Amalima Improves Livestock Productivity in Matabeleland North and South Zimbabwe

Phillip Sithole, his wife and four children live in Matabeleland South in Zimbabwe, an area characterized by low rainfall available for planting crops. Because of the area’s arid conditions, the land is best suited for raising livestock. Sithole cares for cattle, goats, chickens and Guinea fowl on his small farm and sells at least one of his cattle every year, through his membership at the Magaya Livestock Producers Association, to support his family. But in order to generate a profit, he needs new offspring to replace the cattle he sells.

Unfortunately, low calving rates and in-breeding hinder smallholder farmers like Sithole in their efforts to increase their livestock. To address these constraints, Amalima, a USAID-funded Food for Peace program, initiated a series of trainings on Artificial Insemination (AI). AI affords farmers an opportunity to introduce new genetic material of adaptable and desirable cattle breeds that are better suited for harsher physical environments. Amalima staff, in collaboration with the Department of Livestock Production and Development, Department of Vet Services, Agritex and local paravets, facilitated the trainings to discuss the benefits of AI, as well as its process, timing and post-pregnancy diagnosis.

When Sithole heard about the training opportunity, he gathered funds to pay for seven cows to be inseminated at the cost of $30 USD each. “I am excited for an increase in my animals’ impregnation rate and am looking forward to a better income for my family,” Sithole expressed. Like most farmers who attended the training, the average pregnancy rate using traditional methods is between 20-30%. The insemination, introduced by Amalima, crossed his cows with a more resilient breed to improve the quality of his heard. After insemination, Amalima staff came back to inspect Sithole’s cows and found that 100% of the inseminated animals were pregnant.

To date, Amalima has trained 304 farmers (211 male and 93 female) on AI throughout Amalima’s four program areas. Because of these trainings, there is now a 68% success rate of pregnant cows as a result of AI and farmers are expecting their first generation of crosses in early March 2015. With this new technology and improvement in livestock production, families like the Sithole’s are able to plan better for their future needs. Additionally, these farmers are able to predict how many of their animals will become pregnant as a result of a much higher pregnancy rate than using traditional breeding methods.

Amalima applies a set of innovative approaches by building on existing communal initiatives and solidarity to address food and nutrition insecurity and strengthen resilience to shocks. It is introducing new farming technologies like AI though its livestock component in addition to teaching beneficiaries to become better farmers in difficult physical environments. CNFA leads a consortium of partners including Organization of Rural Associations for Progress (ORAP), Africare, Dabane Water Works, International Medical Corps (IMC), and the Manoff Group to increase productivity, improve drought resilience and adaptation, and enhance nutrition care practices in Matabeleland North and South, Zimbabwe.

Overview:

The two-year, $2 million South Sudan Cattle Program (SSCP), funded by the U.S. Department of State (2021-2014) sought to mitigate local conflicts through the development of a cattle identification and livestock ownership and registration system to reduce both cattle theft and trade of stolen cattle. With over 12 million cattle in South Sudan, the livestock industry is an important source of rural livelihoods and plays a central role in defining social status. Cattle theft is a common occurrence and stolen animals are a source of meat, milk and dowry.

Approach:

1. Conducted Research on Conflicts: CNFA conducted on-the-ground research to identify the best practices to reduce cattle theft and inter-clan conflicts with a specific focus on the development of an improved identification method and a cattle ownership registration program.
2. Conducted Research on Tagging Methods: A 2012 assessment identified non-radio frequency identification tags as the cheapest, easiest and most reliable method of identification, where cattle were uniquely numbered and entered into a cloud-based registry designed specifically for SSCP.
3. Designed and Piloted Tailored Traceability System: Through a consultative process and an intensive assessment and design phase, CNFA designed a traceability system tailored to the realities of South Sudan, providing the greatest opportunities for sustainable expansion and implementation at a national level. The program then launched a pilot identification and registration system that enabled the individual cattle to be traced for life. Coupled with the identification system, SSCP activities supported the development of a computerized cattle ownership registration center.
4. Partnered with Key Stakeholders: Another important factor was the ongoing coordination between the government of South Sudan (GOSS), especially the Ministry of Animal Resources and Fisheries (MARF) and Community Animal Health Worker (CAHW) volunteers. Under the two-year pilot project, CNFA worked closely with the MARF to identify and catalog the ownership of over 25,000 livestock, training large teams of CAHWs who carried out the work of tagging and capturing the data for animals and owners.

The overall goal of the project was to tag 150,000 cattle with non-radio frequency ear tags. Unfortunately, SSCp was suspended in April 2014 and formally closed by the Department of State in September of the same year due to escalating safety issues as the result of the violence that began in December 2013.

As of last tagging count, 23,232 cattle were tagged and entered into the SSCP database. Over 460 community mobilization meetings were held, helping to inform over 7,220 people about the Livestock Identification and Traceability System (LITS). Many initially-skeptical community members in the targeted regions saw stolen animals returned to their rightful owners, helping spread the concept of adopting cattle-tagging practices. Thus far, over 700 community members have tagged their cattle. The ultimate goal of the project was to reduce cattle theft by 25% and preliminary results indicate over a 60% reduction in cattle theft.

Overview:

CNFA implemented the two-year (2012-2014), $2 million Commercial Farm Service Program (CFSP), a program funded by USAID’s Innovation Fund for Ethiopian Agriculture (IFEA), adapting its proven Farm Service Center (FSC) solution to the Ethiopian context for the first time. By establishing FSCs as “one-stop-shops” in their communities, entrepreneurs provided a complete range of inputs, services, information and output marketing linkages to Ethiopian smallholders. This solution continued to support farmers in making the transition from subsistence to commercial production as part of the Feed the Future Ethiopia Farm Service Center Project, which CNFA implemented in Ethiopia from 2015 to 2017.

Approach:

Through mentoring and training, the program provided locally owned businesses with uniform branding, technical and business management training, expert agronomic and veterinary consultations and assistance with inventory management, marketing, agriculture extension and outreach. In support of a wholesale buying cooperative approach, the CFSP team worked with the FSC owners and operators to legally establish and register a joint venture named EGAA Agricultural Input Supply PLC.

1. Established FSCs: Established six locally-owned retail farm service supply and service locations or FSCs with inventories, training, services and output market linkages.
2. Created APEX Organization: CFSP created a wholesale buying cooperative, owned by and dedicated to serving the inventory needs of the FSCs and linking them to national suppliers.
3. Supported Marketing and Business Development: Delivered trainings on uniform branding, business skills, technical and advisory capacity, quality standards and environmental and worker safety procedures across the network.
4. Improved Farmer Capacity: Promoted FSC-led farmer outreach activities, including training seminars, demonstration plots and field days to showcase the impacts of improved inputs and improve farmer production skills.

Overview:

The Partnership for Economic Growth (PEG) was a two-and-a-half-year, $10 million project funded by USAID (2011-2013), which supported the Somali people’s goal to improve economic growth and livelihoods in Somaliland and Puntland. Under the leadership of Development Alternatives Incorporated (DAI), the project collaborated with the Ministry of Livestock, Ministry of Commerce and private sector groups to improve the environment for investment and export marketing and generate agricultural-based employment.

The livestock sector in Somaliland faced significant challenges including increased competition from neighboring nations, trade barriers due to disease control, lack of access to veterinary inputs and inefficient veterinary services. However, a strengthened livestock sector is vital, as 65% of the economy was comprised of livestock-related commerce. In partnership with private and public sectors, CNFA contributed its experience targeting all livestock value chains, assisting the sector in the following areas:

• Capacity building of local veterinary services
• Community Animal Health Workers (CAHW) training
• Improved animal feed and education for fodder farmers
• Commercial livestock feed supply systems and feedlot enterprises strengthening and improvement
• Dairy processing facilities’ development
• Analysis of livestock end-market
• Rural finance services

Approach:

1. Improved Capacity of Livestock Organizations and Enterprises: Under the Livestock Component, the largest of the PEG Project, CNFA advised local non-profit organizations and enterprises that were recipients of capacity-building and matching grants. These grants were utilized for the creation and implementation of demonstration farms, technical training in improved livestock care, dairy and fodder production techniques, livestock fattening programs and capacity building of local stakeholders.
2. Expanded Livestock Sub-Sectors through Matching Grants to Local Enterprises: The Livestock Component collaborated with four small and medium livestock enterprises under matching grants. The goal of the matching grants was to expand various subsectors of the Somali livestock industry, including commercial livestock feed supply systems and dairy production through local organizations. Some of the PEG matching grant recipients and illustrative activities included the following:
   • Al Husseini Farm and An’Aam Farm, two Somali feedlot enterprises, received PEG grants and technical training in improved fodder production techniques. An’Aam Farm was created by an association of multiple investors, who collectively contributed more than $1 million in funds to create the farm. Al Husseini Farm operated on a much small scale, but both were fully functional feedlots providing animal fattening services to local farmers.
   • Horumar Farm, a model dairy farm established with PEG support, specialized in camel milk and fodder production. The farm received a small matching grant to provide fodder production, dairy production and dairy processing training to increase the quality of milk in the surrounding area. Inspired by the success of Horumar Farm, one Somali woman purchased several camels purely to be able to take advantage of the growing market.
   • With PEG capacity-building assistance, Togheer Women’s Livestock Traders Association initiated a small ruminant buying scheme, which purchased ruminants in rural areas and transported the animals to urban areas, primarily Buroa, or exported them regionally to an area with increased demand and higher prices. Making only a three-dollar profit per head, the association applied for a PEG grant to begin a small-scale feedlot. The fattening station increased the weight o sheep and goats, resulting in a price increase of up to 20% per animal at the end market.
3. Expanded Regional Access to Micro-Finance and Start-Up Capital: Kaaba Microfinance Institution (K-MKFI) was able to open an office in the town of Gabiley through PEG funds, serving micro-enterprises and the informal markets in Western Somaliland. K-MKFI used an Islamic-compliant lending methodology which enabled a previously untapped market in rural areas to access finance. The majority of K-MKFI’s microfinance clients were small-scale livestock producers and traders.
4. Conducted a Market Analysis of the Somali Livestock Value Chain: PEG contracted AIMSm a local consultancy firm, to complete an end-market analysis of the livestock value chain in Somaliland and the larger region (Egypt, Oman, Saudi Arabia, United Arab Emirates and Yemen). This analysis and the subsequent PEG knowledge transfer activity highlighted both opportunities and constraints facing the livestock value chain in the region.
5. The Livestock Investment Chapter of the 2013 Somaliland Investment Guide: The findings of PEG’s Livestock End Market Study were synthesized in the 2013 Somaliland Investment Guide. The guide highlighted investment opportunities through a printed edition and website feature and provided a platform to expand access to investment capital and targets potential diaspora investors.

Overview:

The $31.2 million Improving Livelihoods and Enterprise Development Program (I-LED) (2006-2010) assisted communities affected by the October 2005 Kashmir earthquake. I-LED focused on generating increased incomes, employment and an improved asset base for the earthquake-affected populations in the Siran and Kaghan Valleys in North West Frontier Province (NWFP) and Bagh District in Azad Jammu Kashmir (AJK). The Livelihoods component, completed in 2008, delivered replacements of key farming systems, capacity building and reconstruction of affected infrastructure. Complementing these efforts, I-LED developed agricultural and tourism value chains that resulted in the creation and support of 3,082 new and existing enterprises that provided full-time equivalent employment to more than 4,914 individuals by the project’s conclusion.

Approach:

I-LED worked with communities to identify and prioritize needs and provided support for communities to restore livestock and re-establish crop systems. It promoted industries with growth potential by strengthening key subsectors through grants training and technical assistance, which led to increased competitiveness of local Pakistani enterprises. It also engaged community groups and government stakeholders to facilitate stronger public-private partnerships, supported a positive role for government in enterprise development and helped producers and processors improve economic opportunities through formal organizations.

1. Value Chain and Enterprise Development: I-LED was built upon revitalized agricultural production that introduced sustainable value-adding activities such as milk collection schemes and potato seed storage that created market and employment opportunities for farmers. By organizing producers and processors into clusters and associations, CNFA increased opportunities for collective marketing and purchasing as well as group advocacy. By the end of the program, I-LED generated new employment and income opportunities, improved competitiveness of products and services and increased access to markets by providing the resources necessary to develop value chains and establish new enterprises.
2. Enhance Forage Crops: I-LED supported “Cut and Carry” fodder projects for each of the176 feedlot grant recipients to improve the availability of green fodder. Recipients participated in trainings on land preparation, seed sowing and fodder management.
3. Improved Dairy Sector: I-LED’s dairy sector strategy was two-fold: to increase the production capacity of dairy farms and to develop clearly defined milk production zones in close proximity to major regional markets. Trainings were provided on proper animal care to increase the sustainable impact on the dairy sector.
4. Supported Small Ruminant and Poultry Producers: CNFA designed and conducted numerous training activities for farmers and associations. I-LED awarded livelihoods and enterprise grants to restore livestock populations and improve the production capacity and quality of animal products.
5. Provided Grants and Training: I-LED helped transition communities toward economic value-chain and local economic development using enterprise matching grants, value-chain grants and farm store grants.
6. Supported Women Entrepreneurs: I-LED involved women and men equitably in the community engagement process with women making up 28% of program beneficiaries to receive direct training.
7. Developed Community Organization and Associations: The Local Economic Development component focused on strengthening clusters and associations by promoting teamwork, enhancing local decision making and maximizing usage of local resources. I-LED established linkages between local banks, enterprises and associations to provide better access to loans and business services for entrepreneurs.
8. Improved Community Physical Infrastructure (CPI): To facilitate the transition from relief to economic development, I-LED restored and reconstructed numerous physical structures vital to local communities such as mitigation structures, shops and public facilities.

Overview:

The five-year, $90 million Pakistan Agribusiness Project (TAP), funded by USAID/Pakistan, strengthened local capacity within key value chains to increase sales in domestic and foreign markets. From 2011 to 2016, the project bolstered economic growth, created employment opportunities and amplified the competitiveness of horticulture and livestock value chains. TAP also increased the effectiveness of smallholder enterprises, enhanced agriculture productivity and was the first USAID economic growth program led by a Pakistani organization, the Agribusiness Support Fund (ASF).

As ASF’s stateside partner, CNFA assisted ASF in strengthening grant management, accounting, reporting, monitoring and evaluation and environmental and information management systems and procedures, as well as providing technical assistance for the development of horticulture and livestock value chains.

Approach:

1. Supported with Technical Assistance: CNFA provided capacity-building support to farmers, associations and agribusiness enterprises across the target value chains.
2. Provided Grant Funding: Through TAP, CNFA customized cost-sharing grant products across the key value chains.
3. Improved Agribusiness Marketing: Provided international support for agricultural marketing and brand development to identify and capitalize on high-price market opportunities and develop linkages.
4. Promoted Sub-Sector Development: CNFA established several “Value Chain Platforms: to promote the development of specific subsectors and create linkages between the stakeholders involved in value chains.

Monitoring and Evaluation and Data Collection: CNFA provided technical support regarding USAID regulations, baseline studies, participatory rapid horticulture and livestock appraisal assessments, gender analysis, data collection tools, development of indicators and training project staff in development evaluation to comply with ASF’s Performance Monitoring Plan (PMP). This included designing the activity reporting formats, developing the data entry, analysis and reporting software and defining the data in-and-outflow mechanism. This assistance also included efforts to build the capacity of TAP regional teams in the operation of the monitoring and evaluation (M&E) systems.

Environmental Compliance: CNFA helped ensure that the project and its associated grant activities complied with USAID environmental regulations. This cooperative effort drew on CNFA’s experience in knowledge management, compliance, M&E studies and reporting environmental impacts of project interventions. CNFA spearheaded the Environmental Assessment (EA) of the Agribusiness Project, which involved identifying potential environmental and social issues that could develop as a result of project activities. As a result of CNFA’s technical assistance on the EA, USAID approval was obtained, clearing the way for large grants. CNFA also helped ASF by training regional M&E staff and developing an environmental compliance system that incorporated USAID’s approval for grant activities.

Geographical Information System (GIS) and Management Information System (MIS): The CNFA GIS team provided technical support to the Agribusiness Project by developing GIS maps reflecting project regions, value chains, activity sites and beneficiaries. In addition to developing more than 300 maps, the CNFA team used Google Earth to create animated video tours for the targeted value chains. GIS support in the design, implementation and monitoring of the project accomplished the following:

• Mapped project interventions and beneficiaries across the targeted value chains and regions.
• Provided environmental screening on project activities.
• Tracked project progress on activities and performance indicators.
• Identified value chain clusters with respect to regions and value chain actors including producers, processors, market agents and service providers.
• Located exact locations of project beneficiaries and grantees.

CNFA also initiated the development of a Geographical Information-based Decision Support System, available on- and offline for project data management to provide centralized information readily available to all relevant stakeholders. CNFA supported the Agribusiness Project in its development, maintenance and transfer of M&E and information technology systems for impact assessment and reporting to a web-based, integrated management information system (IMIS). This system automated the functions of human resources, finance, procurement, grants management, M&E and GIS to increase the efficiency of internal communication and improve decision-making capacity of management.

Capacity Building: CNFA provided technical assistance and capacity building for both TAP staff and beneficiaries. The CNFA Capacity Building Advisor assisted TAP in various project components, including short-listing business development service providers for a more comprehensive TAP capacity building grant. CNFA’s team supported needs assessments, drafting of scopes of work and the development of implementation plans for a capacity development program for Farm Service Centers (FSCs) in FATA, a market linkages program between National Food Limited and progressive red chili farmers and a capacity development program for representatives of the horticulture and livestock value chains in the AJK region. Additionally, CNFA assisted ASF in organizing exposure visits for representatives of the FSCs from FATA.