Yieldwise: Reducing Tanzania's Maize Post-Harvest ... - AGRA

Yieldwise: Reducing Tanzania’s Maize Post-Harvest Losses at ScaleA G R A F I N A L N A R R A T I V E R E P O R TAPRIL 13, 2016 – DECEMBER 31, 2020

GRANT NUMBER: 2016 YWS 313

Submitted to:The Rockefeller FoundationFebruary 28, 2021

In picture one is a small hammer mill with capacity of approximately 7MTs per day. Picture 4 shows a farmer, Kennedy Bruno Muhoro, a smallholder farmer from Nakahuga village in Songea District in Ruvuma Region who stores part of his maize harvest outside the house in ordinary storage bags. YieldWise Project has supported SMEs like Mama Seki Group to acquire bigger milling machine with capacity of over 30MTs per day, shown in pictures 2 and 3. With this increased capacity, farmers like Kennedy can now be assured of market and may nolonger need to store their valuable crop outside their houses. With additional income and knowledge, Kennedy can now preserve 20 bags of maize for his annual domestic consumption and other meeting urgent cash needs in hermetic bags shown in picture 5.

Y I E L D W I S E - A G R A F I N A L N A R R A T I V E R E P O R T | 2

Authors: Alliance for a Green Revolution in

Africa - AGRA

The opinions expressed in this report are those

of the authors and do not reflect the official

policy or position of AGRA, its employees,

partners or its affiliates in any way. The mention

of specific companies, manufacturers or their

products, whether or not these have been

patented, does not imply endorsement or

recommendation or approval by AGRA, its

employees, partners or their affiliates in

preference to others of a similar nature that are

not mentioned. The descriptions, charts and

maps used do not imply the expression of any

opinion whatsoever on the part of AGRA

concerning the development, legal or

constitutional status of any country.


Contents Executive Summary........................................................................................................................................... 6

1. Background to YieldWise ........................................................................................................................... 11

1.1 Implementation Structure ............................................................................................................. 12

1.2 Role of government ...................................................................................................................... 13

1.3 Farm to Market Alliance ............................................................................................................... 14

1.4 Partnership for Inclusive Agricultural Transformation in Africa (PIATA) ...................................... 14

1.5 Geographical Coverage ............................................................................................................... 15

1.6 Program Management ................................................................................................................. 16

2. Market Demand ............................................................................................................................................ 18

2.1 Sustainability of Market Linkages ................................................................................................ 19

3. Smallholder Farmer (SHF) Training ........................................................................................................... 21

4. Access to Finance ....................................................................................................................................... 22

4.1 Finance for SME Capacity Development and Working Capital ................................................... 22

4.2 Post-harvest Technologies Revolving Fund ................................................................................ 23

4.3 Farm Input Loans ......................................................................................................................... 23

4.4 Innovare Asset Leasing Pilot ....................................................................................................... 23

5. Technology Distribution and Utilization ................................................................................................... 25

5.1 Technology Adoption ................................................................................................................... 25

6. Prioritization of Loss Prevention and Knowledge Management ............................................................ 28

6.1 Influence ....................................................................................................................................... 28

7. Contribution to the Rockefeller Foundation Strategy & Initiative .......................................................... 30

7.1 Contribution to Foundation Strategy ............................................................................................ 30

7.2 Contribution to YieldWise Strategy .............................................................................................. 30

8. Monitoring and Evaluation ......................................................................................................................... 32

9. Partnerships and Related Investments ..................................................................................................... 33

9.1 Agricultural Marketing Development Trust - AMDT ..................................................................... 33

9.2 Farm to Market Alliance (FtMA) - Anheuser-Busch InBev (ABInBev) Partnership ...................... 33

10. Communication and Visibility .................................................................................................................. 34

11. Lessons Learned ....................................................................................................................................... 37

12. Success Stories ......................................................................................................................................... 40

13. Challenges and Suggested Solutions ..................................................................................................... 41

14. Compliance Statement .............................................................................................................................. 44

Annex ................................................................................................................................................................ 45

Annex 1: Off-Taking Plan and Buyer Capacities ............................................................................... 45

Annex 2: List of Agro-dealers Linked to Banks - 2019....................................................................... 46

Annex 3: Aflatoxin in Flour – Test Report .......................................................................................... 61

Annex 4: List of FOs/ Aggregation Centers that Received Equipment Support ................................ 63

Annex 5: YieldWise poster presentation at the 2018 AGRF .............................................................. 79


List of Acronyms AGRA Alliance for a Green Revolution in Africa

AMCOs Agricultural Marketing Cooperatives

BDS Business Development Services

BP Business Plan

BRiTEN Building Rural Incomes through Enterprises

CIF Cost of Insurance and Freight

COP Client Orientation Program

CRDB Cooperative Rural Development Bank

CRS Catholic Relief Services

CSDI Center for Sustainable Development Initiatives

EBT Equity Bank Tanzania

ECAF Executive Certificate in Agricultural Finance

ETG Export Trading Group

FCDO The Foreign, Commonwealth & Development Office

FISFAP Financial Inclusion Smallholder Farmers in Africa Project

FOs Farmer Organizations

GKI Global Knowledge Initiative

IBB Integrated Bread Basket

IFC International Finance Corporation

IIRR International Institute of Rural Reconstruction

IP Implementation Partner

LGB Large Grain Borer

M&E Monitoring and Evaluation

MIRA Micro Reforms for African Agribusiness

MLND Maize Lethal Necrosis Disease

MOU Memorandum of Understanding

MT Metric Tons

NFRA National Food Reserve Agency

NJORECU Njombe Region Cooperative Union

NMB National Microfinance Bank

OP Opportunity International

PASS Private Agriculture Sector Support Trust

PHL Post-Harvest Losses

PHM Post-Harvest Management

PHT Post-Harvest Technology


PICs Purdue Improved Crop Storage

PPP Patient Procurement Platform

PPTL Pee Pee Tanzania Limited

PTO Power Take Off

RFQ Request for Qualifications

RTI Research Triangle International

RUDI Rural Urban Development Initiatives

SACCOs Savings and Credit Cooperatives

SAGCOT Southern Agricultural Growth Corridor of Tanzania

SFH Small Holder Farmers

SMEs Small and Medium-Term Enterprises

SSTP Scaling Seed and Technology Partnerships

TOR Terms of Reference

TZS. Tanzania Shillings

USAID United States Agency for International Development

USD United States Dollar

VAT Value Added Tax

WAS Waste and Spoilage

WFP World Food Program

YWS YieldWise


Executive Summary Since 2016, The Alliance for Green Revolution in Africa (AGRA) has been the lead implementing partner in Tanzania for the maize component of the YieldWise (YWS) Initiative supported by the Rockefeller Foundation. The vision was to reduce post-harvest food loss by 50% and improve lives of smallholder farmers and other vulnerable people in the maize value chain in Tanzania. This initiative that started in 2016 came to an end at the close of 2020.

The specific objectives of YieldWise Initiative were:

a) Market Demand: Link 200,000 smallholder farmers to market demand for both large anchor buyers and local alternative markets;

b) Farmer aggregation and training: Upgrade 100 aggregation centers, train farmers in postharvest management, promote utilization of improved technologies, and aggregate their crops to meet buyer quantity and quality requirements;

c) Access to finance: Use innovative finance mechanisms to promote investments and facilitate distribution and acquisition of technologies;

d) Scale up adoption of Postharvest Handling technologies: Promote the adoption of appropriate loss-reducing technologies to improve crop handling, storage, and processing; and

e) Prioritization of loss prevention and Knowledge management: Support policy analysis and advocacy and evaluation of loss reduction of improved postharvest technologies using standard measurement metrics.

Against the above objectives, the project achieved the following milestones at the end of the grant term:

1. The farmers' income increased by 15%.

2. Food loss: Percentage of crop loss reduced from 27.5% to 13.75%.

3. Market: 250,000 MT of maize aggregated and sold through the aggregation centers.

4. At least 200,000 farmers aggregated, trained, and linked to anchors.

5. 100 agro dealers linked to manufacturers of postharvest technologies.

6. 50 youth and women managed post-harvest service enterprises supported.

7. Aggregation centers established; regional (3), district (5) and 100 farmer aggregation centers upgraded.

8. 30 value chain actors accessed finance for postharvest technologies.

9. 60,000 farmers adopted loss-reducing technologies.

10. Loss Prioritization: 4 value chain actors prioritized and used crop-loss metrics.

11. Final evaluation for the initiative was carried out.

In 2019, a 1-year no-cost extension was granted with the following planned activities:

1. Implementation and close out of the revolving and matching grant funds with the banks.

2. Continue coordinating YieldWise implementing partners in Tanzania

3. Complete all pending consultancy assignments, including:

a) YWS End-line Survey.

b) Lean data measurement.


c) Adoption of hermetic technologies.

d) A study to determine the presence and levels of pesticide residues in maize products.

e) Assessment of conditions driving the use of crop loss metrics by firms handling, transporting, storing and processing maize in Tanzania.

4. Support consultants hired to develop a tool kit and impact stories. a) Genesis Analytics (“how to do guide”), b) Paukwa House Ltd (impact stories).

We are pleased to report that YieldWise Initiative has directly supported 124,571 farmers (44% female) and another 75,752 farmers (40% female) through integration with AGRA’s consortia projects in Tanzania. Leveraging on PIATA consortia projects, the YieldWise initiative reached a total of 200,323 in Tanzania. The 124,571 supported under YieldWise aggregated 287,518MT of maize earning sales income of USD 46,002,880 between 2017 and 2020. YieldWise supported farmers were trained in a) Good Agricultural Practices (GAP) covering topics such as land preparation, planting fertilizer application, weeding and top dressing, pest management, farming as a business and record keeping, financial planning and input ordering; b) Post-harvest management practices covering topics such as controlling crop quality, managing the harvest, transporting, drying and protection of crops, threshing and cleaning of crops, sorting and grading of crops and storage of crops.

To scale up use of post-harvest technologies, YieldWise supported 411 agro-dealers with Business to Business (B2B) engagements with banks, technology manufacturers and linkages to smallholder farmers. The B2B meetings helped to cement linkages among market actors and farmers. By the project end in 2020, YieldWise project had reached a total of 103 agro-dealers who had been introduced and linked to equipment manufactures and banks. Of these 64 agro-dealers accessed financing to the tune of USD 447,114 in working capital to stock post-harvest technologies (hermetic bags, silos and tarpaulins). This was through our partnership with two (2) commercial banks in Tanzania. This has helped 90,444 to access and adopt use of post-harvest technologies with the most purchased technology by farmers being hermetic bags where 155,963 bags were sold.

At policy level, YieldWise supported the Government of Tanzania in collaboration with other partners to develop the National PostHarvest Management Strategy (NPHMS). This strategy and its implementation plan were officially launched by the Vice President Hon. Samia Suluhu Hassan during 2019 nane-nane (farmer’s day) celebrations in Simiyu region. The strategy will provide requisite guidance to stakeholders in post-harvest management in Tanzania. The launch marked the official beginning of the implementation phase for the strategy and the plan. The NPHMS will be implemented over a ten-year period (2019-2029) focusing on food crops particularly cereals, legumes, fruits and vegetables, roots and tubers and edible oil crops. The strategy intends to provide significant interventions that will reduce post-harvest losses and potentially offset this food deficit. The National Post-Harvest Management Strategy identifies and analyses the bottlenecks that cause food losses of food crops to result into household and national food insecurity and income losses to players along the value chain. It proposes concrete Strategic Objectives and Management Interventions that will enable the nation to fight against the problem.

YieldWise has supported 10 SMEs in off-take and processing of maize grains to expand their capacity in storage from 42,000 to 65,600 and milling from 58,800 to 152,023MT. Working with Tanzania Agricultural Development Bank (TADB) – a development financial institution, the project facilitated access of USD 4M in private sector investments to expand storage and processing capacity of SMEs that source from smallholder farmers. The result of this effort has been creation of additional 56% and 159%in storage and processing capacity respectively. These 10 SMEs are currently sourcing from 44,535 smallholder farmers and have potential to absorb more volumes from over 100,000 smallholder farmers if the value chain is efficiently integrated and coordinated.

Our partnership with two (2) commercial banks leveraged USD447,144 to 64 agro dealers for stocking post-harvest technologies to ease access to smallholder farmers. Whereas our partnerships have ended with the banks under this scheme, they are in a good position to independently run the agricultural lending scheme with expanded scope, targeting both post-harvest technologies and farm inputs, in response to market demand. According to Mr. Henry Bwogi, the Director of Retail and


Business Banking, “the partnership between TPB Bank Plc and AGRA has given us mileage into agriculture lending. Lending to agribusiness gives the bank a wider access to the market and support the backbone of the Tanzania economy”.

As a lead of the YieldWise initiative, AGRA worked with six Partners and ensured alignment, integration and coordination among all YieldWise (YWS) implementing partners and stakeholders in Tanzania. The partners were, Rural Urban Development Initiatives (RUDI), Building Rural Incomes Through Enterprise (BRiTEN), Farm Concern International (FCI), Nelson Mandela African Institution of Science and Technology (NM-AIST), Farm Radio International (FRI), Centre for Sustainable Development Initiatives (CSDI). RUDI and BRiTEN were for responsible for farmer mobilization, training and input linkages, FCI was responsible for developing sustainable farmer service centres, NM-AIST’s role was to strengthening food processors to reduce food losses, FRI’s role was reducing post-harvest loss through social and behaviour change communication while CSDI’s role was to develop capacity of SMEs and mobilize off-takers or buyers.

To measure impact of the initiative,AGRA conducted lean data measurement and end-line survey of YieldWise in 2020. Some of the key findings of the end-line survey are:

1) There is an increase in the variety of improved maize seeds planted. Seed brands which had the highest incidence among beneficiary farmers was PAN 3M-01 (13%) in SAGCOT and HB 504(MERU) (5%) in the north. Maize brand grown mostly by control farmers was SC 513 with the incidence of 3% in SAGCOT while HB 504 (MERU) had an incidence of 5% in the north.

2) Although there was a general trend of reduced yields from the midline to the end-line, beneficiary farmers maintained a consistently higher yield than control farmers throughout the three periods as shown below:

3) Over 50% of farmers as a tradition harvest their maize when it is fully dry, and not requiring any further drying.

4) Adoption of tarpaulins at harvest preparation (de-husking, threshing and shelling) grew from 26% (baseline) to 93% (end line) among Beneficiary farmers.

5) Storage technology adoption grew from a low of 10% (baseline) to 35% (end-line).

6) Overall, post-harvest losses reduced 20% at baseline to 13% at end line.

A study to determine the presence and levels of pesticide residues in maize products was conducted by Tropical Pesticides Research Institute (TPRI) and concluded that pesticide treatment practices of stored maize grains are common and high at household level and maize vendors in Tanzania. It was found that grains/products reach market outlets with higher concentrations pesticide levels. The study recommended that regular pesticide residue monitoring should be initiated in centers dealing with distribution of maize and maize products.

Beneficiary

Control

Baseline Midline End line

Baseline Midline End line

Land under Maize (Ha) 1.5 1.47 1.33

3.00 1.64 2.08

Mean Harvest (MT) 5.8 7.04 5.07

6.83 5.97 6.09

Yield (MT / Ha) 3.9 4.78 3.82

2.28 3.63 2.93


Despite the above achievements, challenges remained. These challenges include the price crash of 20181, low uptake of specialized post-harvest loan products, difficulty to enforce forward delivery contracts in case of a breach by either party – a scenario we observed in 2018 crop season, protracted contract negotiations between farmers and buyers, delays in picking up already aggregated grain, delay in delivering farm inputs, etc. These challenges constrained project implementation and scaling opportunities.

We have learnt several valuable lessons that can help to inform future post-harvest interventions in Tanzania and could be replicated in other countries. These include:

1. Secure markets first. Market actors who are already committed to procure should be the ones selecting farmers to be supported by a development program, and not NGO partners. Where market demand is assured and within an enabling policy environment, farmers are ready to adopt and invest in post-harvest technologies. Off-takers or buyers must lead in Farmer Organization mobilization of any market-led aggregation model, participate in the design of contracts with the farmers and share information on market quality and volumes required.

2. Post-harvest loss management should be holistic and address the whole value chain and its actors. This includes production and improvement in productivity to make farmers competitive in the market.

3. The project tested a host of post-harvest technologies including hermetic bags, metal silos, plastic silos, tarpaulins and threshers and established that the highest adoption was on hermetic bags for home consumption maize. The farmers preferred pesticides for maize destined for the market mainly for three reasons; relatively higher price of the bags, buyers’ preference of regular propylene bags for ease of transportation and the fact that the market did not pay a premium for pesticide free maize.

4. The maize value chain in Tanzania and many countries in Africa is highly competitive and characterized by the unpredictability of markets and prices, government policies on maize trade and generally lacking in produce quality premiums. The role of AGRA and other implementing partners should be facilitation and provision of a platform for the private sector to promote more sustainable good agriculture practices, Post-Harvest Loss management technologies, farmer aggregation models that respond to the needs of the market and supporting agro-dealers for input supply.

5. Financial products should be designed with full engagement of the stakeholders, be articulated and transparent, for increased uptake. Financial products should cover agricultural inputs beyond Post-Harvest Handling technologies - include threshers, grain cleaners, dryers, processing machinery, tractors, ploughs and tillers. All these contribute to post-harvest loss management and outcome.

6. Technical assistance to financial institutions, SMEs and microprocessors should be included in any fund targeting these to speed up access and outreach. Capacity strengthening is critical.

7. YieldWise results showed that reduction of food loss, at harvest, during on-farm handling and in local trading, in SSA, requires emphasis and investment that enhances the central role of SMEs. At the farm level, this requires alignment of investment of the public and private sectors with respect to enhancing the capacity of smallholder farmers by building of capacity, knowledge and deployment of the extension service.

8. It is very important that the extension service is focused on technical and business demonstrations and is led by the SMEs who supply PHH technologies, for sale and for hire. This is because the YWS initiative in Tanzania proved that, training and extension which are integrated with demonstrations of technologies by the suppliers (for sale and/or hire), were the

1 This was due to government export ban and excess production from Uganda, Zambia and within Tanzania. Government had moved to

ban maize exports in June 2017, sustained on grounds including shortage of food in some parts of the country as well as a deliberate move to bring the inflation down. Producer prices at farm gate declined to $75/MT from an average of $150MT.


most effective in driving adoption by farmers. To enable this, public funded initiatives should invest to enable the SMEs to leapfrog and commercialize modern high-performance technologies and associated practices for primary PHH.

All these and more provided under section 11 and others can be found under different components of YieldWise in this report are critical to upscale PHH technologies in other geographies. As populations rise and demand for food increases, lessons from projects like YieldWise will be invaluable in preventing post-harvest losses and boosting food security.

This final narrative report provides detailed account of project activities and achievements since the inception of YieldWise in 2016 to the end in 2020.


1. Background to YieldWise According to the 2019 Progress Report on SDG Target 12.3 on Food Loss and Waste (Katie Flanagan, Brian Lipinski, and Liz Goodwin, 2019), food loss and waste results in roughly US$940 billion in economic losses globally per year (FAO 2015). In sub-Saharan Africa, postharvest losses total up to $4 billion per year (World Bank 2011). These losses disadvantage value chain actors by reducing saleable volumes for farmers with correspondingly higher prices for consumers. The yield gain which farmers work hard to achieve from productivity investments, has low returns if consequences of PHL remain unabated. The advantages of agricultural intensification, in the absence of the capacity to preserve and market the excess production cannot be achieved. Investing in food loss and waste reduction efforts represents an opportunity to deliver increased incomes, better health, and a sustainable environment.

Together with the Rockefeller Foundation, AGRA designed the YieldWise project in Tanzania as an integrated solution to address Post-Harvest Loss. To do so, YieldWise integrated five key interventions, namely technology, market linkages, access to finance, training and aggregation, prioritization of loss prevention and knowledge management, in a market-led solution to Post-Harvest Loss Management.

Our intervention sought to reduce postharvest losses in Tanzania maize value chain by half by 2019 and increasing incomes of smallholder farmers by 15% through creating business relationships between surplus maize producers to input suppliers and output buyers; aggregating and training farmers; improving access to finance; linking entrepreneurs with manufacturers of technologies and supporting prioritization of loss reduction by value chain actors. The planned scale of impact was to mobilize and train 200,000 smallholder farmers for aggregation of 250,000MT of maize for purchase by anchor buyers through forward delivery contracts and other structured trading relationships. A minimum 60% of the 200,000 smallholder farmers were expected to utilize loss reduction technologies.

To reduce post-harvest losses in Tanzania, AGRA has been intervening at three levels: At farmer level, by building producers’ capacity on causes of post-harvest loss and also facilitating the acquisition of post-harvest management technologies. At systems level by supporting the development of market systems around the provision of post-harvest handling (PHH) services, technologies and investment in grain handling facilities. At the national level, the initiative worked with various stakeholders and the government of Tanzania to address policy related barriers that prevent value chain actors from adopting improved post-harvest management technologies and private sector investment.

Our approach has been building private sector partnerships to provide tools, knowledge and markets to smallholder farmers and SMEs. This is different because business relationships detest waste and losses. Our approach helps both actors to see financial value from their roles in reducing food losses. The initiative has invested in post-harvest management, marketing, supplier relationships, and procurement systems to satisfy its customers and thereby create a market for the crop that smallholder farmers produce. YWS has strengthened farmers’ agricultural and business skills and has helped them to organize into farmer groups to access inputs and finance, facilitate transactions with buyers, and improve their bargaining power.

“In Tanzania, domestic food production is sufficient to meet national food needs. However, some of the regions suffer perennial food shortages due to inherent weaknesses, especially post-harvest systems, which contribute to higher food prices, as a result of decreased food supply to the market. Due to increasing magnitude of post-harvest losses, which is estimated to be 30 - 40% for cereals and even higher for perishable crops”. Eng. Mathew J. Mtigumwe (2019), the then Permanent Secretary of Ministry of Agriculture Tanzania.


1.1 Implementation Structure

YieldWise Tanzania Consortium was implemented by both private and NGO partners. The NGO partners (see table 1.1) included The Center for Sustainable Development Initiatives (CSDI) as the lead implementing partner; together with Rural Urban Development Initiatives (RUDI), and Building Rural Income Through Enterprises (BRiTEN). Each partner had a specific role in the project. Private sector partners (see table 1.2) included mainly financial services providers, Tanzania Agricultural Development Bank (TADB), TPB Bank Plc and Equity Bank Tanzania.

AGRA also worked with IPSOS Tanzania as a monitoring and evaluation partner with the responsibility of managing all surveys, baseline, mid-line and end-line.

Table 1.1: YieldWise NGO implementing partners and responsibilities

Value Chain Component

Partner Contracted Outcomes Contracted Outputs

Markets and Trade

Center for Sustainable Development Initiatives (CSDI)

Develop capacity of SMEs and mobilize off-takers or buyers; work with manufacturers of post-harvest technologies as well as agro-dealers and/or technology distributors; and facilitate financial linkages for SMEs

• 100% of 275 aggregation centers established/supported

• 30 value chain actors accessing finance for PHL technologies

• 55 Post Harvest Handling (PHH) service enterprises established

Primary handling and Aggregation

Building Rural Income Through Enterprises (BRITEN)

Mobilize and aggregate farmers, and train and build capacity of farmers in Post-Harvest Management (PHM) and Good Agricultural Practices (GAP). Other roles included supervision of aggregation and linking farmers to markets and promote access to finance for farmers

• 25,000 farmers trained and linked to markets

• 62,500MTs of maize aggregated and sold through the aggregation centers

Rural Urban Development Initiatives (RUDI)

Mobilize and aggregate farmers, and train and build capacity of farmers in Post-Harvest Management (PHM) and Good Agricultural Practices (GAP). Other roles included supervision of aggregation and linking farmers to markets and promote access to finance for farmers

• 187,500MTs of maize aggregated and sold through the aggregation centers

• 75,000 farmers trained and linked to markets


Table 1.2: YieldWise Private sector implementing partners and responsibilities

Value Chain Component

Partner Contracted Outcomes Contracted Outputs

SME financing Tanzania Agricultural Development Bank (TADB)

Provide loans to SMEs for purchase of steel silos with minimum storage capacity of 500 metric tons and or maize milling machines with capacity of milling 30 metric tons per day of 8 working hours in order to improve storage and processing capacity

Provide CAPEX and OPEX loans worth USD 1,860,000

TPB Bank Plc Provide working capital revolving loans to SMEs for to import, manufacturer and/or distribute post-harvest technologies in Tanzania which include hermetic bags, metal silos and cocoons

100% leverage of AGRA’s revolving fund of 200,000 to create a post-harvest loan portfolio of USD400,000

Equity Bank Tanzania

Provide working capital revolving loans to SMEs for to import, manufacturer and/or distribute post-harvest technologies in Tanzania which include hermetic bags, metal silos and cocoons

100% leverage of AGRA’s revolving fund of 200,000 to create a post-harvest loan portfolio of USD 400,000

SME Financing (Equipment Leasing Pilot to Reduce Postharvest Losses)

Innovare Finance PCC

The testing and development of asset lease finance product that support PHL reduction will expand the breadth and depth of financial agricultural services and increase lending and growth of customer base for financial institutions.

a) A compelling value proposition for financial institutions to invest in lease finance products to finance SMEs.

b) Access by SMEs to low cost financial products to acquire equipment without collateral and/or debt financing.

c) Access by smallholder farmers to a mechanized postharvest loss reducing and time saving grain handling service within their community

1.2 Role of government

The overall coordination of post-harvest management is vested in the Ministry of Agriculture (MOA). MOA played the role of the lead sector ministry in similar ways as it does in crosscutting initiatives such as ASDP. YieldWise worked closely with the National Food Security Division (DNFS), Harvest Management and Processing Section under the Ministry of Agriculture. The roles of the Harvest Management and Processing Section are:

• Develop, monitor, review and provide guidelines on food crops handling and backstopping services.

• Develop, review and provide guidelines and backstopping services on food storage facilities and structures.

• Develop and disseminate technical packages on food crops processing and preservation and monitor their implementation.


• Provide post-harvest advisory services on food crops processing.

• Provide post-harvest advisory services including nutrition based on food crops.

• Promote utilization of food crops including drought tolerant crops.

• Prepare and disseminate food quality and standards and monitor their implementation.

• Build capacity on RS and LGAs on post-harvest management and processing.

• Analyze and prepare reports on opportunities for private sector investment in food crops processing.

1.3 Farm to Market Alliance

The Farm to Market Alliance (FtMA) is a public-private sector led consortium of six leading agro-businesses and institutions formed to make markets work better for smallholder farmers. FtMA members as Bayer, Syngenta, Rabobank, Yara, WFP and AGRA. FtMA employed a comprehensive value chain approach to transform existing agricultural practices through four strategic pathways, providing smallholder farmers with access to predictable markets, affordable finance, quality farming inputs and effective post-harvest handling and storage and other agricultural technologies.

Farm to Market Alliance’s mission is to create a thriving and sustainable agricultural sector that empowers farmers, forges strong markets and improves global food security. FtMA used a demand-led approach in servicing smallholder farmers and the surrounding ecosystem. FtMA supports African farming families to transition to commercial agriculture. Through FtMA platform, smallholder farmers entered into stable selling relationships with buyers, typically through contracts extending beyond one season, and use this stability in demand to access finance and loans used for seeds, fertilizer and other technologies.

YieldWise Tanzania consortium partnered with Farm to Market Alliance (FtMA) in implementing the project in 18 districts across Tanzania to build a market pull for smallholder farmers and address input access challenges. The partnership with FtMA enhanced YieldWise Project outcomes as their entry led to the inclusion of GAP as a deliverable component of the project which was highly appreciated by farmers. As a result, the farmer maize productivity more than quadrupled in most areas from an average of 500kg per acre to 2,200 kg per acre. The more progressive farmers achieved 3,000 kg per acre (7.4MT/ha); as a result, anchor buyers used 15 bags (1,500kg) per acre (3.6MT/ha) as the reference yield in negotiating floor prices for Forward Delivery Contracts (FDCs).

1.4 Partnership for Inclusive Agricultural Transformation in Africa (PIATA)

The YieldWise initiative leveraged on the Partnership for Inclusive Agriculture Transformation in Africa (PIATA), a unique strategic partnership launched in 2017 that enables African agriculture actors to do business differently as they support leaders to drive an inclusive agricultural transformation. The innovative partnership is driving integrated delivery within agro-economic zones and across value chains, enhanced in-country coordination to leverage wider investments and deliberate engagement with private sector to build sustainable systems that will transition agriculture from subsistence into a business that works.

PIATA members include the Bill & Melinda Gates Foundation, the Rockefeller Foundation and the United States Agency for International Development (USAID) with the Alliance for a Green Revolution in Africa (AGRA) as the implementing partner through its alliance of partners. The UK Foreign, Commonwealth & Development Office (FCDO) joined the partnership and brings greater focus on regional food markets and food trade through policy predictability and market systems development.


The Federal Ministry of Economic Cooperation and Development, BMZ is currently a non-voting member and a resource partner, co-financing AGRA’s strategy in Burkina Faso and Ghana.

PIATA aims to leverage the full complement of tools, systems, knowledge, and resources of partners to a common goal of catalyzing and sustaining an inclusive agricultural transformation in Africa to increase incomes and improve the food security of 30 million smallholder farm households. The 11 priority countries include: Burkina Faso, Ethiopia, Ghana, Kenya, Malawi, Mali, Mozambique, Nigeria, Rwanda, Tanzania, and Uganda. The partnership advances the following four strategic objectives essential to inclusive agricultural transformation:

1. Increased staple crop productivity.

2. Strengthened and expanded access to national and regional markets.

3. Increased capacity of smallholder farming households and agricultural systems to better prepare for and adapt to shocks and stresses.

4. Strengthened continental, regional, and government multi-sectoral coordination and mutual accountability in the agricultural sector.

5. These are driven by a number of intermediate and in some cases crosscutting outcomes including strengthening the policy environment, increasing youth and women’s empowerment, securing public private partnerships and farmer capacity.

1.5 Geographical Coverage

YieldWise focused on three primary regions: Iringa, Njombe and Mbeya in the southern highlands which have high productivity and prioritization by the government and development partners, and three additional regions: Manyara, Kilimanjaro and Dodoma in north and central zones due to the presence of many grain handling companies, good infrastructure development and access to markets.

Figure 1: YieldWise: Reducing Tanzania’s maize post-harvest losses at scale – focus regions


1.6 Program Management

AGRA Tanzania put in place an in-country team led by the Country Manager to ensure close coordination and implementation of YieldWise Project. The coordination function was supported by AGRA’s staff responsible for different consortia and thematic projects in Tanzania. The composition of this team and with the overall leadership of the Country Manager, further strengthened oversight and ensured full integration of thematic programs with PIATA investments. The AGRA technical units at HQ continued to provide technical support to ensure delivery of quality results.

By project end in 2020, YieldWise was fully integrated to facilitate access to post-harvest services to all farmers under the PIATA program in Tanzania. This enabled YWS to reach more farmers in FOs (PIATA consortia projects have 772,903 farmers mobilized) and buyers and to mitigate spillover risks coming from failure of the anchor buyers (engaged by FtMA) to pick all the volumes available for sale from farmers. As a result of this integration, the cumulative number of farmers aggregated and trained for collective marketing is 200,323 against an original target of 100,000 and a revised target of 200,000 farmers.

To ensure effective oversight, AGRA and Rockefeller conducted a regular meetings/visits and utilized a number of forums to ensure that the project remains on course to achieve its objectives. Some of these included:

1.6.1 Joint Results Review Committee

During the project period, AGRA Tanzania held several Joint Results Review Committee (JRRC) meetings in Dar es Salaam. These meetings were for all AGRA implementing partners, attended by Program Officers of the respective organizations. Key results and challenges were presented by all consortia and thematic program partners including YieldWise. This is a platform to review results, share and transfer learnings across programs.

1.6.2 Steering Committee Meeting and Technical Missions

The SC is a high-level committee mandated to oversee overall project implementation. Prioritization of loss reduction interventions beyond YWS traditional geographies and maize was over-emphasized. In 2019, we organized 2 Steering Committee (SC) meetings. This is a meeting for all AGRA implementing partners, attended by Chief Executive Officers of the respective organizations, convened to discuss the progress, challenges and plans for respective projects.

In October 2018, AGRA hosted Dr. Roy Steiner, Betty Kibaara and Rafael Flor on a field Mission in the Southern Highlands of Tanzania to familiarize with the progress of YieldWise (YWS) Program. During the 3-day visit, the team met with YieldWise implementing partners and key stakeholders such as government, agro dealers, off takers, farmers, financial services provider – Equity Bank. From the visit, it was observed that the YWS Program had made significant impact in the last 3 years, and opportunities exist to scale and replicate the model in delivering post-harvest loss reducing technologies, aggregation and documenting the lessons.

In 2019, AGRA hosted 2 Rockefeller Foundation team visits in Iringa, Southern highlands of Tanzania and Kilimanjaro Region (Moshi and Arusha), Northern highlands of Tanzania. The Rockefeller Foundation Mission was to both YWS and the Foundation-supported work through Farm Concern International (FCI). The work through FCI is focused at transforming farmer organizations into agribusiness market service centers. A key highlight of the mission was a learning workshop involving all implementing partners. Participants at the meeting included staff from AGRA, Rockefeller Foundation, YWS, The Centre for Sustainable Development Initiatives (CSDI), Building Rural Incomes Through Enterprise (BRITEN), Rural Urban Development Initiatives (RUDI), The Eastern Africa Grain Council (EAGC), Tanzania Association of Professional Business Development Services (TAPBDS), Tanzania Agricultural Development Bank (TADB), Economic and Social Research Foundation (ESRF), Tanzania Agricultural Research Institute (TARI) – Uyole, Iringa Regional Office,

Njombe Njombe


and IPSOS. The participants discussed, and documented lessons learned so far and their implications on the YWS initiative given our on-going joint integration of YWS into PIATA.

In Northern Tanzania, AGRA team together with the Rockefeller Foundation M&E officer visited two farmer organizations namely King’ori SACCOS and Siha-Kiyeyo in northern districts of Meru and Siha, respectively. Overall mission objective was to observe project implementation progress and last-mile monitoring and evaluation system.

1.6.3 YieldWise Partners meeting

AGRA also organized and coordinated meetings for all YieldWise partners in Tanzania. The objective of the meetings was to discuss modalities for alignment, integration, and coordination among all YieldWise (YWS) Rockefeller-funded implementing partners in Tanzania. These meetings were attended by AGRA, Rural Urban Development Initiatives (RUDI), Building Rural Incomes Through Enterprise (BRITEN), Farm Concern International (FCI), Nelson Mandela African Institution of Science and Technology (NM-AIST), Farm Radio International (FRI), Centre for Sustainable Development Initiatives (CSDI). Each partner presented their interventions on YWS and this was followed by a discussion among all partners. Mechanisms for continued alignment and coordination were discussed. A number of documents including lists of farmer groups from each partner were shared to improve information sharing and alignment of interventions at farmer level. Partners agreed to have regular quarterly meetings or as and when need arises to improve coordination. Minutes of this meeting were shared with the Rockefeller Foundation Team and all YWS partners who attended the meeting.

1.6.4 Grant Review: 2016 YWS 313

In 2019, The Rockefeller Foundation through BDO commissioned a review of the grant – 2016 YWS 313 in line with the Foundation’s standard grant management procedures. The findings are moderate to low risk. Following receipt of the report, AGRA put in place a plan to strengthen programmatic implementation, financial and overall compliance in the future. The audit action plan was shared with BDO and the Foundation.


2. Market Demand AGRA facilitated market linkages between smallholder farmers and medium- to large-scale buyers to reduce overall post-harvest loss to diversify the maize value chain. In the YieldWise Tanzania sub consortium, there were two types of buyers that were involved in the project. Anchor buyers who were buying produce through forward delivery contracts (FDCs) and alternative buyers who had non-contractual trading relationships with farmers. Both of these buyers were introduced to participating farmers by the consortium.

YieldWise also worked with maize millers and Agricultural Marketing Cooperative Societies (AMCOS) to promote provision of storage services to FOs. Millers/processors/aggregators accessed a matching grant facility through the project that enabled them to increase their storage capacity and hence accommodate increased production from farmers.

YWS worked with 44 with installed capacity of 670,500MTs per annum and utilization of only 45% (301,725MTs) due to supply, demand and market growth constraints. A list of buyers and their estimated capacity is presented as Annex 1. Since 2017, recognizing these challenges, YieldWise has facilitated farmers to aggregate and sell 287,518MTs of maize to different buyers introduced by the project. Below is a summary of the maize volumes aggregated and sold since 2017:

Table 1: Volume of maize aggregated (MTs)

2016/2017 2017/2018 2018/2019

Volume of maize aggregated (MTs) 34,906 215,001 37,611

In 2017/2018, YieldWise initiative decided to deliberately engage two types of buyers - anchor buyers who were buying produce through Forward Delivery Contracts (FDCs) and alternative buyers who had non-contractual trading relationships with farmers. Both buyers were introduced to participating farmers and this led to more volumes being aggregated. In addition, 2018/2019 is the year 10 SMEs were facilitated to access investment capital of USD 4M leading to rapid expansion of processing capacity to 152,023MTs per annum and storage capacity of 65,600MTs.This led to increased demand for maize and will be sustained due to the investment capital injected by YieldWise’s development finance partner in Tanzania.

The focus on alternative non-contract buyers was a mitigation to the risk of contracted buyers not honoring their obligations with farmers. In some cases, some farmers also failed to meet their side of the bargain, in some cases preferring cash transaction to deferred payments by contract buyers. A key lesson learnt here is that both farmers and buyers violate contracts whenever market prices favor them. When market prices are lower than contract prices, like it happened in 2018, buyers are ready to "side purchase" if farmers are not willing to negotiate downwards. When market prices are higher than contract prices, like it happened in 2017/2018, farmers are ready to "side sell" if buyers are not willing to negotiate upwards.

In the same year, YWS also expanded into a new geography – Kiteto in Manyara Region where the project worked closely with a buyer, MEMA Holdings to secure a market for maize farmers in the area. MEMA Holdings has installed a steel silo of 2,000MT in the area which will be used to store farmers’ produce at a fee and grain handling for their factory in Dar es Salaam or other processors. The long-term plan is to extend the storage/handling and cleaning facility to 10,000MT. This will provide YWS supported farmers in Kiteto and neighboring districts market opportunities for their surplus maize.

In 2018, YWS activities were also fully integrated into the four PIATA consortia. By the close of 2020, the 4 PIATA consortia projects had mobilized 772,903 farmers (39% female). Below is the number of farmers per consortia:


Table 2: Total number of farmers reached under PIATA consortia as of 2020

PIATA Consortium Total number of farmers reached Male Female

SUKA Consortium 167,408 118,019 49,389

Ihemi Ludewa Consortium

174,913 96,147 78,766

Kagera Consortium 257,921 161,177 96,744

Kigoma Consortium 172,661 94,116 78,545

Total 772,903 469,459 303,444

2.1 Sustainability of Market Linkages

To sustain the gains of YieldWise in Tanzania, AGRA and TADB are working together to develop a proposal to implement an Integrated Value Chain Finance Model. The IVCF model will help drive agricultural commodity market and input supply systems transformation by coordinating and facilitating linkages of over 100,000 smallholder farmers to agro-dealers, input/technology suppliers, off-takers and/agro-processors, financial institutions, insurance companies and others through a blend of coordinated activities. This will lead to expected outcomes of better linking farmers to the markets and inputs they require to raise incomes and reinvest in their farming operations. IVCF will also strengthen the service provision network that the farmer relies upon supporting them with business development training and thereby increasing their ability to access to relevant financing facilities. Efficient and solid supplier-buyer links need to be in place between firms and farmers.

The model seeks to build a more effective, risk adept approach of financing agricultural production, marketing and value addition. The model will be implemented within TADB’s broader Clustering and Value Chain Financing approach which has identified eight (8) clusters and value chains of focus based on which TADB interventions are being implemented. The clusters and value chains are consistent with the country’s agro-ecological zones as highlighted in the Agricultural Sector Development Programme (ASDP II).

The model pays particular focus on financing smallholder production with additional financing extended to downstream actors in agricultural chains. The strength of this model lies in its ability to nurture synergies between different players in agricultural value chains (farmers, inputs and technology suppliers, warehouse operators, off-takers, agro-processors etc.), enabling institutions (LGAs, financial institutions, research and training institutions, development partners, NGOs etc.) and other relevant partners, taking advantage of their varying experiences and expertise to deliver sustainable agricultural sector growth and transformation. Implementation of the model will be rolled out for all projects focused on smallholder production covering food crops (maize, paddy, cassava, wheat, sorghum, etc.), traditional export crops (cotton, coffee, cashew, etc.), oilseeds (sunflower, sesame, and oil palm), horticulture and livestock (dairy, beef, poultry etc.).

This model will create the much-needed synergies between various value chain actors and support institutions. At the production level, the model targets to enhance the capacity of smallholder farmers by supporting access to inputs, training/extension services and market linkage. With the view to facilitate reliable off-take, projects will be designed to focus on meeting specific needs of off-takers and/or agro-processors in terms of produce quality and volumes as per signed agreements. As such, off-takers and/or processors will form an integral part of the projects and will act as important anchors to ensure sustainability. Below is an illustration of the proposed intervention:


Schematic representation of IVCF

To this model, TADB is committing an upward of USD 15 million in finance for market actors participating in the implementation.


3. Smallholder Farmer (SHF) Training By working with smallholder farmers to identify and grow maize varieties that are in demand by both consumers and processors, encourage recommended agricultural practices and improve overall production quality, we aimed to reduce post-harvest loss by connecting more produce to markets. The project promoted improved post-harvest handling and aggregation and collective storage for FOs. Farmers were supported with training in GAP and Post-harvest loss management and supplied with post-harvest handling equipment (PHH) such as moisture meters, weighing scales, tarpaulins and metal silos.

The initiative directly worked with 311 Farmer Organizations (FOs) in the focus regions of the project. FOs have a significant presence in their communities and if strengthened they can be used to expand agriculture services across the regions. Most of the FOs and AMCOs own offices and warehouses (100-300MT); while some were in the process of acquiring tractors and lorries to provide land preparation and transportation services to their members and other farmers in their area for a fee. Key services that these FOs and AMCOs provide to farmers is input order aggregation and supply, storage services, provision of market information, tractor hire services and the more pro-active, marketing of maize as well as marketing of a wider range of crops such as beans, sunflower and rice paddy.

YieldWise through its partners, RUDI and BRiTEN spent three years supporting these FOs and AMCOS, with the objective that successful changes could be replicated more widely in future. Support included training on GAP, PHL Management, farming as a business, contract farming and collective marketing. The trained farmers acquired skills in business that has enabled them to improve bargaining power when conducting business with buyers.

Farmer field days were also conducted in collaboration with inputs supply companies which included: Seedco, Meru Agro, Yara Tanzania, ETG, Silverlands and Kibo Trading. In attendance during the field days were Government officers including District Agriculture, Irrigation and Livestock Cooperatives Officer (DAICOs), District inputs officer, Ward Agricultural Extension Officer, Village Executive Officer, and Farmers. The field days were used as a platform to bring public and private sector together with the farmers to demonstrate and promote new technologies, get feedback from farmers, and mutual business relationships with the farmers.

By the project end in 2020, the cumulative number of farmers aggregated and trained for collective marketing is 200,323. These were reached directly through YWS/FtMA and PIATA investments in Tanzania. YieldWise supported farmers were trained in:

(i) Good Agricultural Practices (GAP) covering topics such as land preparation, planting fertilizer application, weeding and top dressing, pest management, farming as a business and record keeping, financial planning and input ordering.

(ii) Post-harvest management practices covering topics such as controlling crop quality, managing the harvest, transporting, drying and protection of crops, threshing and cleaning of crops, sorting and grading of crops and storage of crops.

These trainings were organized by YieldWise and conducted by the private sector partners who are in the business of farm inputs and post-harvest technologies. These companies have deployed sufficient personnel on the ground to continue providing these trainings through demonstration plots and disseminating technical knowledge about the products at the point of sale.


4. Access to Finance YieldWise financing solutions was focused on agro-dealers, SMEs and farmers to ensure adequate investment and growth at all levels of the maize value chain. To do this, the project directly engaged banks (commercial and development banks); and leveraged on partnerships such as FtMA. The aim was to increase access to finance that enables SMEs and farmers to invest in post-harvest management technologies and other farm inputs.

4.1 Finance for SME Capacity Development and Working Capital

YieldWise partnered with TADB, a development bank to provide loans to SMEs that want to invest in the purchase of steel silos with capacity to store a minimum of 500MT or purchase of maize milling machines with capacity of milling 30Mt per day of 8 working hours. YieldWise provided matching grants to the SMEs that qualified for the loans from TADB and these grants were 30% of the capital investments required for the equipment with a maximum of USD 80,000 for the steel silos and USD 40,000 for the milling machines.

YieldWise catalyzed investments in SMEs with matching grants to grain trading or processing companies that set up facilities that can handle at least 50,000 MT of maize per year.

YieldWise provided matching grants of USD 610,000 which were leveraged to create investments of $ 4,098,579 for 10 SMEs. These are investments in expanded storage, milling capacity, product development and raw material sourcing. These new investments in the maize value chain included:

i) Baby food processing machine and 1,000MT Grain storage silo.

ii) Expansion of a new maize flour processing plant at Bagamoyo District.

iii) Construction of factory building and procurement of maize milling machine.

iv) Working capital to finance procurement of grains (maize) from farmers and capex for purchases of machinery and expansion.

As a result, in 2019 TADB launched a new product - Special Purpose Agricultural Loan Facility (SPALF) which targets to finance SMEs for management of post-harvest modern handling, storage and milling equipment to combine capital expenditure loans with working capital for improved loan repayment. This YieldWise Tanzania’s legacy.

Figure 4.1: TADB public call for loan applications in 2019


4.2 Post-harvest Technologies Revolving Fund

AGRA established an innovative finance facility with two (2) commercial banks to facilitate agro-dealers to access working capital to stock post-harvest management technologies with particular focus on hermetic storage technologies such as hermetic cocoons, PICS bags, A-to-Z bags, metal silos and tarpaulins. The goal of this intervention was to enable distributors and vendors of post-harvest technologies access working capital to stock products for supply to smallholder farmers in Tanzania. Use of these on-farm technologies has been proved to be cost effective in reducing storage losses. Through this partnership, USD447,144 worth of working capital stock was leveraged as shown in table 4.2 below:

Table 4.2: Performance of the revolving fund as of 2020:

Bank Total loans disbursed (TZS) Total loans

disbursed (USD) Number of agro-

dealers

Equity Bank Tanzania

708,018,000 306,501 42

TPB Bank Plc 321,300,000 140,613 22

Total 1,029,318,000 447,114 64

Through Business to Business (B2B) meetings, YWS has connected 440 (20% female) agro-dealers (see annex 2) to partner banks to access loan revolving fund managed by the banks. Feedback from partner banks and potential agro-dealers showed that SMEs borrow to trade in a wide range of products for their shops depending on seasonal activities. However, limiting the fund to hermetic storage facilities made uptake to be low because some of the borrowers had other loans that encompassed all farm input and post-harvest technologies.

4.3 Farm Input Loans

Under YieldWise, AGRA facilitated farmers to access US$3.1M in input loans since 2017. The repayment of these loans has been over 95% and given the profitability of maize value chain as seen during YieldWise implementation, these financial products will continue.

Working in partnership with FtMA, YieldWise facilitated forward delivery contact arrangements with the objective of improving farmers’ access to reliable agricultural inputs and markets, including a floor price. Agreements were facilitated between off-takers and Farmer Organizations (FOs) and stipulated that inputs loan would be provided to farmers on the strength of the contract, to be repaid by the farmer at the time the crop is purchased by the off-taker. Farmers deposited 20% of input costs with the financial institution. Farmers in return would commit to selling their crop to the contracting off-taker or processor. The loan credit was a tripartite agreement between the farmers, anchor buyers and the bank. The FOs were the loan applicants from the bank. The bank paid agro-dealers directly for inputs supplied to farmers after they presented a pro-forma invoice to the bank.

4.4 Innovare Asset Leasing Pilot

The goals of the Asset Leasing Pilot were to demonstrate the efficacy of agricultural mechanization through lease financing in terms of increased smallholder production and reduction of post-harvest losses in the Iringa and Njombe districts. The Pilot was modest in scope and budget – 2 leases of tractors to Farmer Organizations; 2 leases to SACCO’s/ AMCO’s; and 2 leases to SME millers with a work plan carried out over a 17-month period (Sept, 2016 through Jan, 2018). The pilot concluded three (3) leases of specified John Deere equipment. The pilot team also concluded an MOU and


formal agreement with Lon-agro, the John Deere dealership and arranged payment for the equipment through Innovare Advisor’s leasing company partner - Salute Financial.

The pilot ended in January 2018. Although no leasing deal was concluded due to difficulty for a non-banking institution like Salute Financial to collateralize assets and ensure the assets are not sold out from under the collateralization; much was learned. The knowledge and experience gained in developing unique mechanization and lease financing solutions have proved that several asset leasing products can be developed and their processes can be replicated. And, despite many challenges encountered in doing something for the first time, the pilot team documented both the need for mechanization and qualified local farmer organizations and entrepreneurs to provide mechanization services to smallholder farmers as well as maize millers. The insights gained and new financing solutions developed offered an important way forward to bring mechanization to smallholder-based value chains with all the benefits of increased production and farmer income while reducing losses along the value chain.


5. Technology Distribution and Utilization

5.1 Technology Adoption

a) Comprehensive economic study to assess the country-wide economic benefits of adopting a zero rating of postharvest technologies for VAT purposes

AGRA commissioned an economic study to assess the impacts of removal of the 18% VAT charged on hermetic storage technologies. Key findings are: removal of VAT on post-harvest technologies will have significant impact on the economy and on the income of farmers. The gains accrued to farmers from using hermetic bags outweigh the costs of the bags and the extra costs associated with the adoption of the bags, which amounts to US$ 28.05 million (equivalent to Tshs 65.9 billion) per season. The total net benefit to the society for implementing the VAT removal is US$ 38.9 million per season. Therefore, compared to the situation with VAT, the removal of VAT will increase the total net benefit to the society by US$ 10.9 million per season, equivalent to Tshs 25.6 billion per season, since the removal of tax will increase demand by 1.5 times. We have presented the results to the Ministry of Finance fiscal committee, and recently we presented the recommendations to three committee of the national parliament. That was part of the advocacy efforts for the removal of VAT.

The full report can be accessed here.

b) Drivers of adoption of hermetic technologies and lean data measurements

In efforts to measure the level of intake and establish drivers and barriers to further adoption of hermetic storage technologies by smallholder maize farmers in Tanzania, AGRA contracted IPSOS to undertake a lean data measurement study with a panel of farmers in the South and North Zones so as to inform project activities. The overall objective was to identify the current levels of penetration of hermetic storage technologies and seek applicable lessons for driving adoption through commercial pathways in Tanzania. Below is the summary of the survey’s findings:

The survey helped to fill in the data gaps and also provided the YieldWise initiative with insights on what has worked, what has not worked and lessons on scalable practices which can be widely disseminated across other programs in the country and beyond. A detailed report from the lean data measurement exercise is available and can be accessed here.

https://agra.org/wp-content/uploads/2021/02/Link-1_AGRA_HST-STUDY_FINAL_REPORT.pdf

https://agra.org/wp-content/uploads/2021/02/Link-2_Lean-Data-Measurements-Report.pptx

https://agra.org/wp-content/uploads/2021/02/Link-2_Lean-Data-Measurements-Report.pptx


c) Analysis of the health effects of continued use of synthetic insecticides to protect grain during storage

In 2019, AGRA embarked on undertaking a mini study of 30 samples comprising of 10 samples of maize flour (sembe), 10 samples of maize flour (dona) and 10 samples of maize grains randomly collected from market to provide an initial indication of the levels of exposure of aflatoxin to the urban consumer. A report was shared with Rockefeller team, see annex 3. Test results showed that out of 30, only one sample of de-hulled maize flour had above 10 PPB aflatoxin which is harmful.

In 2020, YieldWise engaged the Tropical Pesticides Research Institute (TPRI) in Tanzania, a government institution with the mandate to research, on management of pests, pesticides and biodiversity for food security, promotion of human health, among others.

The study concluded that pesticide treatment practices of stored maize grains are common and high at household level and maize vendors. However, the level of contaminations varies from place to place. It was found that grains/products reach market outlets with higher concentrations pesticide levels. It is most probable that the public including farmers themselves take high levels of these pesticide ingredients through daily food intake.

The residue exceedance to the internationally set limits found in this study implies consumer negative health consequences. Pesticides are known to cause both acute and chronic health impacts to human beings. Chronic health effects associated with pesticide toxicity include cancers, endocrine disruption, immunotoxicity, neurological and reproductive damage and organs development impairment. The report made the following recommendations:

(i) Extend the study to other regions in the country for more representative data on the safety status of on market maize grains and flour. The findings in this study only covered sampling in Dar es Salaam and few areas in Iringa, Mbeya and Songwe regions.

(ii) Conduct cumulative health risk assessment as a result of daily intake of maize grain food.

(iii) Thorough assessment of farmers, pesticide applicators, maize and pesticide vendors’ knowledge, skills, and attitude towards pesticides application practices and handling and organize training on safe use and handling of postharvest and other pesticide products.

(iv) Assess farmers, consumers, pesticide applicators, maize and pesticide vendors’ awareness and perceptions towards negative short- and long-term health effects caused pesticides.

(v) Regular pesticide residue monitoring should be initiated in centers dealing with distribution of maize and maize products. AGRA in collaboration with TPRI should come up with another more comprehensive survey covering a wider area. Currently there is no national pesticide residue monitoring program, such that no pesticide residue data on food and agricultural products.

Findings from Samples from Songwe, Mbeya, Kilolo and Iringa municipality

For maize grains collected from farmers’ maize stores, the concentration level ranges from 0.007mg/kg - 76.660mg/kg for Pirimiphos-methyl, 1.520mg/kg – 70.423mg/kg Malathion, 0.072mg/kg – 23.797mg/kg Fenitrothion, 0.000mg/kg – 0.021mg/kg Chlorpyrifos and 0.000mg/kg – 0.080mg/kg Lambda Cyhalothrin. The concentrations for Pirimiphos-methyl, Malathion and Fenitrothion were above acceptable CODEX maximum residue limits in stored maize grains. The CODEX MR limits for Pirimiphos-methyl, Malathion and Fenitrothion were 7.000mg/kg, 0.05mg/kg and 6.000mg/kg respectively. Chlorpyrifos and Lambda Cyhalothrin are not authorized in Tanzania for postharvest maize storage hence they were not expected to be detected in this study. However, their presence though in low concentration indicates either indiscriminate use by farmers for storage purpose or carry over in a spray for the control of field insect pests.


The detailed TPRI report can be accessed here.

d) Distribution of post-harvest technologies at farmer and group level

Scale up adoption of Post-harvest Handling technologies component aimed to promote the adoption of appropriate loss-reducing technologies to improve crop handling, storage, and processing particularly among 200,000 smallholder farmers. Under this component YieldWise accomplished following activities: conducted two business to business meetings in Morogoro and Mwanza to enhance financing in post-harvest management; project supported mobilization of farmer orders of PHL technologies. Further, farmers were linked to agro-dealers supplying PHL technologies. Accordingly, data was collected on sales of post-harvest loss reduction technologies as presented in the table 5.1 below:

Table 5.1: Post-harvest storage technologies adoption data

Number of agro-dealers supplied PHL technologies

Number of hermetic bags sold

Number of tarpaulins sold

Number of silos sold

Number of farmers bought post-harvest storage technologies

411 155,963 18,843 766 90,444

More orders also continue to come from farmers under the different PIATA consortia projects. These orders are communicated to agro-dealers in the area and are delivered once cash mobilization/collection from ordering farmers has been confirmed by group leaders.

At Farmer Organization level, 214 farmer organizations (see annex 4) received equipment support of 234 digital weighing scales, 860 tarpaulins, and 229 moisture meters. 21 buyers/SMEs have been supported with aggregation centers equipment to promote adoption and demonstration of PHL technologies to FOs while buying maize. Table 5.2 provides summary aggregation centers equipment support.

Table 5.2: Summary aggregation centers equipment support

Description Number Weighing scales

Tarpaulins Moisture meters

Farmer Organizations 214 234 860 229

SMEs 21 3 40 20

Balance equipment in stock

37 60 4

Equipment with defects

2 0 0

Sub Total

276 960 253

https://agra.org/wp-content/uploads/2021/02/Link-3_Final-Report-TPRI-consultancy.pdf


6. Prioritization of Loss Prevention and Knowledge Management

6.1 Influence

a) The National Post-Harvest Management Strategy (NPHMS)

The Tanzania National Agriculture Policy (2013) acknowledges that, among key challenges in agriculture sector, is the high pre- and post-harvest losses, which makes up to 30-40 percent for cereals and even higher for perishable crops. This is a high magnitude of losses is attributed to perishability of some crops, poor post-harvest infrastructures and handling practices. Post-harvest loss affects household’s food security and erodes profit by reducing marketable volumes for actors.

As a response to this situation, YieldWise together with other stakeholders provided support to the Government of Tanzania to develop a National Post-harvest Management Strategy (NPHMS). The NPHMS is a 10-year (2019 – 2029) cross-sectoral document aiming at providing significant interventions that will reduce post-harvest losses and potentially offset the food deficit and achieve national food needs. The NPHMS focuses on food crops particularly cereals, legumes, fruits and vegetables, roots and tubers and edible oil crops.

To achieve the goal, a number of strategic objectives have been set as follows (i) facilitate awareness on PHM to improve efficiency and reduce crop losses along the value chain; (ii) promote availability, accessibility, affordability and adoption of tested technologies and processes to reduce PHL; (iii) facilitate agricultural marketing systems to improve market access; (iv) promote research and innovations of new and appropriate technologies and methods to reduce crop losses; (v) review and put in place new legislation to ensure compliance with standards and adoption of practices to minimize PHL; (vi) strengthen institutional capacity, coordination, partnerships and stakeholders’ participation of PHM actors to enhance implementation of strategic interventions; (vii) adapt PHM systems to mitigate the effects of climate change; (viii) addressing inadequacy in PHM financing; (ix) develop a standard methodology for collecting data and estimating PHL in a country. In addition, it is necessary halve per capita global food waste at the retail and consumer levels. To help eliminate food insecurity and malnutrition, effects of post-harvest losses reduction are (i) reduction of suffer food shortages; (ii) improvement of nutrition security by capturing otherwise lost nutrients and create accessible and affordable diversified diets; (iii) market food prices reduction. Moreover, building capacity of post-harvest actors will increase their income, and consequently their food and nutrition security. To make agriculture more productive and sustainable, PHL will help to (i) enhance farm-level productivity; (ii) safeguard the utilization of production resources; (iii) avoid to produce food that will be lost and not consumed; (iv) lower unsustainable deployment of limited land, water, energy, inputs and other resources to produce products which are not consumed.

Moreover, it is needed to include PHM issues in agriculture research themes. To enable more inclusive and efficient agriculture and food systems, the Strategy envisages the improvement and formalization of market access, also ensuring availability of specialized human resources to manage marketing infrastructure not to lose advantages of agricultural intensification. The resilience of livelihoods to disasters will be increased by promoting interventions to reduce climate change effects affecting the effectiveness of Post-Harvest Technologies (PHT) for harvesting and drying, pest and disease management, and storage, such as (a) well-functioning agricultural innovation systems, and in particular, systems for growing and/or storing crops and varieties which are less susceptible to post-harvest pest attack; (b) timely harvesting and adequate and protected drying; (c) maintenance of the storage structures; (d) cleaning and hygiene; (e) increasing farmer access to market information and transport options; (f) usage of early warning seasonal forecasts to project how the climatic conditions might impact on food storage or marketing strategies.

The overall coordination of this strategy will be vested in the Ministry responsible for Agriculture, in particular the Post-harvest Management Section, which is under the Division of National Food


Security (DNFS). In fulfilling its functions, the Ministry of Agriculture will rely on partnerships and collaboration with key stakeholders including Private Sector, Civil Society Organizations, Community-Based Organizations, Non-state Actors and Development Partners.

b) Sustainable maintenance of the current lift of food export ban

The Economic and Social Research Foundation (ESRF) has continued to engage the government through the Agriculture Sector Line Ministries’ (ASLM) taskforce and particularly the directorate of food security to ensure that the agenda of removal of export bans remain on the table. Particularly, ESRF has ensured that lifting of export bans and other export barriers are incorporated in the government’s approved Blueprint Action Plan (BAP), which is the document that outlines government’s priority actions for enhancing the business-enabling environment (BEE). An important goal of this project is to develop tools that will provide government with a reliable and predictable mechanism for monitoring food security and hence mitigate against unwarranted trade bans. To that end, ESRF has completed a report on Tanzania food balance sheet design, which is now ready for presentation to stakeholders to validate its technical and financial viability. The government of Tanzania has consistently ruled out the possibility of banning import and export permits of cereal crops and emphasized it is encouraging farmers to form groups and have unified influence. The government through the Ministry of Agriculture has continued releasing permits especially for maize exports and imports into the country. According to the Ministry of Agriculture, the government has no plan whatsoever to stop farmers to work with the private sector in the import-export of crops.


7. Contribution to the Rockefeller Foundation Strategy & Initiative

7.1 Contribution to Foundation Strategy

Rockefeller’s mission is to promote the wellbeing of humanity throughout the world. The foundation’s work responds to the challenges and opportunities of a rapidly globalizing, disruptive and complex world, during a time of great dynamism and uncertainty. Two overarching goals frame the Foundation’s continued pursuit of its mission: to advance inclusive economies that expand opportunities for more broadly shared prosperity, especially for those facing the greatest barriers to advancing their wellbeing; to build resilience, enabling people, communities and institutions to be prepared for, withstand and emerge stronger from shocks and chronic stresses. Four strategic principles guide the Foundation’s work. The contribution of AGRA to two of these principles are stated below:

Test piloting projects, spin them off, or join others to help implement successful demonstrations of a wider scale

AGRA is working with Tanzania Agricultural Development Bank and TPB continues to implement access to finance initiatives targeting, a) rural SMEs to acquire capital loans for installation of bulk steel silos and modern automated milling machines, b) smallholder farmer access to farm inputs as explained in sections 5(d) and 6(e).

In 2020, we convened two (2) YieldWise Tanzania partners’ coordination meetings. The objective of the meetings was to discuss modalities of alignment, integration and coordination among all YieldWise (YWS) implementing partners in Tanzania. These meetings were attended by AGRA, Rural Urban Development Initiatives (RUDI), Building Rural Incomes Through Enterprise (BRITEN), Farm Concern International (FCI), Nelson Mandela African Institution of Science and Technology (NM-AIST), Farm Radio International (FRI), Centre for Sustainable Development Initiatives (CSDI). Each partner presented their interventions on YWS and this was followed by a discussion among all partners. Mechanisms for continued alignment and coordination were discussed.

Inform public policy through support for research, advocacy and coalition building

In June 2019, YieldWise project facilitated policy advocacy workshop held in Dodoma and attended by 36 stakeholders in post-harvest management including government, policy makers, private sector, development partners, academic, and civil societies. This was a capacity building and dissemination workshop on the removal of Value Added Tax (VAT) on Post-Harvest Management (PHM) technologies.

YieldWise participated in the official launch of the Post-Harvest Management Strategy which was officiated by the Vice President Hon. Samia Suluhu Hassan during the 2019 nane-nane (farmer’s day) celebration that were observed on the 8th August 2019. AGRA has been supporting Agricultural Non-State Actors Forum (ANSAF) and the Economic and Social Research Foundation (ESRF) and other industry stakeholders to develop the implementation plan for the Post-Harvest Management (PHM) strategy.

7.2 Contribution to YieldWise Strategy

The Foundation’s YieldWise strategy envisages greater food loss reduction, so farmers increase their incomes and vulnerable populations are more food secure with minimal harm to the environment. AGRA’s YieldWise maize value chain intervention in Tanzania is contributing to a systemic change in utilization of the best production technologies, improved postharvest handling of maize and structured


marketing of surplus maize. Efforts to minimize postharvest losses in maize value chain will improve the livelihoods of smallholder farmers, their food and nutritional security and resilience to climatic and market shocks. The YieldWise intervention model has five main components for an integrated intervention to reduce postharvest losses. These components are stated and AGRA YieldWise contribution under each component presented.

In 2019, AGRA participated in YieldWise convening hosted by the Rockefeller Foundation in Accra, Ghana. The main objectives of the convening were to:

a) An opportunity to reflect and share the experiences and lessons learned during the implementation of YieldWise.

b) Develop concrete action plans on how the different organizations will disseminate the YieldWise story and apply the learnings within their current sphere of influence.

c) Strengthen partnerships between YieldWise partners and facilitate exposure to new funders in post-harvest loss.

d) Share the Rockefeller Foundation Food Strategy.

At the meeting, AGRA shared YieldWise success stories and experiences in reducing food loss and waste in the maize value chain in Tanzania.

Bringing farmers together for training and awareness on postharvest management technologies

We engaged PHH market actors such as manufacturers (PPTL, A to Z, Grain Pro) and distributors on different training models to enhance access to PHH technologies by farmers. A training curriculum for use for training by market actors and lead farmers has also been developed.

Increasing farmer access to finance and credit opportunities to help them afford technologies and promote investment in the agricultural sector

Access to finance for inputs has been a key focus in this year. We are working with TADB, Equity Bank and TPB to extend credit to qualifying agro dealers and maize buyers.

Promoting adoption of loss reducing technologies to improve crop handling, storage and processing

YWS supported FOs with equipment to reduce postharvest losses at storage. This equipment will improve the aggregation centres’ capacity to meet quality requirements and will have a demonstration effect on farm-level loss reduction efforts.

AGRA in Tanzania is working with Purdue University together with the Nelson Mandela African Institution of Science and Technology to:

a) Identify of locations and/or farmers group to serve as food processing “spokes”.

b) Establish three spokes (Kingori, Shirimgungani and Uwamale).

This was part of YieldWise project sustainability strategy, where Purdue University is being supported by the Rockefeller Foundation to help reduce food loss, expand markets for local farmers, and improve nutrition in Kenya and Tanzania through increased availability and adoption of modern food processing technologies, especially extruders. The objective is to increase availability and adoption of improved and modern food processing technologies to expand markets, reduce food losses, and improve nutrition.


8. Monitoring and Evaluation The final YWS evaluation was conducted. Results from this final evaluation indicate significant lose reduction between mid-line and end-line. At mid-line, the control group experienced losses of up to 1,903 kilos per farmer, while the treatment group experienced losses of up to 518 kilos per farmer. These post-harvest loss differences are statistically significant. However, at end-line, Control farmers experienced losses of up to 350kg, while Beneficiary farmers experienced losses of up to 241kg. The difference at end-line were however not statistically significant – which could imply that PHL interventions may have trickled to farmers who were initially in the control group, that significantly reducing their loss.

On adoption of PHH technologies, results showed that adoption of tarpaulins at harvest preparation (dehusking, threshing and shelling) experienced exponential growth, starting at 26% in baseline, and closing at 93% in end line among beneficiary farmers.

There was a cross-fertilization effect among control farmers, as a similar trend is evident, from 18% in baseline to 87% in end-line. Usage of tarpaulins at drying grew from 33% in baseline, to 41% in mid-line, closing at 46% in end-line. There was however a decline in usage among control farmers.

Storage technologies also experienced an exponential growth, from a low of 10% adoption in baseline, through to 32% in mid-line, and ended at 35% in end-line. The slow growth from mid-line to end line is attributed to access barriers of hermetic bags – mainly higher costs and shorter usage duration. Silos and cocoons have a rather insignificant usage among small-holder farmers.

The enquiry generally classified post-harvest loses into four stages: At harvesting (de-husking) harvest preparation (threshing and winnowing), at drying and at storage. The losses at each stage are calculated as a proportion of harvest. In the first two stages, post-harvest losses significantly reduced among Beneficiary farmers by 50% and 66% respectively. However, there was insignificant movement in loss reduction at drying and storage.

The trend is however different among Control farmers who still experienced high losses at harvest preparation (both dehusking and threshing) in the end-line compared to Beneficiary farmers.

The (Difference in Difference) shows post-harvest loss interventions by AGRA had a significant effect of reducing post-harvest losses by up to 1,276 kilos per household across the periods of 2016 – 2019. This represents clawing back losses from 25% at baseline to 13% at end line.

The detailed end-line survey report can be found here.

https://agra.org/wp-content/uploads/2021/02/Link-4_Endline-Evaluation-Report-of-YieldWise-Initiative_FINAL-REPORT.pdf


9. Partnerships and Related Investments

9.1 Agricultural Marketing Development Trust - AMDT

AMDT is working with the same implementation partners as YieldWise through its own contracts. Our focus is to ensure complementarity rather than duplication. FtMA and AMDT are also working together as strategic partners with engagements at different levels – management and partner levels. As strategic partners, the two are jointly supporting the maize value chain through transparent communication on all matters concerning support and approach to market actors and other partners.

9.2 Farm to Market Alliance (FtMA) - Anheuser-Busch InBev (AB InBev) Partnership

In 2020, AGRA was approached by FtMA and AB InBev to work together on a new initiative “Enhancing commercial and social value of local sourcing in Tanzania, Boresha Mtama Project” with a goal of bringing smallholder farmers into inclusive and sustainable value chains. AB InBev is seeking to secure new sources of supply for its growing beer business in Tanzania. Local sources of raw materials will enable the company to reduce import costs and keep its products more affordable for consumers. FtMA and AGRA members have a goal of making markets work better for farmers by creating a thriving and sustainable agricultural sector that empowers farmers, forges strong markets and improves global food security. Partnering with AB InBev is consistent with the mission of FtMA and that of its members; and presents an opportunity to help catalyze a sustainable, replicable model with the potential to reach – and impact – millions of smallholder farmers.

The project targets to work with a pilot of 1,800 sorghum farmers from whom ABInBev will source 3,000MTs in one year. This will be implemented in Dodoma (Central Tanzania) and Manyara (Northern Tanzania) regions. The implementation efforts are led by World Food Program (WFP) and AGRA is engaged in this project as a member of the FtMA.

FtMA has also received 3- year funding from Norwegian Agency for Development Cooperation (NORAD) for re-starting operations in Tanzania. In its 5 -year business plan, FtMA is targeting 105,000 farmers by 2025 and have secured a 3 -year budget of USD 4,091,450 from NORAD. In 2021 alone, the target is 17,000 farmers. The new FtMA has a strong focus on markets and has included this in its 3-point criterion for engagement – willing off-takers. The geographical focus is initially the Southern Highlands of Tanzania and with a focus on maize. However, NORAD proposes crop rotation and nutritional foods to build farmer resilience. FtMA plans to deploy the Farmer Service Centre Model where you have a one-stop shop (could be a farmer cooperative, SME, VBA or an agro-dealer) for an ecosystem of services – inputs, credit, insurance, logistics, aggregation, training, market coordination, etc). There is interest from FtMA management to leverage on SMEs supported under YieldWise in this model. Farmers are to be supported to aggregate and sell 231,970MTs of maize and earn income of USD 34,795,500. In terms of inputs, its estimated farmers will purchase 49,600MTs of fertilizers, seeds and crop protection chemicals.


10. Communication and Visibility Throughout the implementation period of YieldWise, AGRA participated in several events aimed at creating awareness and support for food loss interventions in Tanzania and beyond. Key among these events were:

a) National post-harvest Management Conference 2020

YieldWise participated in the 2nd National Post-harvest Management Conference of 2020. Tanzania post-harvest management conference is a platform and an annual event that brings together multi-stakeholders from Tanzania and beyond practicing post-harvest management to discuss on key policy, scientific, business and regulatory issues which are critical in addressing post-harvest losses in the country. The conference is comprised of scientific research findings and practical field experience from different initiatives as well as demonstration of innovative technologies and practices to address post-harvest losses in the country. The first conference was conducted at the University of Dar es Salaam in 2017. This year’s conference is the 2nd in the series and is organized under the theme dubbed “Reducing Post-harvest losses for enhanced Food Security and Export Trade’’. This two-days conference was held at the Sokoine of University Agriculture on 18th and 19th September 2020. The aim of the 2020 conference was to discuss pertinent issues and challenges on post-harvest management and mycotoxins as an important component of food security and export trade in Tanzania and demonstrate ongoing efforts in PHLs through exhibition of post-harvest technologies.

The Conference that brought together over 200 participants from Academia, Government, Research, private sector, farmers, media, NGOs, civil society organizations and the industrial sector.

b) 2020 AGRF Deal Room

The Agribusiness Deal Room is a matchmaking platform that convenes stakeholders from the entire eco-system to facilitate partnerships and investments in African agriculture. It specifically supports governments and companies with access to finance and partnership opportunities. In 2020, the event took place virtually, hosted from Kigali, Rwanda.

Twenty (20) SMEs from Tanzania participated in the 2020 AGRF Deal Room, including all the 10 SMEs that were supported under our partnership with TADB. In total, these SMEs were looking for funds to the tune of USD 139,446,620 from potential investors. Five (5) of the SMEs that participated are actively in contact with potential investors are discussing deals worth USD 103,800,000 for investment in:

• Scaling up of hermetic storage technology for storage of dried grains and pulses.

• Expansion to new geographies and investment in specialized machine learning skills for conversational AI and personalization.

• New spilling mill and capitalization.

• Purchase of assets (Storage, processing, trucks), and IT development.

• Expansion to new markets and increasing production capacity.

As a follow up to the Agribusiness Deal Room, the Deputy Permanent Secretary for the Ministry of Agriculture proposed that the Agriculture Sector Lead Ministries (ASLMs) and their partners set up high level Investment Roundtables across all the value chains. The roundtables will create the necessary partnerships for improving agriculture sector performance in the country.


c) The 2nd All Africa Postharvest Congress and Exhibition – Hosted by The African Union Commission (AUC) - 2019

AGRA participated and delivered a keynote address the 2nd All Africa Postharvest Congress and Exhibition – Hosted by The African Union Commission (AUC) – 2019. A presentation about AGRA and YieldWise Project in Tanzania was also made at the conference with the objectives of:

a) Raising awareness on food losses and waste through data and information sharing.

b) Showcasing effective strategies, technologies, practices, initiatives for postharvest loss reduction.

The 2nd All Africa Postharvest Congress and Exhibition was jointly organized by the African Union Commission, University of Nairobi, Stellenbosch University, Jomo Kenyatta University of Agriculture and Technology, Food and Agriculture Organization of the United Nations, Sasakawa Africa Association, World Food Programme, Eastern Africa Grain Council, Ministry of Agriculture of the Republic of Kenya, World Food Preservation Center, World Resources Institute and the Ethiopian Society of Postharvest Management at the African Union Headquarters in Addis Ababa, Ethiopia, on 17th - 20th September, 2019 under the theme “Postharvest Loss Reduction and Agro-Processing: Drivers of Agricultural Transformation in Africa”.

The Congress was attended by over 450 participants from Member States of the African Union including the Academia, Research Institutions, International Organizations, Non-Governmental Organizations, Media organizations, Regional Economic Communities, Financial Institutions, Development Partners, Farmers Organizations, Women and Youth Groups, Private Sector and representatives of various governments.

Some of the key messages from the conference include:

• A clarion call was made to support AU member states to put in place systems and processes to achieve the postharvest loss reduction target set in the Malabo Declaration that will contribute to the achievement of the Sustainable Development Goals (SDG 12.3).

• The importance of postharvest loss reduction in Africa and its impact on the livelihoods of many was reiterated in the course of discussions. Yet, only 5 percent of the quantum of resources that are earmarked for agriculture go into reducing postharvest losses.

• The Second All Africa Postharvest Congress underscored the need for country postharvest policies and strategies to be broadened to include issues relating to trade and climate change. Furthermore, the focus of the interventions should be on crops and food value chains with high levels of postharvest losses.

• It also came out strongly that to effectively tackle postharvest loss, there is the need to focus also on pre-harvest practices during production as these significantly affect the quality of the produce at harvest and thereafter.

• A call was also made for the standardization of commodity measurements in warehouse receipt systems in Africa.

• It was stressed that project findings and results on postharvest management should be disseminated to all member states of the African Union. Furthermore, information available in Government Institutions, Research Institutions and Universities on postharvest management should be packaged in simple and easy-to-understand formats and be disseminated to enhance their adoption by farmers and other target groups.

• African Union Members states and governments were called upon to strengthen the capacity of small holder farmers and consumers in postharvest loss reduction and food wastage.

• Initiatives on credit-scoring and online money transacting institutions were appreciated during the congress as they significantly help farmers to access credit for postharvest management.


• A call was made for increased awareness on postharvest loss in Africa using the electronic, print and social media as well as the strengthening of institutional capacity in postharvest management.

• The meeting noted that to obtain accurate baseline information on food loss and wastage, surveys should also be conducted every five years to measure food loss and wastage.

• Agro-processing units should be sited near market centers to help reduce postharvest losses and wastage. The delegates further called for incentives and subsidies to farmers for equipment and innovations in processing to boost their capacity to process the produce by private sector and government.

• A call was made for the systematic assessment of postharvest management interventions and the up scaling of the successful ones among them.

d) 8th African Green Revolution Forum (AGRF), 2018

YieldWise participated and presented at the 2018 AGRF that was held in Kigali, Rwanda in 2018. YieldWise used the platform to spread the message on the need and methods to reduce post-harvest losses in African countries. The YieldWise session discussed various issues related to the value chain stakeholders on reducing food loss through post-harvest technologies and making smallholder farmer markets viable. The theme of 2018 AGRF was “Lead, Measure, Grow”. The discussions highlighted the importance of political guidance in championing policies that are conducive for food systems to flourish, as well as the importance of promoting accountability mechanisms which help to measure progress and growth in the agricultural sector. See annex 5 for the poster that was presented at the Forum in 2018.


11. Lessons Learned During implementation of YieldWise initiative, a number of lessons have been learnt that can help to inform future post-harvest interventions in Tanzania and could be replicated in other countries. These lessons are contained in different sections of this report.

i. Secure markets first. Market actors who are already committed to procure should be the ones selecting farmers to be supported by a development program, and not NGO partners. Off-takers or buyers must lead in mobilization of Farmer Organizations of any market-led aggregation model, participate in the design of contracts with the farmers and share information on market quality and volumes required. The main success of YieldWise work in Tanzania is related to the emergence of value chains which are driven by market actors – SMEs. The approach of starting with market actors, is called “reverse extension”, which begins with identifying and forming partnerships with market actors, especially agro-processors. Then the determination and prioritization of the gaps to be addressed is made in reverse along the value chain back to the farmers, with respect to meeting market demands. It is only after these are determined and prioritized that NGO partners should be selected based on their competitive advantage in dealing with those gaps. This is because, market driven partnerships formed by for-profit companies (SMEs), develop, and become strong faster, compared to those initiated by NGOs. Where market demand is assured and within an enabling policy environment, farmers are ready to adopt and invest in post-harvest technologies.

ii. Post-harvest loss management should be holistic and address the whole value chain and its actors. This includes production and improvement in productivity to make farmers competitive in the market. A holistic approach aims to address the challenges that keep smallholder farmers in low productivity cycles. YieldWise leveraged on other partners’ investments which were mainly driving input supply, training in good agronomy and mobilizing farmers to come together. Indeed, according to IPSOS data, farm productivity in the last 3 years has significantly improved, from 3.5MTs 5.7MTs per hectare. For sustainable market linkages with smallholder farmers, there is need to build a clear and comprehensive business case for both the suppliers (farmers) and companies (buyers). To improve efficiency in agricultural value chains, the whole value chain must therefore be considered holistically for sustainability; and not just focus on one link in the system.

iii. Farmers primarily use post-harvest handling technologies such as hermetic bags for their own food storage and safety. The project tested a host of post-harvest technologies including hermetic bags, metal silos, plastic silos, tarpaulins and threshers and established that the highest adoption was on hermetic bags. From interviews with farmers in the field, the key reason farmers are buying hermetic bags is driven by their dislike of using pesticides on their main food source. Unfortunately, farmers admit that they apply pesticides in the maize they sale to the market. Farmers preferred use of pesticides for maize destined for the market mainly for three reasons; relatively higher price of the bags, buyers’ preference of regular propylene bags for ease of transportation and the fact that the market did not pay a premium for pesticide free maize. This is aggravated as farmers have to wait for longer periods before they sale in hope to earn a market dividend which also insignificant at low volumes. A key lesson here has been that smallholder farmers adopt new and/or improvements of approaches and technologies required for delivering quality standards, when they know that, they will get a premium price for the quality they deliver. Without training on pesticide use embedded in the program, its likely farmers may apply more than is actually recommended. As this is a public health issue, it is critical that governments and respective institutions are supported to start tracking the Maximum Residue Limit (MRL). Interventions may also be required to professionalize maize handling immediately after harvest.

iv. The maize value chain in Tanzania and many countries in Africa is highly competitive and characterized by the unpredictability of markets and prices, government policies on maize trade and generally lacking in produce quality premiums. Owing to maize being a widely


produced crop for both subsistence and sale, there are barriers to commercial service provider investment. First, profits earned by different actors in the value chain are low relative to some cash crops, limiting the return to a buyer, processor or input provider from investing in farmer credit or extension training. Second, the multiple marketing channels of maize increase the risk of farmers selling through channels that prevent any investor from capturing the value of the investment which usually occurs at the time of sale. Third, as the most important food crop in Tanzania, food security pressure can radically change the household decision to consume vs. market and attract often unpredictable regulatory involvement. To mitigate the risk and improve incomes, interventions such as YieldWise need to look at a smallholder farm in totality of all the priority crops grown by the household. This could include value chains such as beans, soya beans, sunflower, potatoes, dairy, poultry, fruits and vegetables, etc. The role of AGRA and other implementing partners should be to act as facilitators and provide a platform for the private sector to promote more sustainable good agriculture practices, Post-Harvest Loss management technologies, farmer aggregation models that respond to the needs of the market and supporting agro-dealers for input supply.

v. Financial products should be designed with full engagement of the stakeholders, be articulated and transparent. Financial products should cover agricultural inputs beyond Post-Harvest Handling technologies – include threshers, grain cleaners, dryers, processing machinery, tractors, ploughs and tillers. All these contribute to post-harvest loss management and outcome. Loan products should be designed according to market needs and in collaboration with the target customers. YieldWise initiative matching grants and revolving funds model can be used by the banks as a proof of concept and if successful the bank will scale it up without the need for further support.

vi. Technical assistance to financial institutions, SMEs and microprocessors should be included in any fund targeting these to speed up access and outreach. This is because banks need technical assistance to develop appropriate products and potential borrowers required sensitization and capacity building to meet the requirements of lenders. Capacity strengthening is critical on both ends to ensure demand meets supply.

vii. It is very important that the extension service is focused on technical and business demonstrations and is led by the SMEs who supply PHH technologies, for sale and for hire. YieldWise results showed that reduction of food loss, at harvest, during on-farm handling and in local trading, in SSA, requires emphasis and investment that enhances the central role of SMEs. At the farm level, this requires alignment of investment of the public and private sectors with respect to enhancing the capacity of smallholder farmers by building of capacity, knowledge and deployment of the extension service. YWS initiative in Tanzania proved that, training and extension which are integrated with demonstrations of technologies by the suppliers (for sale and/or hire), were the most effective in driving adoption by farmers. To enable this, public funded initiatives should invest to enable the SMEs to leapfrog and commercialize modern high-performance technologies and associated practices for primary PHH.

viii. Coordination of aggregation and collection by contracted buyers is essential so farmers are not discouraged to bring additional grain to the aggregation center. Delays in picking up already aggregated grain slowed down further aggregation due to limited warehouse space. Fos were not happy because delayed payments resulted in interest being charged on unpaid loans. Buyers were encouraged to deposit payment in banks before collecting maize. The assessment also revealed that other macro-economic factors were responsible for reducing the appetite for anchor buyers to compete for grain. The government announcement of export ban on maize grain discouraged anchor buyers who were in the market to buy and export maize to regional markets. The platform will need to open space for alternative/local buyers to participate in contracts. They have and will continue to play a role in the supply chain as they have developed networks with both anchor buyers and farmers, have storage capacity and other resources at their disposal.


ix. We have learnt that crop aggregation provides more tangible incentives to the buyer and should not be the farmers’ business. It’s a fundamental component of business models which rely on externally produced crop supply where smallholder farmers are the main producers. Aggregation presents several cost saving opportunities for buyers, including reducing logistical costs of sourcing output from smallholder farmers and guaranteed quality. The costs involved in aggregation such as storage/handling fees, fumigation, transport and associated logistics, security, potential delays in payments for a prolonged period (time value for money), etc are higher than the potential benefits to the farmers such as higher bargaining power to secure better prices. Evidence from the Bank of Tanzania (BoT) Monthly Economic Review for December 2018 shows that prices of all major food crops with the exception of sorghum registered marginal increases in November 2018, with maize prices increasing by 12.5% between October and November but registering an overall decline of 20.4% between November 2017 and November 2018. The insignificant price gains do not incentivize farmers to invest in aggregation and wait to sell together through farmers’ organizations. In order to succeed, crop aggregation requires an organized off-taker to invest in crop handling, storage and provide consistent timely payments to farmers on delivery of the crop. Future investments in maize value chain should focus on creating more opportunities for off-takers to invest in standard and large-scale crop aggregation.

x. Farmer Organizations (FOs) provide a good entry point to support smallholder farmers with interventions such as trainings, access to inputs but are not a viable channel for marketing. Empowering smallholder farmers through commercial opportunities requires an understanding of the drivers of farmers’ marketing choices: the available marketing options, the characteristics of each channel, and the tradeoffs inherent in the selection of a marketing strategy. The process of marketing through the FO, waiting for collection and payment is a time-consuming process. While some few farmers may be willing to wait and go through this process, other farmers have no ability due to the heterogeneous nature of household needs, limited cash flow and savings. We have observed that by the time the harvest arrives, farmers often have an urgent need for cash to cover a wide range of expenses such as household basic needs, school fees and loan repayment. Unless farmers’ organizations have access to credit to offer members partial or full payment upon delivery, this will continue to leave majority of the smallholder farmers unable to participate in structured group marketing. Sales data from the field suggest that changes in the number of farmers selling through the FO and the quantities they sell may be less significant than anticipated. For example, as of December 2018, of the maize sales made by farmers, 97% was sold to alternative buyers (paying spot cash) and 3% to contracted anchor buyers.

In order to promote post-harvest solutions that can be applied to other crop value chains beyond maize and are suitable to other African agricultural contexts where AGRA is present under PIATA, YieldWise engaged a consultant to conduct an assessment of several post-harvest management solutions promoted by the initiative in Tanzania with a view to document lessons, identify strengths and weaknesses of various post-harvest management strategies and recommend specific improvements for future post-harvest interventions in other crops and countries. The study reviewed the technical, social and commercial viability of post-harvest solutions implemented by YWS in Tanzania and will generate crop/context-specific recommendations that AGRA and other development partners may adopt in scaling up post-harvest management solutions. The consultant reviewed the AGRA consortium model of project delivery and proposed how YieldWise model can be incorporated in the on-going value chain projects within AGRA work.

The study was completed, and a final report shared with the Rockefeller Foundation.


12. Success Stories In 2020, YieldWise engaged AGRA’s communication unit to document success stories from the project beneficiaries – farmers and SMEs. The team followed up on the SMEs that have grown their capacity in processing and storage and how that is translating into better market opportunities for the farmers in their catchment areas. One of the key highlights is how growth in SME capacity is enabling better living standards for 44,535 farmers in Tanzania and could potentially create market opportunities for 100,000 more farmers. This story is summed up below:

Eleven (11) success stories were documented and can be accessed here.

AGRA also supported and coordinated consultants hired to develop a tool kit and impact stories for the YieldWise initiative. Genesis Analytics developed a toolkit which will act as a “how to do guide” that will inform others of how to implement successful food loss reduction investments and encourage investment into sector to scale food loss reduction initiatives. Paukwa House Ltd documenting impact stories from YieldWise beneficiaries in Tanzania. These tools and knowledge products will benefit other practitioners fighting food loss in Tanzania and beyond.

https://agra.org/wp-content/uploads/2021/02/YieldWise-Success-Stories.pdf

https://www.paukwa.co.ke/


13. Challenges and Suggested Solutions Despite the above achievements, challenges remain, and include:

• Low uptake of the finance facilities placed in different banks continues to be a challenge. The low uptake has been due to the some of the products not being aligned to the business needs of the beneficiaries, both agro-dealers and farmers. There is need for flexibility on the financial products. The YieldWise team has recommended a restructuring and no cost extension for the revolving funds and matching grants projects. AGRA has now received a no-cost extension from the Foundation and will extend and restructure these projects accordingly.

• There has also been a challenge of limited product knowledge among some of the staff of banks implementing the revolving funds. This has particularly been a problem for staff based in upcountry branches. We are mitigating this through Business to Business meetings which involve bank staff, both from the HQ and the respective branches. The AGRA team is also closely following up on the progress through steering committee meetings.

• The impact of COVID. One of the SMEs that had ordered for storage silos from China has suffered delays of installation because technicians from the supplier could not travel to Tanzania. Global travel restrictions came into effect shortly after parts to construct the silos had arrived at the port of Dar es Salaam in March 2020. Even though the silo parts have since been cleared by port authorities, they remain installed. This has resulted in delayed storage capacity of 1,000MTs that the company planned to add before the end of 2020. This will further constrain the company’s ability to procure more from farmers and will negatively affect loan repayment.

• Price crash in 2018: Maize price in Tanzania crashed by nearly 50% from May 2018 to October 2018, due to government export ban and excess production from Uganda, Zambia and within Tanzania. Government had moved to ban maize exports in June 2017, sustained on grounds including shortage of food in some parts of the country as well as a deliberate move to bring the inflation down. Producer prices at farm gate declined to $75/MT and this meant that farmers who had borrowed on the strength of US$150/MT could only now get less from sales proceeds. This uncertainty of maize markets made delivery and performance of forward delivery contracts (FDC) unworkable. Uncertainty of maize markets reduced the appetite of primary buyers to off-take large volumes. Furthermore, the lack of trust between buyers and sellers in sharing risks rendered FDC model unattractive. For the first time since 2015, contract prices were above market prices. Farm gate prices for FtMA contracts ranged from TSh 340 – 370/Kg ($0.15-0.16/kg) but market prices were between TSh 200 – 220/Kg (0.09-0.10/kg). This scenario made it difficult for farmers and buyers to reach a compromise. Buyers deliberately delayed picking maize aggregated by farmers. These delays clogged the warehouse space and made it difficult for farmers to aggregate more maize. As a result, the Forward Delivery Contracts were not honored fully by both sides and this will make loan repayment challenging.

• Low production in 2018: Despite receiving inputs, supported by intensive Good Agricultural Practices training, some of the FtMA farmers were deeply affected by the irregular rain patterns and presence of fall armyworm infestation. Consequently, at the end of the season the volume of production in some of the regions was lower than expected and could not compensate the falling prices.

• Late delivery of inputs and mixing orders: The delivery of inputs was largely coordinated by NGOs who were communicating to the FtMA team who in turn communicated to the input companies. This coordination and execution of the delivery was very opaque and did not have an accountability system, neither did it have an overall owner. NGOs and Fos have expressed complaints on late delivery of inputs, causing low yields and incapacity to deliver contracted volumes of produce. Fos in some regions also received different types of inputs than the ones requested, which they claim also affected their production. NGOs and Fos have requested


compensation from Syngenta and the discussions are currently continuing. Going forward, the input ordering and delivery process has been revised to ensure that farmers get inputs on time. We have also had to include distributors as the contact points and process owners for delivery of inputs to farmers.

• Lack of understanding of insurance product: All Farmer Organizations received, as part of FtMA access to finance package, a weather insurance from Winners. Farmers and NGOs have complained they were confident they would receive a compensation from the insurance companies, given the irregularity of weather patterns and low production. Misunderstanding in the roles and responsibilities between FtMA and WiNNERs team led lack of understanding of detailed conditions of policy and limited accessibility to policy holders (PASS, Jubilee, Winners) for various FtMA stakeholders.

• Overreliance on a few anchor buyers: The initial focus of YieldWise initiative was mainly on structured markets where buyers and farmers would sign FDCs. This led to overreliance on a few established buyers who were willing to sign contracts with farmers. For instance, 2018 data showed that even though number of Fos were distributed between FtMA’s five buyers, volumes (57%) had been massively assigned to Musoma Foods and Apeck Limited (31%). See table 9 below:

Table 9: FOs per anchor buyer

Buyer Number of Fos Volume (MT)

Musoma Foods 24 10,118

Apeck 24 5,418

Ruaha Milling 16 904

Real World 5 755

Union Services Store Ltd 5 504

Total 74 17,700

YieldWise mitigated this challenge by introducing other buyers to farmers. These buyers purchased on non-contract but negotiated and competitive price terms agreeable to farmers. YieldWise focused on establishing reliable training relationships between buyers and farmers for continued market access. Protracted contract negotiations. This was caused by several reasons – the reference prices were not very clear in terms of the quality and location; the presence of export buyers and NFRA and Cereals Board also put additional pressure on local buyers; and the offers from alternative buyers were considered opportunistic by anchor buyers. Discussions to review contract prices were quite difficult. Farmers were asking for better price offers because they have cleaned their maize and its quality is significantly higher than the quality of grain sold in spot markets. Buyers are convinced the prices farmers want are too high. The issue of pricing remained contentious because there was no agreed price discovery mechanism.

Despite optimism about the potential of forward delivery contracts to improve access to reliable markets, contracts between farmers and buyers are difficult to enforce in case of a breach by either party – a scenario we observed in the 2018 maize season in Tanzania. Buyers failed to buy at the agreed floor price citing market volatility and farmers in many Fos failed to deliver the agreed volume citing production challenges. Price fluctuations make it difficult for each party to stick to agreed terms. As both parties operate in a relatively unpredictable environment, prices and volume obligations stated in the contract should be adjustable both ways – downwards and upwards to be in sync with market dynamics. Figure 3 below shows movements of prices of major food crops in the past three years reflects the extent of price fluctuation for maize in Tanzania.


Figure 1: Annual change in wholesale prices of major food crops

Source: Bank of Tanzania, Monthly Economic Review Report for December 2018

Owing to maize being a widely produced crop for both subsistence and sale, there are barriers to commercial service provider investment. First, profits earned by different actors in the value chain are low relative to some cash crops, limiting the return to a buyer, processor or input provider from investing in farmer credit or extension training. Second, the multiple marketing channels of maize increase the risk of farmers selling through channels that prevent any investor from capturing the value of the investment which usually occurs at the time of sale. Third, as the most important food crop in Tanzania, food security pressure can radically change the household decision to consume vs. market and attract often unpredictable regulatory involvement. To mitigate the risk and improve incomes, interventions such as YieldWise need to look at a smallholder farm in totality of all the priority crops grown by the household. This could include value chains such as beans, soya beans, sunflower, potatoes, dairy, poultry, fruits and vegetables, etc.


14. Compliance Statement This progress report complies with the terms of the Grant Agreement Number 2016 YWS 313.

SIGNED BY

Name: Vianey Rweyendela

Position: Country Manager, Tanzania

Signature: Date: 28th February 2021


Annex

Annex 1: Off-Taking Plan and Buyer Capacities

No Name of Buyer Maximum Capacity

(Metric Tons) Regular

capacity

1 NFRA 246,000 110,700

2 CPB 50,000 22,500

3 Musoma Foods 23,000 10,350

4 NJORECU 15,000 6,750

5 Silverland 20,000 9,000

6 UNION STORE 14,000 6,300

7 APEK 12,000 5,400

8 Christian Haule 2,000 900

9 Export Trading 24,000 10,800

10 Fred Mhagama 1,500 675

11 Hassan Masay 2,000 900

12 Joseph Mkami 2,000 900

13 Ken Millers 10,000 4,500

14 Kindamba Investment 2,000 900

15 Laurence Charles 3,000 1,350

16 Lukas Mkulu 4,000 1,800

17 Mafoca Co. 2,000 900

18 Maulid Abdala 1,500 675

19 Mbedule Company 5,000 2,250

20 Mgeni Investment 8,000 3,600

21 MM Ltd 10,000 4,500

22 Mohamed Hassan 3,000 1,350

23 Mwakipesile Company 15,000 6,750

24 Njanja Mills 10,000 4,500

25 Paulo Bayo 3,000 1,350

26 Salmu Abdala 2,000 900

27 Yassin 3,500 1,575

28 Lina Millers Ltd 12,000 5,400

29 Nafaka Store Ltd 15,000 6,750

30 Dikwe General Supplies Ltd 20,000 9,000


No Name of Buyer Maximum Capacity

(Metric Tons) Regular

capacity

31 Alaska Tanzania Ltd 2,000 900

32 Ruaha Millers Ltd 3,000 1,350

33 Mapanda Enterprises Ltd 15,000 6,750

34 Mama Seki Group Ltd 7,000 3,150

35 Tenende Agricultural Co. Ltd 10,000 4,500

36 Real World Limited 10,000 4,500

37 Msamala Enterprises Ltd 12,000 5,400

38 Ikuwo General Enterpises Ltd 12,000 5,400

39 Mbomole Investments Ltd 10,000 4,500

40 Khebandza Marketing Co. Ltd 15,000 6,750

41 Obeny General Supplies Ltd 2,000 900

42 Dickens Investments 15,000 6,750

43 Super Seki Ltd 7,000 3,150

44 MEMA Holdings LTD 10,000 4,500

Total 670,500 301,725

Annex 2: List of Agro-dealers Linked to Banks - 2019

No Agrodealer / Owners Name Gender Phone Contact District

1 Mussa Nilongo Sengo F 0767-655570 Namtumbo

2 Nashon Mchagaty M 0756-629716 Namtumbo

3 Georgina Mbawali And Brito Mgaya

F 768490820 Songea Urban

4 Claud Kyando F 0767-656792 Songea Urban

5 A-Z Textile Mills Ltd M 0692-828540 Songea Urban

6 Modesta Filbert Milanzi F 0764-505241 Peramiho

7 Cosmas Leornad Haule M 0789-369737 Songea urban

8 Emmanuel Komba M 0717-227177 Songea Urban

9 Bufe Alfred M 769927080 Karatu

10 Yasini Said Kisave M 767257518 Karatu

11 David Hhando M 754578452 Karatu

12 Ericko Kawanga M 767836840 Iringa

13 Gabriel Yoldan Lukosi M 754469326 Iringa

14 Alpha Mgimba M 767498696 Iringa



15 Annaviola Walter F 0688405405/0769925828 Iringa

16 Method Mathei Luoga M 768659786 Ludewa

17 Yohan Mhagama M 763492617 Ludewa

18 Neema Urasa F 0786 130 706 Kiteto

19 Augustino John M 0787 853 414 Kiteto

20 Chepe J Makaranga M 0754 601 438 Kongwa

21 Neema Urasa F 0786 130 706 Kiteto

22 Augustino John M 0787 853 414 Kiteto

23 Chepe J. Makaranga M 0754 601 438 Kongwa

24 Pendael J. Manupa M 0765 368 721 Kongwa

25 Marium Said Mbwambo F 0757 656 866 Gairo

26 Pauleth Makanyaga F 0714 284 787 Gairo

27 Emanuel Peter Salehe M 0784 843 167 Kilosa

28 Stansilaus Akilimali M 0683 685 519 Kilosa

29 Theopister Sekiwawanga F 0713 541 454 Dodoma City

30 Tukupasya J. Mwanemile M 0762 882 433 Dodoma City

31 Gladisia Egno Mgeni F 762807195 Madaba

32 Emmanuel Mwakasungula M 755483033 Madaba

33 Joram Bee M 784228121 Mkalama

34 Mathew Gunda M 784887736 Mkalama

35 Paulo Petro Mtaki M 763165922 Mkalama

36 Benedict Diyay M 784960876 Babati

37 Fedelis Frank Terry M 768770420 Babati

38 Grace Mpoli F 784666964 Babati

39 Julias Panga M 756699485 Babati

40 Deogratus Masawe M 782721155 Babati

41 Leonard Salingo M 754633927 Wanging’ombe

42 Benadetha Sanga F 757296116 Wanging’ombe

43 Mkahalyusi Abuu Ally M 766771623 Wanging’ombe

44 Happiness H. Kwilabya F 758375172 Mbozi

45 Timson Nzunda M 0754 041 696 Mbozi

46 Francis German Msuya M 784930131 Mbulu

47 Angela Daniel Msangi F 784616154 Mbulu



48 Emmanuel Bayyo M 0628 716 456 Mbulu

49 Keneth Makunga M 784334788 Kondoa

50 Estomihi Mringo F 762756412 Kondoa

51 Fraterine Mhoo M 786608482 Chemba

52 Juma Mwilo M 683933474 Chemba

53 Paulo Kayange M 764815334 Kalambo

54 Rashidi Nyoni M 745885192 Kalambo

55 Frank Shitindi M 752391761 Momba

56 Vitus Mgaya M 754585209 Momba

57 Elia Ntamakiliwa M 754634135 Momba

58 Frank Shitindi M 752391761 Momba

59 Vitus Mgaya M 754585209 Momba

60 Oneza Mary Midamo F 754644736 Mufindi

61 Agriculture Imput Suplier M 754654433 Iringa

62 Joshua Mlemka M 0756 861559 Wanging’ombe

63 David Mtokoma M 768804817 Wanging’ombe

64 Aloysia Mlowe F 764735875 Wanging’ombe

65 Ester Damson Kihombo F 0746-712134 Wanging’ombe

66 Winifrida Herman Mwanyika F 0755-779644 Wanging’ombe

67 Tawi Ayubu Mhemedzi M 0754 440365 Wanging’ombe

68 Richard Amos Nyagawa M 752047980 Wanging’ombe

69 Moshi Gabriel Kipanga M 758206040 Wanging’ombe

70 Bernard Paulo Njogoro M 0752-461652 Wanging’ombe

71 Emmanuel Aron Msigwa M 0766-954177 Wanging’ombe

72 Alam Msigwa M 687281072 Mbeya Rural

73 Yusta Mlaki F 754691001 Mbeya Rural

74 Adam Mwaifumo M 755853104 Mbeya Rural

75 Oscar Aloyce Msemwa M 755050050 Mbeya Rural

76 Grace Tarimo Mbwilo F 755805417 Sumbawanga

77 George Temba M 745118249 Sumbawanga

78 Kidelo Benjamin M 0754592205/0767364141 Sumbawanga

79 Solomon Sanga M 767468510 Sumbawanga

80 Nsubisi issa osia M 755965737 sumbawanga



81 Veronica Evarist Silayo F 787046681 HAI

82 Adelmarsi Gasper Mmari M 767386647 Siha

83 Lazaro Yatosha Lekei M 754302937 Siha

84 Gasper Reuben Ulomi M 754618265 Hai

85 Perpetua Eliasante Kiringanyo M 0785-060059 Hanang

86 Happyness Masawe F 0784-377562 Hanang

87 Titus R. Rweyema M 0784 475909 Meru

88 Joel Elias M 0785 122125 Meru

89 Audax Eutace Kauta M 784547018 MERU

90 Peter Oloo M 0754 401199 MERU

91 MRINGO AGROVER M 076275612 /0784664202 KONDOA

92 MAMA MALAMLA F 782954370 MPWAPWA

93 NDOSI-JML GENERAL SUPPLY

M 0715641175 /0769264774/ 0784664181

KONDOA

94 FARMERS CENTRE-SHABANI MRINDOKO

M 672604147 MPWAPWA

95 Mnsabi general ente M 754299215 Dodoma

96 Nuru kinyamuke M 787425783 mlimba

97 Juma mganga M 653830854 Gairo

98 Yohana Zeohania M 0765696320/ 0682546802 IRAMBA

99 Leornard Ndazi M 757092227 SINGIDA

100 Mikindo Arovet M 654133149 SINGIDA

101 Sha Maliamu F 0765373752/ 0782383481 IRAMBA

102 Donavelt Agrovet F 754474393 SINGIDA

103 Kalima M 753619006 SINGIDA

104 Planet Commercial Agent& Agrovet

M 714435869 MANYONI

105 Farm Connect M 714422018 MANYONI

106 Tatu Paolo(Mrs Yohana) F 766401007 GEITA

107 Mr Machombas M 762313145 GEITA

108 Ndalo Kurwijira M 755017999 GEITA

109 Deus Machomba M 0767142002 /078422170 MSALALA

110 Daudi Masanja M 0742315454 /0624057662 USHIROMBO

111 Dr Mhagama M 0755060282/ 0753753826 MBOGWE

112 Eliasi Lazaro M 0756066280/ 0625982928 NYANGWALE



113 Luta R.luta M 0753419119/ 0783679001 Bukombe

114 Mr Sabuni M 752493939 masumbwe

115 Mr Molel M 0744648594/ 0682471893 masumbwe

116 Kagozi M 758760034 Mbogwe-masumbwe

117 Kkonamo M 0766908774/ 0628318580 Mbogwe-masumbwe

118 Daud Masanja M 0742315454 /0624057662 Bukombe

119 Raphael maziku M 756662294 Bukombe

120 ELIETH SEKIKO M 753343537 KARAGWE

121 IKOMA AGROVET M 784943295 NGARA

122 ARISTIDEMAGEZI F 789063356 MISENYI

123 ZESPIUS MWINGEREZA M 753443891 BUKOBA

124 NDYANABO EDSON M 755840311 BUKOBA

125 Mr Madoshi M 759602930 BIHARAMULO

126 KAKULU NDABAGOLE M 759038391 BIHARAMULO

127 BENSON MTURI M 789009977 BUNDA

128 MZEE SAFARICHANDI M 0756189050/ 0789118525 SERENGETI

129 STANSLAUS MAGEMBE M 0787 164686 SERENGETI

130 MR LUCAS M 767039372 SERENGETI

131 MR MESSANGA M 787362215 SERENGETI

132 MR MUNGE M 0784267322/ 0754681963 BUNDA

133 SEPATARUS KAMUNTU M 787416437 MISUNGWI

134 MR PAMPHIL MASAHUA M 754393485 SENGEREMA

135 AZORI KALUMANZILA M 0786609214/ 0752609214 MWANZA

136 EDGAR MGETA M 782261071 MWANZA

137 MAKOYE EMMANUEL M 0746396413/ 0757295323 MISUNGWI

138 DR PRIJOA M 713130934 MISUNGWI

139 FEDERICK MANUMBA M 0763018784/ 0766313538 UKEREWE

140 MARTIN HUMBA M 0768552535/ 0757058151 UKEREWE

141 MPONEJA M 756838715 KWIMBA

142 MAMA MOSHI F 756833382 MISUNGWI

143 NESTORY MJOJO M 0784225442/ 0755292734 KWIMBA

144 BOAZ ISAYA M 686745114 SENGEREMA



145 MR MUSSA M 759274978 NYAMAGANA

146 ABBASI KYENGESO M 0767303781/ 0784920294 KWIMBA

147 MERBO TITUS KABUPU M 789577014 KWIMBA

148 MAMA ELIZABERTH F 0755918769/ 0784790655 KWIMBA

149 IRENE F 758738074 UKEREWE

150 YAHAYA ATHUMAN M 755505357 KAHAMA

151 YOHANA KADI M 754826936 SHINYNGA

152 MR NYESI M 743226092 MASWA

153 MRS MCHOMVU F 755740248 MASWA

154 MR KOLOWA M 754440403 SHINYANGA

155 ALISTIDA MARTINE F 713508699 KISHAPU

156 DR LIMBU M 0754655439 /0784259958 KAHAMA

157 DR ILEGA M 0752263511/ 0762365268 KAHAMA

158 VALENTINE SHIPULE F 769803529 SHINYNGA

159 BARAKA MIGERA M 0752815124/ 0654747587 SHINYNGA

160 LUBANZA M 0764733103 /0686262615 BUKOMBE

161 HX KISURA M 0764440279/ 0744484137 BUKOMBE

162 STEVEN SHILEMBA M 0752910688 /0753693661 BUKOMBE

163 SUZY AGROVE(YOHANA NDAKI)

F 789559852 BARIADI

164 PEMMA AGROVET M 787039601 BARIADI

165 MR NGUSA M BARIADI

166 LIMBU AGROVET M 687495783 ITILIMA

167 MR MAKENENE M 0762771273/ 0753706415 BARIADI

168 MR JAMES MAE(KAMANDA) M 766309747 BARIADI

169 MR YAKUB HAMIS M 0717614825/ 0752666502/ 0784614825

MEATU

170 MR EMMA M 787039601 BARIADI

171 Yohana Maduhu M 0789 610168 Itilima

172 RENA FARMERS CENTRE(GEORGE MSHANA/STEPHANO

M 0754379795/ 0756201418 MONDULI

173 SAFARI AGROVET-STAND NDANI

M 0758332270/ 0753873606 KARATU

174 OLELENGAI AGROVET M 753985594 KARATU



175 SHIRIMA AGROVET M 0784607186/ 0656700009 KARATU

176 NGAYA AGROVET M 755893536 MOSHI

177 MAMA TEDDY F 787192300 SAME

178 UISO AGROVET M 0758078681/ 0768671120 ROMBO

179 MKAZENI GENERAL&AGROVET

M 0784551822/ 0715927029 SAME

180 FARMERS CENTRE(SABAS MELECH)

M 0784628284/ 0787264264 ROMBO

181 GG KIMARO M 754867132 SIHA

182 TUKUTANE AGROVET(JAMES SENGASU/MRS SENGASU

M 0782288811/ 0713070352 SAME

183 KAVISHE AGROVET M 784518858 SAME

184 MAMA NELLY-PICS VENDOR

F 655746980 SAME

185 MANESHI AGROVET M 713468549 KARATU

186 ZUHURA AGROVET F 718011477 SAME

187 AIKA AGROVET M 714777475 SAME

188 CHIDY AGROVET(RASHID RASHID)

M SAME

189 AMANIEL MBIKE M 756328985 SAME

190 MADUNGA AGROVET M 0655300215/ 0786225288 BABATI

191 MAFUNGU AGROVET M HANANG

192 MAMBA AGROVET M 767772779 BABATI

193 MANDORO AGROVET M BABATI

194 MZEE MOSES SHOP(NANCY LAUWO)

M 784758607 BABATI

195 E.S AGROVET(MAMA KILEO)

F 784667786 MBULU

196 MSUYA AGROVET M 784930131 MBULU

197 MR SELE M 0786782096/ 0753033430 KITETO

198 JAMBO AGROVET M 767772778 BABATI

199 MBULU AGROVET M 689149439 MBULU

200 BABOKA AGROVET M 0620576180/ 0766816836 MBULU

201 BAYDA AGROVET M 684357841 MBULU

202 PAMOJA AGROVET-KASINDEE MASAWE

F 784392598 BABATI



203 MAFUNGU AGROVET M 764324696 HANANG

204 ENGUSERO AGROVET M 757380652 KITETO

205 NYANGERA AGROVET(BONDENI STREET)

M 0789117108/ 0683845333 MBULU

206 SHAMBARAI AGROVET(FEBRONIA KORDUNI)

F 754062402 SIMANJRO

207 NSORU AGROVET M 0652556564/ 0756647080 SIMANJRO

208 KITENGELA AGROVET(WILIAM MJEMA)

M 764560206 SIMANJRO

209 KIMAMBO AGROVET M 754925498 SIMANJRO

210 ZEBU AGROVET M 762643156 MBULU

211 MADUNGA AGROVET,PATRIC KISAMO

M 782721181 HANANG

212 BRELA AGROVET M 746609493 MKALAMA

213 EMMANUEL AGROVET M 0682424126/0745492694 MBULU

214 MsuyaAgric M 0784 930131 Mbulu

215 MpoliAgrovet M 0784 666964 Babati

216 ISAYA DYOYA M 756533333 KASULU

217 MR BONIFASI M 7572036224 KIBONDO

218 NSAJE KABULUFI M 65591550 KIGOMA

219 MARY FUBUSA AGROVET F 755725926 KIGOMA

220 BETHASAID AGROVET F 763846119 KASULU

221 SEBASTIAN AGROVET M 752916716 KASULU

222 VYALEO AGROVET F 763271091 KIGOMA

223 RUGEBUKA AGROVET M 0769375817/ 0756088211 KASULU

224 LULIMO AGROVET M 753027773 KIGOMA

225 MR KULWA EMMANUEL M 0744868678/ 0623427970 KIBONDO

226 PATRICK AGROVET M 766509455 KIGOMA

227 ILAGALA SACCOS M 754531420 KIGOMA

228 ELISHAAGROVET-KILIMO KWANZA

M 768458916 KIGOMA

229 Stanford Lilakoma M kigoma

230 Bonifasi Fransis M 0757391048/ 0786225740 kibondo

231 Mr Kajuna&mrs Kajuna M 0757203634/ 0764855950 kasulu



232 Mzee Ruge M 757989381 kasulu

233 MICHAEL JAJA M 0755665377/0783082177 NZEGA

234 DR MBAGA Agrovet M 0754576922/0784576922 NZEGA

235 JUMA MWASAGA M 683125430 NZEGA

236 MAMA AZAMA AGROVET F 784664784 URAMBO

237 MR GILIGWA M 0787162767/ 0686915160 URAMBO

238 JACKSON MPONEJA M 0785865177/ 0755369425 URAMBO

239 CG TRADERS M 0714089350/ 0717363618 TABORA

240 MR MASALA M 0768483723/ 07871702263/ 0756637901 EDSON

NZEGA

241 MR MKITANGA M 0767710219/ 0787559368 TABORA

242 MAMA APE F 753997099 TABORA

243 WAYDAH SANKA M 0784344766/ 0762797483 NZEGA

244 JOANITHAKAIJAGE F 0782951888/O75678167 NZEGA

245 NAUSEA Agrovet F 782193454 URAMBO

246 MAMA APE F 753997099 TABORA

247 MAMA DONALD F 686499757 NZEGA

248 MR SONGO/MAMA SONGO M 07644196722/06239542244 NZEGA

249 MARY AMOSI NJUKA F 0756007002/0789238556 NZEGA

250 EMANUEL M 0762619601/0769251007 NZEGA

251 ALLAN JOHN M 0785921118/0752059733 NZEGA

252 MKOJERA Agrovet M 078446882/0762530555 NZEGA

253 MWAKIPESILI M 0754070904/07892229 NZEGA

254 MOSES MANONI M 0767209971/ 0788416177/ 0767736922

NZEGA

255 MONICA DONALD F 0784376472/0758423891 KALIUA

256 MR KIZOGELA M 784684475 URAMBO

257 MNYAPALE FARM BASE CENTRE

M 0765874589/0788027675 SIKONGE

258 NYAMWENDA AGROVET M 766601876 SIKONGE

259 ADEPT VETAGRO CENTRE M 769603626 CHALINZE

260 Mr Luyayi Agrovet M 716092323 Nachingwea

261 TunduruAgrodealers M 0784 471813 Mtwwara

262 Mdumuke Agrovet M 786186468 Newala

263 Idd Ngapola M 677005835 Nachingwea



264 Simon Kiomboi M 714473880 masasi

265 Iwawa General Spllies F 0754 822739 Iringa

266 Pila Agrovet M 0681 003845 kilolo

267 kawanga Agrovet M 76783840 Iringa

268 Mr Ayoub M 754321828 Iringa

269 irene Fundisha F 764874064 Iringa

270 kilimo ni kazi Agrovet M 0758923407/0784454103 Iringa

271 mama alfa Agrodealer F 769779138 Iringa

272 MkufyaAgrovet M 0714 200010 Korogwe/Kilindi

273 Dr Mbelwa agrovet services M 713324968 Korogwe

274 Janeth Agrovet F 769041260 Handeni

275 Ebeneza agrovet M 76751540 Mheza

276 JAMES ISMAIL SENGASU M 759172110 SAME

277 FRORA A. URIO F 713465869 DODOMA

278 CPNSTANTINE A. MUSHY F 0784439574/0658439574 DODOMA

279 JOHN NZALAMOTO M 718840655 DODOMA

280 JUMA MAZENGO M 658804749 DODOMA

281 DEBORA MWANEMILE F 713619667 DODOMA

282 TUKUPASYA MWAMFUPE M 762882433 DODOMA

283 ARVESTA W MARIKI M 754395636 DODOMA

284 SALUM MWINYIMVUA BOHAR

F 0763-715750/0788-275123 IFAKARA

285 EFREM JOSEPH ASENGA

M 0785-287949 IFAKARA

286 THERESIA BASIL MMBANDO

F 0684-728346 IFAKARA

287 MVUMO SENDEU SEMBIKO

M 719788888 IKWIRIRI

288 AHMADI ABDALA YUSUFU M 784635065 NJIA NNE KILWA

289 SHABANI ADAM SEMBIKO M 713199627 KILIMANI/RUFIJI

290 M/s A&M AGRO M 0754-262796/ 0754-557344 SOKO KUU DODOMA

291 M/s M S AGROTEC M 0754-299215 SOKO KUU DODOMA



292 NAISE & NEEMA AGROCENTRE

F 0784 940 909 TABORA

293 KITAPONDYA AGROVET M 0628 666 664 TABORA

294 APE AGROVET ( MOLLEL ) F 0785 589 010 TABORA

295 SHAGEMBE AGROVET M 0767 843 466 TABORA

296 MIFUGO & KILIMO SUPPORT CO.

M 0764 601 903 TABORA

297 HAJIB SINGANO SANGAI M O622-592336 TANGA

298 HUSNA BARAKA MASAWE F 0714-497056 TANGA

299 FARAJI KAONEKANA M 0784-273024 TANGA

300 AKIDA TWAHA M 0717-481213 TANGA

301 Mary atonga F 0784-456019 NZEGA

302 Eliphace ruangisa F 0685-652120 NZEGA

303 Mihambo M 0754-809120 NZEGA

304 Michael kilyamali M 0784-428115 NZEGA

305 Vumilia rubaradi M 0684-113109 NZEGA

306 Batisilio Clement M 0756-286523 SHINYANGA

307 Samwel Kalenzo M 0755-240522 SHINYANGA

308 Godfrey James M 0763-104300 SHINYANGA

309 James Tarimo M 0625-966621 SHINYANGA- KISHAPU

310 BERNADETA SANGA F 757296116 MAKAMBAKO

311 GUDLUCK ISRAEL SANGA M 0753514918/0683514918 MAKAMBAKO

312 BEATUS LIHAWA F 762895709 MAKAMBAKO

313 SADICK MATALALA M 756005507 MAKAMBAKO

314 ALBERTO MGAYA M 759660265 MAKAMBAKO

315 OLAFU MHEMA M 757374541 MAKAMBAKO

316 LIDYA PALANJO F 0755634693/0786112035 MAKAMBAKO

317 AULERIANI MANGULA F 765112511 MAKAMBAKO

318 ASIFIWE ABSALUMU SANGA

F 754335540 MAKAMBAKO

319 GRECIUS MBEMBAJI F 768471247 MAKAMBAKO

320 OSTARIDE BEREUSI F 0764043236/0787022198 MAKAMBAKO

321 JACKLINE MAKOYOLA F 753701202 MAKAMBAKO

322 TWIN DAVID M 752688051 MAKAMBAKO



323 WEMA KILIANI F 762808166 MAKAMBAKO

324 DASTANI RUBUYE M 0767110790/0768282349 MAKAMBAKO

325 MKOMBOZI ASIFIWE SANGA

M 755622535 MAKAMBAKO

326 ROSE MSIGWA F 758454892 MAKAMBAKO

327 STEPHEN MHAGAMA M 757018076 MAKAMBAKO

328 Kitapondya agro vet M 754041346 Rukwa- Kalambo

329 Bihoriki agro chemical M 767440254 Rukwa – Nkasi

330 Suagra agro vet M 763470939 Sumbawanga

331 Gadau agro vet F 768633268 Sumbawanga

332 Ikuwo AgroVet M 754647479 Sumbawanga

333 Malambo agro vet M 753221846 Laela

334 Lema agro chemical M 757194000 Mlowo

335 Undari center M 754513990 Mlowo

336 S&S agro enterprise M 769904647 Tunduma

337 Matamba II AgroVet M 755387651 Mpanda

338 Shegembe agro vet M 754562253 Mpanda

339 Mbogo agro vet M 767682139 Mlele

340 Guhona agro vet M 752006419 Nsimbo

341 Hola agro vet M 769444603 Tanganyika

342 Moro farm agrovet M 784465850 Morogoro municipal

343 Moro vet M 757664949 Morogoro municipal

344 Kilimsuri agrovet M 784335262 Morogoro municipal

345 Imka agrovet M 754761416 Morogoro municipal

346 Makanyaga agrovet M 754240425 Morogoro municipal

347 Mafwele agrovet M 754275309 Morogoro municipal

348 Mangowi agrovet M 754364298 Morogoro municipal

349 Light agrovet M 716691909 Ulanga (Lupilo)

350 JG & SH agrovet F 784472558 Ifakara



351 Kapilima agrovet 1 M 784355016 Ifakara

352 Mabula pembejeo M 789486349 Ifakara

353 Salum agrovet F 788275123 Ifakara

354 Sharom agrovet F 688521269 Ifakara

355 Zainabu agrovet F 784666737 Ifakara

356 Alpha agrovet 1 M 767498696 Iringa town

357 Mark enterprise M 757421246 Iringa town

358 Tanganyika Famers Associations (TFA)

M 753932727 Mufindi (Mafinga)

359 Mahenge agrovet M 753013888 Mufindi (Mafinga)

360 Mecky agrovet M 766444304 Mufindi (Mafinga)

361 BP agrovet M 762932837 Kilolo (Ilula)

362 Luwago agrovet M 784552554 Kilolo (Ilula)

363 Ngailo agrovet M 788372136 Kilolo (Ilula)

364 Gilayo agrovet M 786701740 Kilolo (Ruaha mbuyuni)

365 Bwana shamba agrovet M 785813988 Kilolo (Ruaha mbuyuni)

366 Massawe agrovet M 783972893 Kilolo (Ruaha mbuyuni)

367 KU farming M 754601438 Kongwa (Kibaigwa)

368 Farmer care M 784462808 Mpwapwa

369 Sembuta agrovet M 714617681 Mpwapwa

370 Bosa agrovet M 787407770 Mpwapwa

371 Mkabogo agrovet M 783885046 Kondoa

372 Mringo agrovet2 M 784664202 Kondoa

373 Makunga agrovet M 657390937 Kondoa

374 CJ agrovet M 712123838 Dodoma city

375 Double’s agrovet M 674924041 Dodoma city

376 Ngao agrovet2 M 768294786 Dodoma city

377 MS agrotech M 784436569 Dodoma city

378 C.M agricultural inputs M 754997517 Dodoma city

379 Blessing agrovet F 714204340 Dodoma city



380 Moshi agrovet M 784439574 Dodoma city

381 DAMIAN AGROVET M 714284787 GAIRO

382 GAIRO VET CENTRE M 654450402 GAIRO

383 JUAKALI AGROVET M 669800969 GAIRO

384 NURU FARM M 786528530 GAIRO

385 IGIJA AGROVET M 652405109 MVOMERO

386 NEMO AGROVET F 672318241 MVOMERO

387 INFINITY AGROVET M 769151120 MVOMERO

388 MPANDACHOLA AGROVET M 752673717 Dumila

389 KVC (Temu) agrovet M 787335582 KILOMBERO

390 ABC agrovet M 787833763 KILOMBERO

391 Efrem agrovet M 716838194 KILOMBERO

392 Kudukwa agrovet M 787503181 ULANGA

393 Sauli agrovet M 786329495 ULANGA

394 Meja agrovet M 769265135 IRINGA

395 Chikongolile agrovet M 754591408 BAHI

396 MPINA GENERAL TRADER M 757710119 SONGEA

397 TWEVE SHOP M 768093767 SONGEA

398 LUYAYA KILIMO KWANZA M 783774727 NACHINGWEA

399 ADAMASON AGRO CHEMICAL

M 712129008 MASASI

400 Nzunya Agrochemical M 784276864 Uyole

401 SAJA SIMOTEKE M 758380380 Mwanjelwa

402 Nanenane agrovet M 759805548 Nanenane

403 Idd Pembejeo M 769752121 Kyela

404 Thomas Agrovet M 765948917 Tukuyu

405 Mbare agrovet M 767906224 Chunya

406 Igawa Agrovet M 768031574 Igawa

407 Mbembati Farm Chemical ltd M 768471247 Makambako

408 Lutengo Agrovet M 753168636 Makambako

409 Mbugi Agrovet M 625750340 Njombe

410 Masasi Investment M 744669318 Njombe

411 Msemwa Agrovet M 768068017 Igwachanya



412 One Njelekela Agrovet M 755569599 Ludewa

413 Thomas Agrovet M 764513014 Makete

414 MPOLI AGROVET M 784666964 BABATI

415 JAMBO KILIMO M 784161616 BABATI

416 CENTRAL AGROVET M 784667786 MBULU

417 TUKUTANE AGROVET M 756600175 SAME

418 MAWENZI VET M 754810292 MOSHI

419 RAFIKI KILIMO M 754309745 MOSHI

420 TILYA AGROVET M 754598239 ARUSHA CITY

421 BELLA AGROVET F 763489926 ARUSHA CITY

422 IMPALA AGROVET M 754314499 ARUSHA CITY

423 ARDOLD AGRIBUSINESS M 754020730 ARUSHA CITY

424 UKEREWE AGROVET F 757092227 SINGIDA MUNICIPALITY

425 CHINA AGROVET M 784623113 LUSHOTO-TANGA

426 ANNONSIA SHAYO F 759182120 HANDENI-TANGA

427 TWIN AGROVET M 767657132 KITETO-MANYARA

428 SHAO(MKULIMA AGROVET M 684296586 KATESH-HANANG

429 Shinyanga Farm M 754250855 Kahama-Shinyanga

430 Shaghembe Agrovet M 767843466 Tabora MC

431 Giligwa Agrovet M 787162767 Urambo-Tabora

432 Kisangazi Agrovet M 744914003 Tabora MC

433 Sebastian Agrovet M 752916716 Kasulu-Kigoma

434 Ngara Horticultural Farm Group

M 759546529 Ngara-Kagera

435 Mukpar Agrovet M 782207997 Bukoba

436 Tarimo Agrovet M 767508699 Kishapu-Shinyanga

437 Machomba Agrovet M 762313145 Geita town

438 Pachama Tanzania Ltd M 783250220 Mwanza city



439 Suzy Agrochemical & General Supplies

F 789559852 Bariadi

440 Kwimba Agrovet M 784714976 Musoma

Annex 3: Aflatoxin in Flour – Test Report

TEST REPORT

INTERNATIONAL INSTITUTE OF TROPICAL AGRICULTURE DATE: 22 May 2019

Plot No. 25, Mikocheni Light Industrial Area

P.O.Box 34441, Dar-es-Salaam, Tanzania

NAME OF LABORATORY: Food Quality Laboratory

LABORATORY REPORT ON ANALYSIS OF: Aflatoxin in flour

SUBMITTED TO: Alliance for a Green Revolution in Africa (AGRA)

Tanzania

TYPE OF SAMPLE RECEIVED: Dona flour, Sembe flour and Maize grains

DATE RECEIVED: 22 February 2019

NUMBER OF SAMPLES: • 10 Dona samples

• 10 Sembe samples

• 10 Maize grains samples

ANALYSIS REQUESTED: Aflatoxin B1, B2, G1 G2 and Total aflatoxin

ANALYISIS PERFORMED: Aflatoxin B1, B2, G1 G2 and Total aflatoxin

METHOD OF ANALYIS: Aflatoxin Analysis in Foods using High Precession Liquid Chromatography (HPLC)

ANALYSIS RESULTS

S/No Laboratory Number

Sample type Client’s Reference Number

Aflatoxin Concentration in ppb(ng/ml)

G2 G1 B2 B1 Total

1 291/2019 Maize flour (Sembe) 01 * 0.39 5.24 10.08 15.71

2 292/2019 Maize flour (Sembe) 02 * * * * *


4 294/2019 Maize flour (Sembe) 04 0.77 1.20 1.23 2.35 5.55



S/No Laboratory Number

Sample type Client’s Reference Number

Aflatoxin Concentration in ppb(ng/ml)

G2 G1 B2 B1 Total


7 297/2019 Maize flour (Sembe) 07 * * 0.36 * 0.36

8 298/2019 Maize flour (Sembe) 08 * * 0.55 0.59 1.14

9 299/2019 Maize flour (Sembe) 09 0.33 * * 0. 13 0.46

10 300/2019 Maize flour (Sembe) 10 0.24 * * * 0.24

11 301/2019 Maize flour (Dona) 11 0.18 * * * 0.18

12 302/2019 Maize flour (Dona) 12 0.36 * * * 0.36

13 303/2019 Maize flour (Dona) 13 * * * * *

14 304/2019 Maize flour (Dona) 14 * * * * *

15 305/2019 Maize flour (Dona) 15 * * * * *

16 306/2019 Maize flour (Dona) 16 * * * * *

17 307/2019 Maize flour (Dona) 17 * * * * *

18 308/2019 Maize flour (Dona) 18 0.32 * * * 0.32

19 309/2019 Maize flour (Dona) 19 0.38 * * * 0.38

20 310/2019 Maize flour (Dona) 20 * * * * *

21 311/2019 Maize grains 21 0.91 * * * 0.91

22 312/2019 Maize grains 22 0.84 * * * 0.84

23 313/2019 Maize grains 23 0.93 * * * 0.93

24 314/2019 Maize grains 24 * * * * *

25 315/2019 Maize grains 25 0.39 * * * 0.39

26 316/2019 Maize grains 26 0.43 * * * 0.43

27 317/2019 Maize grains 27 0.60 * * * 0.60

28 318/2019 Maize grains 28 * * * * *

29 319/2019 Maize grains 29 * * * * *

30 320/2019 Maize grains 30 0.53 * * * 0.53

*Indicates that Aflatoxin was not detected

•NB: The Tanzania Bureau of Standards (TBS) and the Tanzania Food and Drug Authority (TFDA) are the national institutions responsible for all matters regarding compliance of products to regulatory standards. The laboratory report is based on analytical service provided and does not imply endorsement of the samples analysed. IITA does not have a regulatory or approval mandate on products manufactured in Tanzania or imported.

Annex 4: List of FOs/ Aggregation Centers that Received Equipment Support

No Name of Farmer Organization

NGO Partner

Zone Region District Ward Weighing scales


1

Tama Amcos RUDI South Ruvuma Madaba Mkongotema 2 7 2

2

KIWAGU/ Kikundi cha Wakulima Gumbiro

RUDI South Ruvuma Madaba Gumbiro 1 4 1

3

VUWAJA / Vikundi vya ukombozi wa jamii

RUDI South Ruvuma Madaba Gumbiro 1 20 1

4

Muungano Gumbiro SACCOS

BRITEN South Ruvuma madaba Mtyangimbole 1 4 1

5

Muungano SACCOS BRITEN South Ruvuma Mbinga Utiri 1 4 1

6

Katuma AMCOS BRITEN South Ruvuma Mbinga 0 4 1

7

SHIRIMUNGUNGANI AMCOS

RUDI North Kilimanjaro Hai Mnadani 1 3 1

8

NSHARA RUDI North Kilimanjaro Hai NSHARA 0 3 1

9

UWAKICHI AMCOS RUDI North Kilimanjaro Hai KIKAVU CHINI 1 3 1

10

MUDIO RUDI North Kilimanjaro Hai Romu 1 3 1

11

UMOJA MAGADINI RUDI North Kilimanjaro Siha GARARAGUA 1 3 1

12

IVAENY SACCOS RUDI North Kilimanjaro Siha LAWATE 1 3 1

13

SIHA-KIYEYO AMCOS RUDI North Kilimanjaro Siha LIVISHI 1 3 1



NGO Partner



14

Kware Amcos RUDI North Kilimanjaro Hai 1 3 1

15

Kanyele AMCOS BRITEN South Rukwa Kalambo Sopa 3 12 3

16

Mkusa AMCOS BRITEN South Rukwa Kalambo Katazi 5 16 5

17

Mkali AMCOS BRITEN South Rukwa Kalambo Mkali 2 6 2

18

Ninga Amcos BRITEN South Njombe Njombe Ninga 0 2 1

19

Matiganjola AMCOS BRITEN South Njombe Njombe Ikuna 0 1 1

20

Nyombo AMCOS BRITEN South Njombe Njombe Ikuna 0 2 1

21

Upami AMCOS BRITEN South Njombe Njombe Kichiwa 0 1 1

22

Ibumila Amcos BRITEN South Njombe Njombe Kichiwa 0 2 1

23

NSOSA BRITEN South Njombe Wanging’ombe Ilembula 7 20 7

24

HOMARI AMCOS RUDI North Manyara Hanang MASAKTA 1 3 1

25

ENDASAK AMCOS RUDI North Manyara Hanang ENDASAK 1 3 1

26

KIJUNGU AMCOS RUDI North Manyara Kiteto KIJUNGU 1 2 1

27

ENGUSERO AMCOS RUDI North Manyara Kiteto ENGUSERO 1 2 1



NGO Partner



28

MAGUNGU AMCOS RUDI North Manyara Kiteto MAGUNGU 1 2 1

29

MATUI AMCOS RUDI North Manyara Kiteto MATUI 1 2 1

30

DIDIHAMA AMCOS RUDI North Manyara Mbulu BASHAY 1 3 0

31

BARGISH AMCOS RUDI North Manyara Mbulu BARGISH 1 3 1

32

MARANG AMCOS RUDI North Manyara Mbulu DAUDI 0 3 0

33

Mangalali Farmers Association

RUDI South Iringa Iringa Rural Mangalali 1 5 2

34

Kaning’ombe Farmers group

RUDI South Iringa Iringa Rural Kaning’ombe 1 5 1

35

IGULA FARMERS GROUP

RUDI South Iringa Iringa Rural Kihorota 1 2 1

36

CHAMINDI FARMERS GROUP

RUDI South Iringa Iringa Rural Nyang’oro 1 2 1

37

Ihemi SACCOS BRITEN South Iringa Iringa rural Ihemi 1 3 1

38

Kiponzelo SACCOS BRITEN South Iringa Iringa rural Kiponzelo 1 4 1

39

Magulilwa AMCOS BRITEN South Iringa Iringa Rural Magulilwa 1 5 1

40

Lupembelwasenga Amcos BRITEN South Iringa Iringa Rural Lupembelwasenga 1 5 1

41

Oursaviour SACCOS BRITEN South Iringa Iringa Rural Kising’a 0 2 1



NGO Partner



42

Vitono Amcos BRITEN South Iringa Iringa Rural Uhambingeto 1 2 1

43

ISIMANI TARAFANI RUDI South Iringa Iringa Rural Isman 1 2 1

44

Muungano Group II RUDI South Ruvuma Songea Rural Mpandangindo 1 5 1

45

Magagura Saccos RUDI South Ruvuma Songea Rural Magagura 2 5 2

46

Nakahuga Irrigation cooperative society

RUDI South Ruvuma Songea Rural Litisha 1 5 1

47

Juhudi Group RUDI South Ruvuma Songea Rural Mpitimbi 1 5 1

48

UWAUSUBI RUDI South Ruvuma Songea Rural Subira 1 5 1

49

Tanga SACCOS BRITEN South Ruvuma Songea Rural Tanga 1 4 1

50

OZACHA BRITEN South Ruvuma Songea Rural Tanga 1 4 1

51

SHIWAPE BRITEN South Ruvuma Songea Rural Peramiho 1 6 1

52

SHIWAM BRITEN South Ruvuma Songea Rural Tanga 1 4 1

53

Ushauri Group BRITEN South Ruvuma Songea Rural Mwengemshindo 1 4 1

54

Ndilimalitembo Farmers BRITEN South Ruvuma Songea Rural Ndilimalitembo 1 6 1

55

Muungano Zomba Farmers

BRITEN South Ruvuma Songea Rural Kilagano 2 4 1



NGO Partner



56

Kilimanjaro Farmers BRITEN South Ruvuma Songea Rural Kilagano 1 4 1

57

Kilimo Kwanza Farmers BRITEN South Ruvuma Songea Rural Kilagano 1 4 1

58

Liwumbu Farmers group BRITEN South Ruvuma Songea Rural 0 4 0

59

Mpui SACCOS BRITEN South Rukwa Sumbawanga Mpui 6 24 6

60

Kwela AMCOS BRITEN South Rukwa Sumbawanga Kalambazite 1 4 1

61

Laela AMCOS BRITEN South Rukwa Sumbawanga Laela 1 4 2

62

Tuganduhe AMCOS BRITEN South Rukwa Sumbawanga Sandulula 1 4 1

63

Mavua AMCOS BRITEN South Rukwa Sumbawanga Msanda 1 4 1

64

KIN’GORI SACCOS RUDI North Arusha Meru KIN’GORI 1 3 1

65

MARORONI SACCOS RUDI North Arusha Meru MARORONI 1 0 1

66

Momba Farmers Association

BRITEN South Songwe Momba Momba 1 2 1

67

Nandanga Amcos BRITEN South Songwe Momba Nandanga 1 4 1

68

Ndalambo BRITEN South Songwe Momba Ndalambo 3 9 2

69

Mapogoro AMCOS BRITEN South Njombe Ludewa Mapogoro 0 2 0



NGO Partner



70

Tupendane BRITEN South Njombe Ludewa Lubonde 0 3 1

71

Panda miti BRITEN South Njombe Ludewa Lubonde 0 3 0

72

Mavanga AMCOS BRITEN South Njombe Ludewa Mavanga 1 4 1

73

Lusala Amcos BRITEN South Njombe Ludewa Lusala 1 2 1

74

Lupanga Amcos BRITEN South Njombe Ludewa Lupanga 1 3 1

75

Lufumbu Amcos BRITEN South Njombe Ludewa Lufumbu 1 3 1

76

ISOWELU AMCOS BRITEN South Njombe Njombe Mtwango 1 4 1

77

Mshikamano BRITEN South Njombe Njombe Igongolo 1 2 1

78

Ikuna AMCOS BRITEN South Njombe Njombe Ikuna 0 2 0

79

Ilengititu AMCOS BRITEN South Njombe Njombe Kichiwa 1 2 1

80

Kichiwa AMCOS BRITEN South Njombe Njombe Kichiwa 0 1 0

81

Ikando AMCOS BRITEN South Njombe Njombe Kichiwa 0 1 0

82

WAAMCOS BRITEN South Njombe Wanging’ombe Mayale 1 5 1

83

NAFA / Naikes farmers association

RUDI South Ruvuma Namtumbo Naikesi 1 10 1



NGO Partner



84

Luhimbalilo Irrigation Cooperative society

RUDI South Ruvuma Namtumbo Mputa 1 5 1

85

Lulanzi Umoja Group RUDI South Iringa Kilolo Lulanzi 1 5 1

86

Isuka Farmers Group RUDI South Iringa Kilolo Isuka 1 5 1

87

Lukani Farmers Group RUDI South Iringa Kilolo Lukani 1 5 1

88

Kitowo Farmers Group RUDI South Iringa Kilolo Kitowo 1 5 1

89

Ng’uruhe Farmers Group /Juhudi

RUDI South Iringa Kilolo Nguruwe 2 5 1

90

Amani Luhindo Amcos RUDI South Iringa Kilolo Luhindo 1 5 1

91

Okoa Amcos RUDI South Iringa Kilolo Image No 8 1 5 1

92

Mawambala /Kilolo mawambala farmers group

RUDI South Iringa Kilolo Mawambala 1 5 1

93

WINOME / Kilolo winome farmers group

RUDI South Iringa Kilolo Winome 1 5 1

94

Ukumbi / Faraja RUDI South Iringa Kilolo Ukumbi 2 5 1

95

GETAMOCK AMCOS / MAHHAHHA

RUDI North Arusha Karatu Getamock 1 3 1

96

Dirangw AMCOS RUDI North Arusha Karatu Mbulumbulu 1 3 1

97

Kansay SACCOS RUDI North Arusha Karatu KANSAY 1 3 1



NGO Partner



98

Wheatschem Amcos RUDI North Arusha Karatu 1 2 0

99

Kumekucha SACCOS BRITEN South Mbeya Mbeya Rural Songwe viwandani 1 3 1

100

Nyanyembe Amcos BRITEN South Iringa Mufindi Mbalamaziwa 1 3 1

101

Mtambula Amcos BRITEN South Iringa Mufindi Mtambula 1 3 1

102

Matanana Amcos BRITEN South Iringa Mufindi Matanana 1 3 1

103

GALLAPO AMCOS RUDI North Manyara Babati GALLAPO 1 3 1

104

GENDI AMCOS RUDI North Manyara Babati GENDI 1 3 2

105

BASSO SIDAY AMCOS RUDI North Manyara Babati GALLAPO 1 3 1

106

BUBU AMCOS RUDI North Manyara Babati ARI 1 3 1

107

GIBA AMCOS RUDI North Manyara Babati DAREDA 1 3 1

108

DACOFA RUDI North Manyara Babati Dareda 1 3 1

109

Shambwe AMCOS BRITEN South Songwe Mbozi Hangomba 1 6 1

110

Ichenjezya Saccoss BRITEN South Songwe Mbozi Ichenjezya 1 4 1

111

Juhudi Womens Group BRITEN South Songwe mbozi Shilanga 1 4 0



NGO Partner



112

Kimasha Agricultural Training

BRITEN South Songwe Mbozi Sashya 1 9 1

113

Iganya BRITEN South Songwe Mbozi Iganya 1 6 1

114

Iporoto BRITEN South Songwe Mbozi Iporoto 1 8 1

115

Mbulu Amcos BRITEN South Songwe Mbozi Mbulu 1 7 1

116

Isanga Kati BRITEN South Songwe Mbozi Isanga 1 3 1

117

Safina Womens Group BRITEN South Songwe Mbozi Itumpi 1 4 0

118

Mlangali Amcos-Mbozi BRITEN South Songwe Mbozi Mlangali 1 5 1

119

Bara Amcos BRITEN South Songwe Mbozi Bara 1 2 1

120

Isalalo Amcos BRITEN South Songwe Mbozi Isalalo 1 2 1

121

Iyenga BRITEN South Songwe Mbozi Iyenga 1 5 1

122

Kakong’o RUDI South Ruvuma Madaba luhimba 2 4 2

123

ISUKI AMCOS RUDI North KILIMANJARO Hai MASAMA KATI 1 2 1

124

KOBOKO RUDI North Kilimanjaro Siha KOBOKO 1 2 1

125

NARUMU RUDI North KILIMANJARO Hai NARUMU 1 2 1



NGO Partner



126

MANIO AMCOS RUDI North Kilimanjaro Siha KASHASHI 1 2 1

127

Tindigani Farmers Group RUDI North Kilimanjaro Siha 1 2 1

128

Kanyezi AMCOS Limited BRITEN South Rukwa Kalambo Kanyezi 1 2 1

129

Kalepula AMCOS Limited BRITEN South Rukwa Kalambo Ulumi 1 2 1

130

MVIWATA-Matai SACCOS

BRITEN South Rukwa Kalambo Matai 1 2 1

131

Mantanji Amcos BRITEN South Mbeya Mbeya rural Mantanji 1 0 1

132

Mlukaidiso Amcos BRITEN South Mbeya Mbeya rural Bonde la songwe 1 2 0

133

CHAUNA AMCOS RUDI North Manyara Hanang NANGWA 1 2 1

134

KATESH AMCOS RUDI North Manyara Hanang KATESH 1 2 1

135

GURUI AMCOS RUDI North Manyara Hanang MEASKRON 1 2 1

136

HEKIMA SACCOS RUDI North Manyara Hanang KATESH 1 2 1

137

MUHANGU SACCOS RUDI Central Singida Mkalama 1 2 1

138

Nyasamaja SACCOS RUDI Central Singida Mkalama Nduguti 1 2 1

139

Bwawani SACCOS RUDI Central Singida Mkalama Ilunda 1 2 1



NGO Partner



140

CHAWANAKO RUDI Central Dodoma Kongwa Kibaigwa 1 2 1

141

Songambele Amcos RUDI North Manyara kiteto 1 2 1

142

Dongo AMCOS RUDI North Manyara kiteto 1 2 1

143

ZIWAMU AMCOS RUDI North Manyara Mbulu Dinamu 1 2 1

144

DINAGE SACCOS RUDI North Manyara Mbulu Dinamu 1 2 1

145

Kwamtoro SACCOS RUDI Central Dodoma Chemba Kwa mtoro 1 2 1

146

Mkombozi SACCOS- Mrijo RUDI Central Dodoma Chemba Mrijo 1 2 1

147

MKOMBOZI SOKO KUU RUDI Central Dodoma Kondoa Kondoa 1 2 1

148

Kikundi cha wakulima madaba

RUDI South Ruvuma Songea Rural Madaba 3 5 2

149

New liganga farmers group

RUDI South Ruvuma Songea Rural Liganga 1 5 0

150

Litisha Farmers Group RUDI South Ruvuma Songea Rural litisha 1 5 0

151

Ikimo Amcos BRITEN South Iringa Iringa Rural Kiwere 1 2 0

152

Kihorogota Saccos BRITEN South Iringa Iringa Rural Kihorogota 1 2 1

153

Kiwere Amcos BRITEN South Iringa Iringa Rural Kiwere 1 2 1



NGO Partner



154

Nduli Saccos BRITEN South Iringa Iringa Rural Kising’a 1 2 1

155

Nyinaruzi AMCOS Limited BRITEN South Rukwa Sumbawanga Kaengesa 1 2 1

156

Kamawe AMCOS Limited BRITEN South Rukwa Sumbawanga Sandulula 1 2 1

157

Kavifuti AMCOS Limited BRITEN South Rukwa Sumbawanga Miangalua 1 2 1

158

KWA UGORO RUDI North Arusha Meru 1 2 1

159

UWAMALE/LEKITATU RUDI North Arusha Meru 1 2 1

160

KIKATITI SACCOS RUDI North Arusha Meru KIKATITI 1 2 1

161

Isanga Kati AMCOS BRITEN South Songwe Momba 1 2 0

162

Luana Saccoss RUDI South Njombe Ludewa LUANA 1 2 1

163

Lugarawa Saccos RUDI South Njombe Ludewa LUGARAWA 1 2 1

164

Madunda Farmer Group RUDI South Njombe Ludewa MAWENGI 1 2 1

165

Maholong’wa farmers group

RUDI South Njombe Ludewa LUDENDE 1 2 1

166

Mawengi Farmer Group RUDI South Njombe Ludewa MAWENGI 1 2 1

167

Mbugani farmers group RUDI South Njombe Ludewa MAVANGA 1 2 1



NGO Partner



168

Mbwila Farmers Group RUDI South Njombe Ludewa LUANA 1 2 1

169

Mkongobaki RUDI South Njombe Ludewa MKONGOBAKI 1 2 1

170

Mundindi farmers group RUDI South Njombe Ludewa MUNDINDI 1 2 1

171

Njelela RUDI South Njombe Ludewa MUNDINDI 1 2 1

172

Shaurimoyo RUDI South Njombe Ludewa LUGARAWA 1 2 1

173

Umoja wa Vikundi Amani RUDI South Njombe Ludewa MUNDINDI 1 2 1

174

Umoja wa Wakulima Ibumi RUDI South Njombe Ludewa IBUMI 1 2 1

175

Umoja wa Wakulima Kiwe RUDI South Njombe Ludewa MAWENGI 1 2 1

176

Umoja wa Wakulima Lupande A

RUDI South Njombe Ludewa MAWENGI 1 2 1

177

Umoja wa Wakulima Lupande B

RUDI South Njombe Ludewa MAWENGI 1 2 1

178

Kiyombo AMCOS BRITEN South Njombe Ludewa Lubonde 1 2 1

179

Ludende Farmers Group BRITEN South Njombe Ludewa 1 2 1

180

Mlangali AMCOS-Ludewa BRITEN South Njombe Ludewa 1 2 1

181

Chapakazi group RUDI South Ruvuma Namtumbo Kitanda 1 2 1



NGO Partner



182

Faidika group RUDI South Ruvuma Namtumbo Mgombasi 1 2 1

183

Umoja wa wakulima Mtonya

RUDI South Ruvuma Namtumbo Mputa 1 2 1

184

NAPORECAI RUDI South Ruvuma Namtumbo 1 2 1

185

Duuma AMCOS RUDI North Arusha Karatu Endamalariek 1 2 1

186

Lambo AMCOS RUDI North Arusha Karatu Quruh 1 2 1

187

Rhotia AMCOS RUDI North Arusha Karatu Mbulumbulu 1 2 1

188

Jiendeleze BRITEN South Mbeya Mbeya rural Ijombe 1 0 1

189

Iyawaya Farmers Group BRITEN South Mbeya Mbeya rural Inyara 1 2 0

190

ENDANOGA AMCOS RUDI North Manyara Babati GALLAPO 1 2 1

191

MKOMBOZI AMCOS RUDI North Manyara Babati Magala 1 2 1

192

Juhudi -Mpitimbi RUDI South Ruvuma Songea Rural 1 5 1

193

Nyamasaja SACCOS RUDI Central Singida Mkalama 1 2 1

194

MUUNGANO GUMBIRO SACCOS

RUDI South Ruvuma Songea Rural 1 5 1

195

Kakong’o Farmers Group BRITEN South Ruvuma Madaba 3 6 3



NGO Partner



196

KIWAMKO Mkongotema RUDI South Ruvuma Madaba 1 2 1

197

KIWAMA RUDI South Ruvuma Madaba 3 52 2

198

WINO AMCOS RUDI South Ruvuma Madaba 1 7 2

199

UMWAKI RUDI South Ruvuma Namtumbo 1 1O 2

200

JUHUDI SILC RUDI South Ruvuma Namtumbo 2 15 2

201

MSIMAMO SILK RUDI South Ruvuma Namtumbo 1 5 1

202

UKOMBOZI RUDI South Ruvuma Namtumbo 1 15 1

203

MANGAWE RUDI South Iringa Iringa Rural Nyang’oro 1 2 1

204

MAMLI RUDI South Ruvuma Songea Rural 2 10 1

205

UWAUNA-Namatuhi RUDI South Ruvuma Songea Rural 2 20 1

206

LIWETA RUDI South Ruvuma Songea Rural 1 5 1

207

LITAPWASI RUDI South Ruvuma Songea Rural 1 3 1

208

SILIMALI SACCOS RUDI South Ruvuma Songea Municipal

1 5 1

209

New Muungano SACCOS RUDI South Ruvuma Songea Municipal

1 5 1



NGO Partner



210

Amkeni Farmers’ Group RUDI South Ruvuma Songea Municipal

1 5 1

211

MKAJA SACCOS RUDI South Ruvuma Songea Municipal

1 5 1

212

Kilolo /Malimbichi RUDI South Iringa Kilolo Kitowo 2 5 1

213

Mtitu RUDI South Iringa Kilolo Mtitu 1 5 1

214

Luhindo RUDI South Iringa Kilolo Luhindo 1 5 1

TOTAL 234 860 229

Annex 5: YieldWise poster presentation at the 2018 AGRF

Alliance for a Green Revolution in Africa (AGRA)West End Towers, 4th Floor

Muthangari Drive, off Waiyaki Way, Nairobi, KenyaPO Box 66773, Westlands 00800, Nairobi, Kenya

W W W. A G R A . O R G

Documents

Yieldwise: Reducing Tanzania's Maize Post-Harvest ... - AGRA