Four Seasons of Learning and Engaging Smallholder Farmers - icrisat
Four Seasons of Learning and Engaging Smallholder Farmers - icrisat
Four Seasons of Learning and Engaging Smallholder Farmers - icrisat
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Lessons learned<br />
TL II bean seed systems Phase 1 lessons are listed below.<br />
1. Impact- oriented core team <strong>of</strong> a program is key for developing seed systems in drought-prone<br />
regions, geared to reach the poor. A program cannot get impact unless the leader <strong>and</strong> the team gear<br />
strategies to solving bottlenecks <strong>and</strong> reaching end users. Otherwise, a program ends up with results<br />
like ‘lots <strong>of</strong> seed produced’- on the supply side.<br />
2. The pr<strong>of</strong>essional <strong>and</strong> transparent engagement <strong>of</strong> partners is crucial for widespread success. This<br />
includes formal clarification <strong>of</strong> expectations /responsibilities <strong>and</strong> clear budget allocations. Productive<br />
partnerships require ongoing facilitation. More is not better - effective partners, private sector,<br />
NGO , unions <strong>and</strong> beyond, need to be identified who will continue production <strong>and</strong> delivery beyond<br />
the project (after TL II exit). A better characterization <strong>of</strong> successful partner attributes could be useful.<br />
3. Availability <strong>and</strong> access to foundation/certified seeds remains a bottleneck. Despite having created<br />
high farmer dem<strong>and</strong> <strong>and</strong> interest in the drought-tolerant varieties, foundation seed production remains<br />
solely in the h<strong>and</strong>s <strong>of</strong> the NARS <strong>and</strong> access to new varieties <strong>and</strong> initial seed by seed companies or<br />
other seed producers remains limited. In addition, the capacities <strong>of</strong> seed companies to produce<br />
certified seed is still very low (or non-existent), hampered by limited technical know- how, as well<br />
as recurrent drought. For instance since project initiation, only one <strong>of</strong> the two companies licensed to<br />
produce certified seeds has been able to supply any seed at all. On a positive note, in Ethiopia, EIAR/<br />
Melkassa is actively looking to private seed farms as one potential new source for certified seed.<br />
4. Decentralized systems have proven to be durable, functioning even during times <strong>of</strong> severe<br />
production fluctuation (due to political unrest <strong>and</strong> drought). Strengthening decentralized centers<br />
<strong>of</strong> production will become even more important as climate change intensifies.<br />
5. A small pack marketing approach has potential to reach hundreds <strong>of</strong> thous<strong>and</strong>s <strong>of</strong> farmers, quickly,<br />
including women . In both Ethiopia <strong>and</strong> Kenya, the sale <strong>of</strong> small packs has reached male <strong>and</strong><br />
female farmers in but a few seasons, <strong>and</strong> exp<strong>and</strong>ed the use <strong>of</strong> certified seeds. It has also given<br />
farmers the opportunity to experiment new varieties - at minimum risk. The small-pack model has<br />
already spread to other crops <strong>and</strong> to six other PABRA countries.<br />
6. Seed loans can be an effective mechanism for moving seed intensely within a community, <strong>and</strong><br />
without involving any monetary exchange. Follow-up, showing that a single farmer may distribute to<br />
14 others, in just three seasons, suggests the potential reach <strong>of</strong> this approach. The main requirement<br />
is to have a strong, grassroots-based implementing partner.<br />
7. Emergency seed distribution can clash with project goals. Emergency supply orders directly compete<br />
with project needs for foundation/certified seed. Further, free distributions clash with the project<br />
optic <strong>of</strong> selling seed <strong>and</strong> creating dem<strong>and</strong> among small farmers. Emergency <strong>and</strong> Development<br />
efforts in seed system development need to be better coordinated <strong>and</strong> need to be designed to<br />
complement each other. Some gains have been made in Kenya --- where the Government <strong>of</strong> Kenya<br />
will be substituting seed loans for direct free distribution, at least in the eastern drought-prone areas.<br />
8. Monitoring <strong>and</strong> evaluation have been crucial for underst<strong>and</strong>ing project opportunity <strong>and</strong> constraints.<br />
Considerable energy was expended to develop <strong>and</strong> put in place the Integrated Performance<br />
Monitoring <strong>and</strong> Evaluation (IPME) processes <strong>of</strong> the project <strong>and</strong> such start-up efforts should not be<br />
underestimated. Moreover, IPME has also delivered quickly—especially in identifying some <strong>of</strong> the<br />
quick wins <strong>of</strong> the project.<br />
Progress <strong>of</strong> Phase 1<br />
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