department, Uttraranchal Livestock Development Board (ULDB)

Private sector: Uttarakhand Cooperative Dairy Federation (UCDF)

NGO: BAIF Development Foundation, Himmothan (NGO established by Sir Ratan Tata Trust)

Extension: Krishi Vigyan Kendra (KVK) centres under ICAR

Research: G. B. Pant University Of Agriculture & Technology

Selian Agricultural Research Institute (SARI), Arusha; Sokoine University of Agriculture (SUA), Morogoro

Ministry of Agriculture, Food and Cooperatives (MAFC), Ministry of Livestock Development (MLD), PADEP (Participatory Agriculture Development Programme)

Private sector: Brookside Dairy Ltd., International Dairy Ltd., Arusha Dairy Ltd., Hai farm (large scale dairy farm), Kili Active Solutions (Creative Packaging & Designs), Coopers Chemicals (T) Ltd. (Animal health/vet. drugs)

Heifer International (HPI), Land O’Lakes, World Vision, Care International, Farm Africa, Technoserve, Milk-feeding programs

Community organizations: Tanganyika Farmers Association (TFA), Tanzania Dairy Board, Tanzania Milk Producers Association (TAMPRODA), Tanzania Milk Processors Association (TAMPA)

Others: small processors and milk collection centers in Kilimanjaro and Arusha Regions; Faith-based Organsations (FBOs, e.g., Roman Catholic and Lutheran Churches)

Links to IFAD projects

Integrated Livelihoods Support Project, Uttarakhand (starting imminently)

Links will be established to IFAD projects: Agricultural Services Support Programme, Rural Micro, Small and Medium Enterprise Support Programme (e.g. in Iringa Region), & Marketing Infrastructure, Value Addition and Rural Finance Support Programme

Link to CRP 3.7

Dairy value chains in India are one of the selected value chains for CRP 3.7

Will be one of the dairy value chains included in CRP3.7

Past work by ILRI and/or CIAT

Uttarakhand is one learning site in the ongoing Enhancing livelihoods through livestock knowledge systems (ELKS) project implemented by ILRI and funded by the Sir Ratan Tata Trust.

ILRI project Mitigating the impact of Napier grass smut and stunt diseases for the smallholder dairy sector (ASARECA-funded) worked in the Arusha Region.

ILRI worked with dairy research and development institutions to appraise the dairy sector

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Annex IV – Examples of potential learning sites for India and Tanzania

(MOAC/SUA/ILRI, 1998); research into market mechanisms, efficiency, processing and public health risks in peri urban dairy product markets ‐ILRI participated in stakeholder policy consultations that led to the formulation of the current Dairy Industry Act in 2004

ASARECA & ILRI support the Austroproject Association, currently piloting a commercialised supply of training and certification of a milk quality assurance scheme.

ILRI is a key partner in the East African Dairy Development project (EADD), about to extend to Tanzania

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Annex V – Communication mechanisms

Communication mechanisms to be used for global knowledge sharing (not fully budgeted in this proposal)

Mechanisms that will fall within the budget for this project include:

- Reports and publications: In each country, we will produce a wide range of communication products targeted to the different actors in the value chains. We will also document and report on activities and processes so we have a complete record of project activity. At the inter-country level, we will produce several synthetic products targeted to research, development, and policy stakeholders. These include formal publications of ILRI and CIAT (research reports, working or discussion papers), policy briefs, and general brochures, posters, and the like. We aim to produce 3 peer reviewed journal articles which we will publish in open access form to maximize their accessibility. We will use a range of so-called ‘social media’ and the communication expertise of project partners to ensure that these outputs ‘travel’ as widely as possible.

- Project repository: We will ensure that all the various communication products and outputs are captured, published and described online and through open repositories (such as http://mahider.cgiar.org) that maximise the re-use and accessibility of the various products. This also allows us to build an open archive of the project’s outputs for posterity.

- Project web space: We will create a public ‘web site’ with basic information about the project and its activities. This will connect to all the other communication tools and products, providing a single access to the project.

- Internal project communication tools: We will use a set of smart tools and approaches to support project planning, communication, learning and reporting. These are likely to include a range of ‘light’ internet applications accessible to as many of the project actors as possible.

- Feed and Fodder news blog: We will build on the existing Fodder news blog (http://fodderadoption.wordpress.com/), evolving it into a regular news and experience sharing and reporting blog on animal fodder and feed. This will be linked to the two countries – also to the wider community of people working on livestock feeds in development.

- COP-PPLD: We will work with the Community of Practice for Pro-poor Livestock Development (http://www.cop-ppld.net/) ensuring that our activities are showcased there and connecting to the wider communities it brings together.

Mechanisms for which we will seek additional funding include:

- Multi-media communication products: We recognize the power of the spoken word , pictures, and video. We will look for ways to co-create knowledge in the projects using audio and visual media, photographs and film. These products can serve more general audiences; they can be excellent ways to document project activities and learning.

- Annual learning event: Beyond any project coordination meetings, we will organize an annual event with project partners and related projects and stakeholders. This will have explicit learning objectives designed to maximize interaction and exchange among the participants. We will use interactive digital communication tools to report on, and extend the discussions virtually and globally to interested individuals.

- Peer learning and exchange: Participants in the recently-ended FAP emphasized the usefulness and value of the country visits and exchanges that were part of the project. We will provide opportunities for participants

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Annex V – Communication mechanisms

in each of the two countries to visit the other country to work and learn together on different issues tackled by the project. These ‘peer to peer’ actions will provide opportunities to get beyond the workshop field visit to really fostering joint learning and reflection. If possible, such exchanges could be organized with similar projects in other countries.

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Annex IV – Personnel involved in the project

Personnel involved in management of the Programme include:

Implementing Agency:

Dr. Carlos Seré, Director General, International Livestock Research Institute, P.O. Box 30709, Nairobi, Kenya. Phone: (254-20) 63-07-49, Fax (254-20) 63-14-59, e-mail: c.sere@cgiar.org

Programme Coordination:

Dr. Alan Duncan, ILRI, P.O. Box 5689, Addis Ababa, Ethiopia; Phone: (251-11)-617-2333, Fax: (251-11) 617-2001, e-mail: a.duncan@cgiar.org. Alan is a feed specialist with expertise in animal nutrition but also in institutional blockages to innovation in rural systems. He previously coordinated IFAD TAG 853 (Fodder Adoption Project) and is currently acting as principal investigator on a number of feed-related projects in East Africa.

Programme Coordination in India:

Dr Nils Teufel, ILRI, New Delhi; Phone: +91 (11) 2560 9819, Fax: +91 (11) 2560 9814, Mob: +91 9871877035, email: n.teufel@cgiar.org. Nils is an agricultural economist in ILRI’s poverty, impact & gender group who has been working on issues of crop-livestock interactions and dairy development in several projects in South Asia. Relevant topics included the trade-offs of using crop residues in intensifying cereal systems as well as the linkages between market quality and productivity development in intensifying dairy systems.

Programme Coordination in Tanzania

Dr. Brigitte Maass, CIAT, P.O. Box 30677, 00100 Nairobi, Kenya; Phone: +254-20-722 4316, Fax +254-20-722 4763, Cell: +254-731-141 020, e-mail: b.maass@cgiar.org. Brigitte is a senior researcher in CIAT’s Tropical Forages Program where she is responsible for research in eastern and central Africa. She currently leads project activities in DR Congo, Rwanda, Uganda and Kenya. Her expertise is in tropical forage germplasm development and utilization with over fifteen years of working experience in various African and South American countries.

Personnel involved in Programme implementation include:

Dr Michael Blummel, c/o ICRISAT, Patancheru 502324, Andhra Pradesh, India; Phone (91-8)455-28-2653, e-mail: m.blummel@cgiar.org. Michael is Project Leader for ILRI’s Project Environmentally Efficient Production Options for Intensifying Livestock Systems, which operates globally and is the institutional home for the present project. Michael is based in India and has project activities, staff and collaborators in sub-Saharan Africa.

Dr Bernard Lukuyu, ILRI, P.O. Box 30709 Nairobi Kenya , Tel: +254 20 422 3000, via USA Tel +1 650 833 6660, Fax: +254 20 422 3001. Email: b.lukuyu@cgiar.org. Ben is a Post Doctoral Scientist in ILRI’s improving market opportunities theme focused on working on feed issues in dairy hubs in East Africa. He is a livestock specialist with expertise in animal nutrition and production also with knowledge in animal health.

Dr Michael Peters, Tropical Forages Program, CIAT, A.A. 6713, Cali, Colombia; Phone: +57-2-4450000, Direct Tel: +57 2 4450100 3267, e-mail: m.peters-ciat@cgiar.org. Michael is a forage germplasm specialist and the leader of CIAT’s Tropical Forages Program. He has long-term working experience in both Africa and Tropical America.

Dr Ayele Gelan, ILRI, P.O. Box 30709 Nairobi Kenya , Tel: +254 20 422 3000, via USA Tel +1 650 833 6660, Fax: +254 20 422 3001. Email: a.gelan@cgiar.org. Ayele is an economist with modelling skills and has experience of quantitative analysis of smallholder dairy systems in East Africa.

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