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Southern Africa Botswana’s beef sector The beef and cattle industry has played a key role in Botswana’s economic well being, export diversification and poverty alleviation. Yet until recently the sector faced a serious crisis with declining production, decreasing exports and losses experienced by cattle farmers. Change was initiated through stakeholder discussions on policy changes resulting in export-parity cattle prices and support to convert from the marketing of older cattle to long-weaner and feedlot production systems. At the same time Government negotiated successfully for tariff free entry of livestock products to EU markets. The Botswana Meat Commission (BMC) restructured its operations: reducing its cost base and improving throughput and processing efficiencies. This involved directly purchasing cattle from producers, with a focus on younger stock, which are fattened for 90 days in contractor-owned feedlots prior to slaughter. These actions resulted in increases in: producer cattle prices, herd take-off, incomes to farmers and land values. A record number of cattle were slaughtered in 2010 and abattoir use is now approaching capacity. The national herd demographic has become younger, as farmers realise they are able to increase their profits by selling younger animals. Initial context. In Botswana, the bovine meat industry is one of three main sectors that are important to the economy, the others being diamond mining and tourism. The cattle industry is by far the largest contributor to agricultural production contributing in excess of US$70 million in 2008 (FAOSTAT, 2010). Prior to development of the diamond sector bovine meat was the mainstay of the economy. The industry has been key to Botswana’s economic wellbeing in rural areas, export diversification and poverty alleviation, with 90 percent of the national herd being owned by smallholder communal farmers typically owing between 20 and 50 head. Farmers rarely sell female animals, only oxen, traditionally those over 3 years of age. Challenges. Until recently the beef sector faced a serious crisis, with declining production, decreasing exports and losses experienced by both cattle farmers and the parastatal, BMC. It had been argued that the industry was heavily protected, limiting the scope for trade, competition and the price incentives needed to bring about the necessary adjustments. Innovation triggers. Change was initiated through the preparation of a carefully researched policy paper (Jefferis, 2005) prepared on behalf of the Botswana Cattle Producers Association 44 Agricultural Innovation in Sub-Saharan Africa
(BCPA), an association representing and promoting cattle producers’ economic interests. The paper proposed policy alternatives for revitalising the cattle industry by improving cattle prices, providing incentives for intensifying cattle production and increasing the national cattle off-take. This resulted in broad debate and allowed policymakers to consider the policy options that could improve the efficiency of the sector. Interventions and stakeholder roles. Key stakeholders in the livestock sector are: the Ministry of Agriculture (MoA), responsible for policy regulation and through its extension and veterinary services, livestock management, health and disease control, the BMC and 60,000 cattle producers represented, since 2006, by the BCPA, and prior to this a number of regional associations. Stakeholder deliberations on the BCPA policy paper resulted in Government and the BMC accepting export-parity pricing and support to convert from the marketing of older cattle to long-weaner and feedlot production systems. At the same time Government negotiated successfully for tariff free entry of livestock products to EU markets. These moves greatly expanded the demand for cattle, although supply remained a problem. Consequently, the BMC agreed a new strategy, which is now being implemented. The strategy includes: a restructuring of operations to reduce BMC’s cost base, improving throughput, and processing efficiencies aimed at delivering the best prices for BMC products at least cost and to ensure BMC’s long-term sustainability. Restructuring involves the direct purchase of cattle from producers, with a focus on younger cattle, which are then fattened for 90 days in contractorowned feedlots prior to slaughter (BMC, 2009). Achievements. Stakeholder interactions have resulted in: • An increase in cattle prices, which has in turn led to increased herd take-off, increased incomes for farmers and an increase in land values. With 90 percent of cattle being sourced from smallholder farmers this is playing an important role in poverty alleviation • A record throughput of cattle being slaughtered in 2010 with abattoir use now approaching capacity • The national herd demographic becoming younger, as farmers realise they are able to increase their profits by selling younger animals. At the same time opportunities are now occurring to build on these successes by the application of new research knowledge – the full extent of which is yet to occur. Innovative products, including formulated cattle feed mixed using efficient livestock feed mixers are being adopted, as is eco-friendly pest control for flies. Emerging or unresolved challenges. Research has an important and ongoing role in improving cattle management, health and disease control and ensuring the most cost-efficient livestock feeding regimes are used in line with animal welfare, environmental and human health protection. Lessons learned. Understanding the role the private sector plays in facilitating change at local, regional, and national government levels is important when considering changes to the enabling environment for value chains. It is essential that the private sector is able to speak with an informed and unified voice and is able to engage with Government. The case studies: Southern Africa 45
Page 1 and 2: Agricultural Innovation in Sub-Saha
Page 3 and 4: Agricultural Innovation in Sub-Saha
Page 5 and 6: Contents Acknowledgements 1 Forewor
Page 7 and 8: Acknowledgements This review examin
Page 9 and 10: Foreword Sub-Saharan Africa (SSA) f
Page 11 and 12: • Traditional sectors including s
Page 13 and 14: • An IP comprised of partner orga
Page 15 and 16: Innovation approaches and intervent
Page 17 and 18: Figure 1: A typical agricultural co
Page 19 and 20: Table 2: Elements and characteristi
Page 21 and 22: Integrated agricultural research fo
Page 23 and 24: Figure 2: Conceptual framework for
Page 25 and 26: Table 3: Innovation case study char
Page 27 and 28: THE CASE STUDIES Eastern Africa Sou
Page 29 and 30: Interventions and the roles of diff
Page 31 and 32: including policy, production, marke
Page 33 and 34: Achievements. The evolution of the
Page 35 and 36: value chain from producers through
Page 37 and 38: • Transport is handled by private
Page 39 and 40: major consumers of export vegetable
Page 41 and 42: • Policy: A National Horticulture
Page 43 and 44: Lessons that militate against scali
Page 45 and 46: Activities contributing to the late
Page 47 and 48: When a new Government took over in
Page 49: mini dairies in the country selling
Page 53 and 54: smallholder farmers in the Shire Va
Page 55 and 56: Malawi, overcoming market challenge
Page 57 and 58: Box 4: NASFAM structure The Nationa
Page 59 and 60: Malawi, Increasing the availability
Page 61 and 62: pre-breeders seed to be released by
Page 63 and 64: commitments. The high price of inpu
Page 65 and 66: and improving NRM. As such, the IP
Page 67 and 68: large-scale farmers but also for sm
Page 69 and 70: West Africa Cameroon, production an
Page 71 and 72: indirectly involved in the industry
Page 73 and 74: household incomes have risen by an
Page 75 and 76: Other key interventions provided by
Page 77 and 78: Initial challenges. The key challen
Page 79 and 80: environment and incentives for prod
Page 81 and 82: Lessons learned. Successful innovat
Page 83 and 84: (Nigeria First, 2005). PICPE brough
Page 85 and 86: human foods, future expansion will
Page 87 and 88: Activities have included: analysis
Page 89 and 90: poor road access, lack of power and
Page 91 and 92: Institutions Markets Support servic
Page 93 and 94: Table 5: Coordinating roles at the
Page 95 and 96: mite and the viruses that cause cas
Page 97 and 98: Figure 6: Private sector roles Priv
Page 99 and 100: With regards to research, there is
Page 101 and 102:
Figure 8: Consequences of stakehold
Page 103 and 104:
Before Innovation After innovation
Page 105 and 106:
cooperation, builds trust, and esta
Page 107 and 108:
laboratories as well as effective b
Page 109 and 110:
Improving access to information, kn
Page 111 and 112:
Annexes Regions, authors and case s
Page 113 and 114:
Kenya’s dairy sector Organisation
Page 115 and 116:
Kenya’s horticulture with special
Page 117 and 118:
Uganda’s dairy industry Organisat
Page 119 and 120:
Malawi, building public-private par
Page 121 and 122:
Malawi, increasing the availability
Page 123 and 124:
Zambia’s conservation agriculture
Page 125 and 126:
Cameroon’s garlic industry Organi
Page 127 and 128:
Ghana’s growing cassava sector Or
Page 129 and 130:
Nigeria’s cassava production and
Page 131 and 132:
Annex 2: The role of the public sec
Page 133 and 134:
Policy and regulatory framework Uga
Page 135 and 136:
Policy and regulatory framework Inf
Page 137 and 138:
Ghana’s growing cassava sector Pr
Page 139 and 140:
Main types of interaction Consequen
Page 141 and 142:
Southern Africa Main types of inter
Page 143 and 144:
West Africa Main types of interacti
Page 145 and 146:
Main types of interaction Consequen
Page 147 and 148:
FAOSTAT. (2010) Food and Agricultur
Page 149 and 150:
Century and Beyond. Republic of Ken
Page 151 and 152:
Acronyms and abbreviations AAK ABU
Page 153 and 154:
EARO EC ECABREN ECGPEA ECX EAPGREN
Page 155 and 156:
LGA MAAIF MAHUDE MAL MBS M&E MARD M
Page 157:
SHEPUP SHoMAP SIDA SOFECSA SPDC SPE
Page 160:
Forum for Agricultural Research in
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