Feed the Future FY 2010 Implementation Plan, Tanzania

TANZANIAFY 2010 Implementation PlanU.S. Government Working DocumentThe Feed the Future (FTF) FY 2010implementation plans are working documentsoutlining U.S. government planning for the firstyear of the Global Hunger and Food SecurityInitiative. These plans represent a transitiontowards the development of multiyear strategiesand are targeted at investments that lay thefoundation for a new country-level andcoordinated approach with a diversity ofpartners. Multiyear strategies are underdevelopment that will span development anddiplomatic actions across multiple USG agencies.feedthefuture.gov

Table of Contents1. INTRODUCTION...................................................................................................................................52. FY 2010 OBJECTIVES .............................................................................................................................53. TARGET GROUPS BY LOCATION AND INCOME.....................................................................94. CORE INVESTMENT AREAS............................................................................................................. 105. FY 2010 RESULTS/ INDICATORS/ TARGETS .............................................................................. 216. KEY ISSUES AND ANALYTICAL ACTIVITIES LOOKING TOWARD FY2011................... 247. PARTNERSHIP PLAN .......................................................................................................................... 248. FY 2010 CAPACITY BUILDING PLAN........................................................................................... 269. MANAGEMENT PLAN........................................................................................................................ 282

Abbreviations and AcronymsAGRAAgCLIRAOTRASARECAASDPBESTBizCLIRCAADPCGIARCFPCOMPETECOTRCRSPDAIDCADFIDDPGEACEGATFANTAFAOFCIFDIFEWSNETFYGATEGBSGDAGDPGFSRGOTHEPADHBSIITAIFADIQCiWASHJASTLGUMDGsMEMSMKUKUTAMTMUSNAPANBSNEPADNOAAAlliance for Green Revolution in AfricaAgribusiness Climate Legal Institution ReformAgreement Officer Technical RepresentativeAssociation for Agricultural Research in East and Central AfricaAgriculture Sector Development ProgramBusiness Environment Strengthening of TanzaniaBusiness Climate Legal Institutional ReformComprehensive Africa Agriculture Development ProgramConsultative Group of International Agriculture ResearchCochrane Fellowship ProgramCompetitiveness and Trade ExpansionContracting Officer Technical RepresentativeCollaborative Research Support ProgramDevelopment Alternatives IncorporatedDevelopment Credit AuthorityDepartment for International DevelopmentDevelopment Partners GroupEastern Africa CommunityEconomic Growth, Agriculture and TradeFood and Nutrition Technical AssistanceFood and Agriculture OrganizationFinancial Crisis InitiativeForeign Direct InvestmentFamine Early Warning System NetworkFiscal YearGreater Access to Trade ExpansionGeneral Budget SupportGlobal Development AllianceGross Domestic ProductGlobal Food Security ResponseGovernment of TanzaniaHigher Education Partnerships for African DevelopmentHousehold Budget SurveyInternational Institute of Tropical AgricultureInternational Fund for Agriculture DevelopmentIndefinite Quantity ContractIntegrated Water, Sanitation and Hygiene programJoint Assistance Strategy for TanzaniaLand Grant UniversityMillennium Development GoalsMonitoring and Evaluation Management SystemNational Strategy for Growth and Poverty Reduction (GOT)Metric TonsMultiple Use ServicesNational Adaptation Plan for ActionNational Bureau of StatisticsNew Partnership for Africa’s DevelopmentNational Oceanic and Atmospheric Administration3

NAROTAPAPAPLACEPESARANETSADCT-MEMSTAHATASTATFNCTMATPSFTTISUSACEUSAIDUSGUSDAUSTDAWFPWIDWLTIEWTONational Agricultural ResearchOffice of Technical AssistanceParticipating Agency Program AgreementProsperity, Livelihoods and Conservation EcosystemsPrivate Enterprise Support ActivitiesRadio and Internet for the Communication of Hydro-Meteorological and ClimateRelated InformationSouthern Africa Development CommunityTanzania Monitoring and Evaluation Management ServicesTanzania Horticultural AssociationTanzania Seed Trade AssociationTanzania Food and Nutrition CenterTanzania Meteorological AgencyTanzania Private Sector FoundationTanzania Trade Integration StrategyUnited States Army Corps of EngineeringUnited States Agency for International DevelopmentUnited States GovernmentUnited States Department of AgricultureUnited States Trade and Development AgencyWorld Food ProgramWomen in DevelopmentWomen’s Leadership Training in EconomicsWorld Trade Organization4

1. INTRODUCTIONUSG assistance to Tanzania’s agriculture andfood security effort could not come at a morecritical time. MKUKUTA, the National Strategyfor Growth and Poverty Reduction, is not ontrack to meet the Millennium DevelopmentGoals (MDGs) for reducing the percentage ofpeople below the food poverty line and halvingthe number of people below the incomepoverty line. The 2007 Household BudgetSurvey (HBS) established that the number ofpeople living below the poverty line increasedby one million between 2001 and 2007.Tanzania performs moderately better in foodself-sufficiency compared with other countriesin the region, but malnutrition is rampantamong under-five children (38% stunted and22% underweight), and the country remainsvulnerable to food price fluctuations.Conditions are ideal for Tanzania to benefitfrom significant increases in agriculturalassistance to support scaled impact in foodsecurity. Food security is paramount inTanzania’s development agenda, and the 2006-2015 Agricultural Sector Development Program(ASDP) identifies implementation andmonitoring plans to link results to investments.There is agreement that a ComprehensiveAfrica Agriculture Development Program(CAADP) compact and a joint monitoring planlinking the USG food security initiative to ASDPwill be established by end of the 2010 programyear.In FY 2010, the Global Hunger and FoodSecurity Initiative (GHFSI) will lay thegroundwork for future investments. By utilizingcurrent implementing mechanisms andleveraging existing national strategies andprocesses to conduct requisite analyticalassessments, program design, training andcapacity building, the GHFSI will produce rapidresults.Internally, USAID/Tanzania (the Mission) has adynamic, focused staffing plan to accommodateanticipated increased resources andresponsibilities, and the full support of the USGin-country to design and roll out this majorinitiative.2. FY 2010 OBJECTIVESThis report outlines the USG/USAIDimplementation plan for the emerging foodsecurity framework in Tanzania, the goal ofwhich is to “Increase Agricultural Growth andExpand the Staple Food Supply.”2.1. COUNTRY-LEDCOMPREHENSIVE STRATEGYThis program aligns with and will contribute tothe 2006-2015 Agricultural SectorDevelopment Program (ASDP), Tanzania’sroadmap for agricultural development thatforms part of the broader National Strategy forGrowth and Poverty Reduction (MKUKUTA).These coordinated initiatives, coupled withrenewed efforts by GOT to invigorateagriculture through the Kilimo Kwanza(Agriculture First) campaign, and a recently fasttrackedCAADP Compact process, mark a newstage in the transformation of Tanzania’s laggingagriculture sector. These combined efforts willaccelerate progress toward achievement ofMDG 1: To halve the proportion of peopleliving below the poverty line and suffering fromhunger by 2015.2.1.1. Consultative ProcessThe Mission has played the lead role in USGsupport to the agriculture sector, workingclosely with other USG organizations through a‘whole-of-government’ approach. USAID hasthe technical expertise and capacity to lead thisinitiative, and the contributions and priorities ofother USG actors are fully integratedthroughout the plan. The results of our work insupport of Tanzania’s agriculture sector—inpartnership with GOT and other donors—areextraordinary, considering extremely low USGfunding levels of $2-3 million annually overrecent years. Most development assistance inTanzania is in the form of General Budget5

Table 1: Accelerated CAADP Timeline for TanzaniaMonth March 2010 April 2010 May 2010 June 2010Activities 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Preparatory work for theScoping MissionScoping Mission to reviewASDP and completeanalytical workFinalization of ScopingMission reportsStock taking and preparationof a draft CompactFinalization of draft Compact/ Consultative processCompact signing2.2. AFRICAN CAPACITYBUILDINGFY 2010 funds will support strengthening thecapacity of food security implementing partners.Over 100 partners will be trained on foodsecurity and nutrition, policy issues, strategicplanning, monitoring and evaluation,entrepreneurship and agribusiness development,value chain optimization, climate changeadaptation, river basin management, safety netsand outreach to vulnerable smallholderpopulations.2.3. INVEST IN PRIORITYACTIONSTanzania’s comprehensive approach willadvance the following key GHFSI objectives.(including the first pilot MicroCLIR instaples), policy-enabling environment(AgCLIR), gender constraints andparticipation, CAADP – ASDPharmonization, irrigation potentia,; trainingand capacity-building needs, and nutrition(building on WFP’s pending national foodand nutrition vulnerability assessment);Taking a lead donor role partnering withGOT to support the CAADP Roundtableand Compact;Leveraging prior investments in agricultureand linkages to other USG developmentprograms in Tanzania;Formalizing USG and donor coordinationmechanisms; andIncrease sustainable market-led growthacross the entire food production andmarket value chains;Prevent and treat undernutrition; andBuilding joint monitoring programs betweenGHFSI and the GOT ASDP, and finalizingPerformance Monitoring Plans for the FY2010 bridge-year and comprehensive rolloutof GHFSI in FY 2011.Increase the impact of humanitarian foodassistance and social safety nets.To achieve this ambitious outcome, FY 2010actions will lay a sound, multi-year foundationfor GHFSI by:Filling critical analytical gaps throughtargeted assessments in value chains8

3. TARGET GROUPS BYLOCATION ANDINCOMETanzania has made some progress towardsMillennium Development Goal 1: To halve theproportion of people living below the povertyline by 2015. However, based on 1990-2007trends, Tanzania will miss the MDG1 goalwithout interventions to accelerate povertyreduction.Tanzania experiences high regional and seasonalvariability in poverty levels and food availability.Agriculture in Tanzania employs 80% of theworkforce and contributes one-third of GDP.Poverty is highest in the Central Zone regionsof Dodoma, Manyara and Singida, and along thesouthern coast. Fifteen districts are generallyclassed as chronically food deficient, primarily inthe central regions of Dodoma, Manyara,Singida and Tabora.Undernutrition is most prevalent in youngchildren (under-five) from the poorest and ruralhouseholds, while Vitamin A and micronutrientdeficiency is most common among children, andpregnant and lactating mothers. A recent ChildPoverty Report (REPOA, NBS and UNICEF,2008,) highlights disparities in nutrition, withstunting rising 8% among the pooresthouseholds (mostly in Central Zone andsouthern coast) at the same time that the leastpoorhouseholds experienced a 20% drop(1999-2004.)Prioritizing agricultural households in GHFSItarget regions will maximize the impact of USGinvestments to accelerate Tanzania’s progress inachieving MDG 1.GHFSI target regions have an estimatedpopulation of 6 million (indirect beneficiaries)and nearly 1 million farming households (directbeneficiaries.) The 2007 Household BudgetSurvey (HBS) indicates that well over one-thirdof people in GHFSI target rural areas live belowthe poverty line (37.6%), much higher than inDar es Salaam (16.4%) or in other urban areas(24.1%). Poverty is particularly acute in Zanzibarwhere nearly half (49%) of approximately onemillion people live below the income povertyline.GHFSI target regions in central and northernTanzania are areas with high agriculturalpotential that serve as gateways to chronicallyfood-insecure districts. Morogoro and Zanzibarwill be the focus of irrigated rice production,while maize value chains will be promoted inDodoma and Manyara regions. Both Dodomaand Manyara suffer from chronic food shortagesdespite strong potential for agriculturaldevelopment.Table 2: Tanzania’s roadmap to MDG1: To halve by 2015, the proportion of people living belowpoverty line and suffering from hungerIndicator1990(Baseline)2000Results2007Results2015(Target)Percentage of people living below income poverty line 39 36 33.6 19.5Percentage of people living below food poverty line 22 19 16.6 11Percentage of under-weight under-5 children 28.8 29.5 22 14.4Percentage of under-height under -5 children (stunted) 46.6 44.0 38 23.3Source: Poverty and Human Development Report – 2007, United Republic of Tanzania, Ministry of Finance andEconomic Planning.9

Figure 2: Accelerating Tanzania’s Progress towards MDG1Percent504540353025201510501990 2000 2007 2015Year% below income povertyline% below income food line% under-5 childrenunderw eight% under-5 childrenstunted4. CORE INVESTMENTAREASThe Mission’sagriculture andfood securityinvestment areashave beenestablished througha collaborative,analytical process,including review ofASDP, intensiveconsultations withall relevant GOTministries and keydonor partners, andcompletion of twoMorogoro is one ofsix regions earmarkedby GOT as a priorityfor national foodsecurity and the targetarea is a frontier tothe semi-arid CentralZone with chronicfood insecurity andthe highest levels ofpoverty andmalnutrition in thecountry.analytical assessments over the past fourmonths (the “Agriculture Value ChainSynthesis” and the “Agriculture EnablingEnvironment BizCLIR Pre-Analysis”). Thisprocess resulted in a food security programdesigned to increase food production andavailability (staples) and strengthen secondaryvalue chains (horticulture and livestock) inorder to improve household incomediversification and nutrition, particularly forwomen and smallholder farmers.4.1. CORE AREASTanzania’s comprehensive GHFSI approach wasdeveloped through intensive consultations andwill enhance productivity, private sectoractivities, the enabling environment forinvestment and trade, and adaptation to climatechange. At the same time, it will address theneeds of vulnerable populations, particularlywomen and children. Proposed activities are inline with the 2005 Tanzania medium-termCAADP investment plan.In order to intensify impact, USAID assistancewill focus primary investments on the centraland northern regions of Morogoro, Dodomaand Manyara. The geographic focus takes intoconsideration agriculture potential, activities ofother donors, previous USG, other donor andGOT investments, and potential for regionaltrade along transport corridors. Morogoro isone of six regions earmarked by the GOT as apriority for national food security. The targetarea is a frontier to the semi-arid Central Zonewith chronic food insecurity and the highestlevels of poverty and malnutrition in thecountry.Annual staples demand in Tanzania is about 10million tons with maize (3.66 million) and rice10

(1.34 million)accounting for half ofthe total. FY 2010investments will setthe stage for a fiveyearplan to increasestaples supply inTanzania by 25%(1.25 million tons),turning Tanzania intoa net exporter by2014.USAID assistance is based on six establishedcriteria:Potential to impact food security at thehousehold level;Impact on poverty reduction;Potential for regional trade;FY 2010investments will setthe stage for a fiveyear plan toincrease staplessupply in Tanzaniaby 25% (1.25 milliontons), turningTanzania into a netexporter by 2014.Overall economic impact and cross-sectorallinkages;Potential to reduce risk and vulnerability toclimate change; andPotential to improve the enablingenvironment and private sectorcompetitiveness.In addition to staples, USAID will continue tosupport and expand horticulture and livestockas secondary value chains.Deficiencies in energy and protein, andmicronutrients such as minerals and vitamins,are high in Tanzania. Horticulture contributesto food security through increased income(improving household purchasing power) andopportunities for nutritional diversification.Horticultural crops are popular with womenfarmers and not land intensive. Given that landin Tanzania is commonly inherited alongpaternity lines, horticulture is less prone to landtenure constraints.USAID livestock support offers an opportunityto reach vulnerable populations in pastoralcommunities who depend on markets for theirfood grain supply. Tanzania has the third largestlivestock population in Africa (over 15 millionhead), but the sector contributes only 6.1% ofGDP. A recent study estimated that over280,000 head of cattle are exported informallyto Kenya alone. Development of a profitableand formalized livestock value chain willincrease livestock keepers’ incomes, choice indomestic markets and overall export revenue.4.1.1. Increased AgriculturalProductivity – Irrigation, RuralRoads, Farm InputsCurrent/Potential USG/Donor Partners:USDA, ASDP Basket (World Bank, Japan,Ireland, IFAD, AfDB), the Gates FoundationMDG1: Increasing productivity will reduce thenumber of people suffering from hungerKey Issue: Low productivity has hamperedTanzania’s growth in the agricultural sector.Most staples have yields of less than one ton/ha.The 2002-2003 agricultural census shows thatTanzania’s average yields for maize and rice arefar below the African average at 0.75 (1.29tons/ha in Africa) for maize, and 0.95 (2.3tons/ha in Africa) for rice. Low productivity ofcereals in Tanzania is attributed to dependencyon rain-fed agriculture and low usage offertilizer, improved seeds and pesticides.GOT Priority:Tanzania has over2.3 million ha of highpotentialland forirrigation, but only289,245 ha aredeveloped. The ASDPTanzania has over2.3 million ha ofhigh potential landfor irrigation butonly 289,245 ha aredeveloped.target to develop 441,000 ha of land forirrigation by 2010 is far from being reached.Morogoro Region is considered to have thehighest irrigation potential, but remains theleast developed in irrigation infrastructure withover 350,000 agricultural families usingtraditional irrigation canals in Morogoro. TheMinistry of Agriculture has completed feasibilitystudies for seven irrigation schemes identified inthe National Irrigation Master Plan.ASDP has allocated resources to support avoucher system for fertilizer and seed subsidies.11

In FY 2008, the GOT spent $53 million on aninput subsidy voucher system in partnershipwith the Alliance for Green Revolution (AGRA)supporting value chain development for inputs,including agro-dealer training on business skills.In June 2009, the World Bank approved anadditional $220 million for ASDP to addressfood security through the Accelerated FoodSecurity Program. Of the total fund,$160 million is allocated for expansion of thevoucher system for farm inputs.To capitalize on this investment, the WorldBank has requested that USAID facilitatefinancing for agro-dealers through a creditguarantee and to provide additional resourcesfor AGRA to expand agro-dealer business skillstraining. While this program in Tanzania is stillin an early stage, a 2007 USAID-funded SADCRegional Study found that the Malawi inputvoucher program has improved household foodsecurity and increased the national maizesurplus from 0.5 million MT in 2005-2006 to 1.3million MT in 2006-2007. Maize yields increasedfrom less than one MT to 2.04 MT/ha. Otherbenefits included growth and expansion ofprivate sector business, creation of competitionamong players, increased use of newtechnologies, and improved per capita use offertilizer and seed.USAID PastInvestment: USG,through USAID,supported asuccessful RuralRoads Program from1998-2002 in theGHFSI target areasthat rehabilitated1,800 km of ruralroads connectingproduction areas withrural markets, andwith trunk roadsleading to urbanmarkets. ProgramThe USG, throughUSAID, supported asuccessful RuralRoads Programfrom 1998-2002,within the GHFSItarget areas thatrehabilitated 1,800km of rural roads toconnect productionareas with ruralmarkets and withtrunk roads leadingto urban markets.impact assessments showed that transportcosts fell by 34%, utilization increased by 30%,and farm income in beneficiary communitiesrose by 44%.Most of Tanzania’s foundation seed farms wereestablished through USG support in the 1960s,but now the country relies heavily on importedseeds that are not always well adapted to thelocal climate. Three of six existing seed farmsare in GHFSI target areas.FY 2010 Proposed Actions: Irrigation, amajor component of ASDP, is crucial toreducing dependency on unreliable rain-fedagriculture. Irrigation, coupled with access tomarkets, enhanced fertilizer supply, andimproved seeds, has the potential to increaseproductivity significantly. FY 2010 resources willupdate appraisal studies for seven irrigationschemes requested by the GOT to prepare forprocurement in FY 2011. These assessmentswill examine design and financial andenvironmental feasibility, while also consideringprojected impacts of climate change on wateravailability. Recommendations will be includedfor decision-support tools such as watermanagement calendars to improve overallefficacy. Environmental compliance actions willalso be necessary for irrigation projects thathave serious implications for surface waterextraction and contaminant run-off.The FY 2010 budget will also initiate therehabilitation of two systems (at the request ofGOT) resulting in improved irrigation for over2,000 ha to double productivity and improveintegrated water resources management. Thelonger-term goal is to develop 52,000 ha ofirrigated land in seven schemes, improvingproductivity and increasing annual production ofstaples by 25% (1.25 million tons) in five years.USAID will support the revival of foundationseed farms. We will work with private seedout-growers through Development CreditAuthority (DCA) credit guarantee to supportand strengthen the Tanzania Seed TradeAssociation (TASTA) in establishing publicprivatepartnerships that take advantage of agribusinessesas an alternative source of supportfor seed farms. USAID will also support theMorogoro and Arusha-based AgriculturalResearch Station and National Seed Laboratoryto continue breeding high yielding seeds andvarieties resistant to draught, pestilence and12

sustainability imperative and focus on improvingproductivity rather than expansion, withparticular regard to improved land and watermanagement utilizing seasonal to inter-annualclimate forecasts, and planning under long-termclimate change scenarios.FY 2010 Proposed Actions: FY 2010resources will be used to strengthen river basinauthorities to effectively manage waterresources and to support the TanzaniaMeteorological Agency (TMA) in providingclimate and weather forecast information tofarmers. This will principally take place throughscale up of the pilot Radio and Internet for theCommunication of Hydro-Meteorological andClimate Related Information-RANET (climatevariability) program co-developed by USAIDand NOAA. It will include a publicoutreach component to disseminate marketinformation and climate forecasts, as well as,enhancing policy advocacy and public educationon agriculture, nutrition and entrepreneurship.The USG will utilize FY 2010 resources (withother donors) to support the expansion ofNAPA to more strategically address climatechange. Recent horticulture awards willcontinue and will provide impact data onprogress for the sustainability indicator.Analytical Work: Initial results from theTanzania AgCLIR (Agriculture Climate, Legal,Institutional and Regulatory) Assessmentindicate that legal and regulatory frameworks toreduce greenhouse gas emissions such as bilawsagainst wildfire, watershed protection andland use plans for pastoralist and farmers, existin rural Tanzania, yet the institutions chargedwith enforcing these laws and regulations areweak. To address this enforcement gap, theassessment recommends strengtheninginstitutional capacity at the local governmentlevel. Potential additional analytical work mayrequire targeted impact assessments, sectoranalyses to understand decision makers’ needsfor climate information, and technology systemsanalysis linking climate science and informationproducts to enhanced adaptive management.Any future USAID work will build on existingassessments such as DFID’s pending “CountryLevel Economic Impacts of Climate Change” – asynthesis of DFID reports on climate changeand the WFP Comprehensive Food SecurityVulnerability Assessments. This work will shedlight on climate change contributions to foodinsecurity and will support strategic planning foradaptation. Analytical work will also besupported by the EGAT MicroenterpriseProgram to show the potential of microfinanceto enhance adoption of clean energy byTanzanian households.4.1.3. Stimulate Private SectorCurrent/Potential USG/Donor Partners:DFID, World Bank, EU, AfDB, Netherlands,DANIDA, Japan, Sweden, Switzerland, UNDPand IFADMDG1: Increased private sector participationwill increase household income and reducepoverty.Key Issue: Smallholders account for over 80%of production with limited private sectorparticipation, impeding overall growth in thesector. Tanzania spends $200 million annually toimport high-value food products due to a lackof product diversification and value addition.There are only a few medium- and large-scalemillers in the country. Morogoro alone has over150 small-scale millers, mostly using outdatedtechnology with low returns. PEPFAR and theWFP import food products that could beproduced locally, such as corn-soya-blend,fortified products for school feeding, food-byprescription,and other support to vulnerablegroups.GOT Priority: Private sector development,an ASDP priority, remains underfunded. TheUSG approach to public-private partnershipsand value chain development can createsignificant private sector incentives andinvestments and is recognized by the GOT as amodel for improving the private sectorapproach throughout ASDP.14

USAID Past Investment: Since 2001,USAID has devoted considerable effort todeveloping private sector-driven value chains inagriculture. The 2002-2006 Private EnterpriseSupport Activity (PESA) linked smallholderproducer associations through out-growersschemes to private sector commercial farms,processors and exporters. PESA established170 producer organizations, mainly in stapleproducingregions. Similarly, USAID-supportedvalue chains in coffee, horticulture, artemisia,cashews, and livestock have been successful inlinking farmers to markets and processorsthrough out-growers schemes. To complementits technical assistance, USAID partnered withAfDB and CRDB Bank (Tanzania’s largest bank)in 2008 to create a $20 million DCA creditguarantee to support private sector agriculturalinvestment.FY 2010 Proposed Actions: Finalizeassessments and program design to stimulateprivate sector investment in staples valuechains, milling and food fortification, warehousereceipt systems, commodity exchanges, marketintelligence, crop insurance, and farmer andindustry-sector associations.Our new partnership with General Mills willbuild the capacity of staples millers in valueaddition and enable the scale-up of milling,fortification, blending and productdiversification, toproducedomestically forvulnerablepopulations such aschildren under five,people living withHIV/AIDS, andpregnant andlactating women.This activity will bedesigned to enableparticipation bylocal millers ininstitutionalprocurements todrive long-termsustainability andgrowth in domesticOur new partnershipwith General Mills willbuild the capacity ofstaples millers in valueaddition and enablethe scale-up of milling,fortification, blendingand productdiversification, toproduce domesticallyfor vulnerablepopulations such aschildren under five,people living withHIV/AIDS, andpregnant and lactatingwomen.value addition. Building the capacity of millersto blend maize with cassava, sorghum and milletwill enhance utilization of these traditionalstaples that are gradually losing market share asconsumers shift to preferred staples such asmaize, rice and wheat.The DCA credit guarantee will be expanded tospur private investment in agriculture byenhancing agro-dealers’ access to credit.Ongoing support to the horticulture sub-sectorin FY 2010 will increase membership of theTanzania Horticultural Association (TAHA),improving its ability to link agri-businessesacross the value chain to domestic, regional,and international markets. Fueled by rapidgrowth in horticultural exports, TAHA hasdoubled membership annually for each of thepast two years.Pilot programs for workplace HIV/AIDS andgender rights will be replicated among TAHAcompanies, with particular emphasis onworkplace health, safety and training forwomen, who make up a large percentage ofemployees in the sub-sector. Companies willalso be supported through TAHA to expandsmallholder out-growers schemes to reachmore than 25,000 farmers in FY 2010. Livestockinterventions in FY 2010 will continue to focuson creating markets for pastoralists around landtrusts. This model has been implemented atManyara Ranch, which recently completed acattle breeding, fattening, and abattoir programwith pastoralist communities to supplydomestically produced beef to national marketsas a means of improving asset utilization,incomes and sustainable land management. Theprogram will begin replication in WestKilimanjaro Ranch in FY 2010, reaching anadditional 5,000 pastoralists. A program optionsassessment, based on previous livestock valuechain assessments, will also be completed inFY 2010 to define priorities for scale up inFY 2011.Analytical Work: Further analysis ofopportunities for reducing malnutrition byincreasing private sector milling and marketingcapacity will be completed in partnership withWFP and local research institutions. Existing15

value chain assessments for the livestock sectorwill be elaborated or updated as needed.4.1.4. Increase TradeCurrent/Potential USG/Donor Partners:ADF, DFID, World Bank, EU, AfDB,Netherlands, DANIDA, Japan, Sweden,Switzerland, UNDP and IFADMDG1: Increased trade will increasehousehold income and reduce poverty.Key Issue: There is significant market potentialfor staples in Tanzania due to the presence ofchronically food deficient countries in theregion. Africa is the single largest importer ofrice in the world ($2-3 billion per year), and is anet importer of maize. A preference for yellowmaize results in poor market performance foreastern and southern African white maize.Tanzania is an important supplier of staples ineastern and southern Africa, but access toregional markets is undermined by theregulatory framework and export logisticsconstraints. A staples export ban spursinformal trading across borders, resulting inhigh transaction costs and a lack oftransparency. Compared with markets fortraditional exports, the staples market isrelatively unstructured and is characterized bynon-compliance with standards for safety,quality, and weights and measures. Improvedaccess to regional markets and robust domestictrade in staples would increase householdincomes, reduce poverty, and address regionalimbalances between food surplus and fooddeficit districts.GOT Priority: The importance andcontribution of trade to poverty alleviation isarticulated in the National Trade Policy. TheTanzania Trade Integration Strategy (TTIS) is anational framework for coordinating traderelatedactivities, including trade facilitation.TTIS prioritizes increased competitiveness inregional and global markets. Tanzania is afounding member of the WTO, and a memberof the East African Community (EAC) and theSouthern African Development Community(SADC). Tanzania established the EAC CustomsUnion with Kenya and Uganda in 2005 and auniversal tariff regime is now being introduced.USAID Past Investment: USAID regionalprograms such as Trade Hubs, COMPETE, andsupport for the Eastern African Grain Council,have complemented the bilateral program byaddressing regional issues includingharmonization of policies and regulations, andimproved access to market information. TheMission has capitalized on regional programs toaccess regional and international markets forcoffee, cashews, horticulture, and staples. The2008 BizCLIR Assessment detailedrecommendations for improving trade policyand trade facilitation, many of which would befeasible to implement with additional funds.USAID has already made significant progress insupporting the removal of industry-identifiedtrade barriers in the horticulture sub-sector.When industry stakeholders identified access toreliable air freight services as an impediment togrowth, USAID led a process in consultationwith TAHA that resulted in the first ever,twice-weekly dedicated air cargo service out ofKilimanjaro Airport.The Mission responded to calls for improvedaccess to credit with an innovative USAID-AfDB loan guarantee ($20 million) to targetinvestment.FY 2010 Proposed Actions: Initial findingsfrom the AgCLIR Assessment point to policyconstraints affecting the prospects fortransformational growth in agriculture includingpolicy instability, multiplicity of local taxes, aweak legal framework to protect propertyrights, and a private sector that is too small tosupport service provision and establish effectivemarket linkages. The final AgCLIR Report willdetail additional recommended actions on tradepolicy and facilitation with specific interventionsrecommended in areas such as warehousereceipts, commodity exchange, and the exportban.Tanzania will also pilot the first MicroCLIRAssessment ever conducted for maize and ricevalue chains to identify micro-impediments in16

4.1.6. Ensure Underserved GroupsBenefit from GrowthCurrent/Potential USG/Donor Partners:PEPFAR, USDA, WFP, UNICEF and WorldBank.MDG1: Targeting underserved groups willenhance equity across gender and otherdemographics.Key Issue: Women represent the majority ofthe agricultural labor force yet their lack ofaccess to land reduces their access to credit. Acycle of poverty, drought and food insecuritydisproportionately impacts vulnerablepopulations such as women, children, and thoseaffected by HIV/AIDS. Populations living onmarginal lands and in remote areas whereinfrastructure is poor experience higher rates ofpoverty and food insecurity. Intra-householdvariability in food security is reflected in thehigh incidence of malnutrition among under-fivechildren, where 38% of children are chronicallymalnourished and 22% are underweight.GOT Priority: Gender is a cross-cutting issuein ASDP. The 2007 Agricultural Census devoteda separate analysis to gender, aimed atmainstreaming gender in agriculturalprogramming. The GOT has requested thatGHFSI help meet goals set forth in ASDP tosupport women’s productive roles in agricultureand to monitor the impact of asset distribution,input access, and participation.Rampant micronutrientdeficiency is recognizedas a major public healthchallenge for Tanzania.A recent study by theWorld Bank indicatesthat 72% of childrenand 52% of mothers areanemic, the infantRampantmicronutrientdeficiency isrecognized as amajor publichealth challengefor Tanzania.mortality rate is 76/1,000 live births, and about36% of all child deaths beyond early infancy aredue largely to malnutrition.The GOT prioritizes malnutrition throughvarious programs and initiatives, includingestablishment of the Tanzania Food andNutrition Center and enactment of theNational Nutrition Policy. Over 80% of childrenunder the age of five now receive Vitamin Asupplementation and de-worming tablets twiceyearly and 75% of households use iodized salt.Vitamin A supplementation reduces infantmortality by as much as 23%. The challenge forthe GOT has been to sustain such programs,particularly given the need for coordinated andmutually reinforcing cross-sectoralprogramming involving the ministries ofAgriculture and Health.Past USG Investment: Previous and currentinterventions target vulnerable populations,paying special attention to understanding theparticipatory constraints and incentives thataffect women in key value chains such ashorticulture, livestock and coffee. Newprograms in horticulture emphasize value chaindevelopment for smallholders to improvehousehold incomes, and also promotesubsistence crops like sweet potato, avocado,beans, peas and tomatoes for home use.Additionally, these programs pilot modernbeekeeping within smallholder farm units. Initialpilot studies conducted by Honey Care inTanzania have shown that, with as few as twobeehives, horticultural productivity increasestremendously. More women can be engaged inmodern beekeeping activities with simplemeasures such as lowering hanging hives.The Mission recently collaborated with theUSAID Women in Development Office GATEprogram to conduct gender auditing of itshorticulture and maricultural projects, and usedlessons learned to inform recent horticultureprocurements. In FY 2009, USAID participatedin, and contributed resources to, Women’sLeadership Training in Economics (WLTIE) andWomen’s Empowerment Development Grantsto support women in horticulture. A developingproject on secured transactions reforms willenhance women’s access to credit through theuse of movable asset collateral.The PEPFAR Food and Nutrition TechnicalAssistance II IQC (FANTA-2) supports capacity18

development of the Tanzania Food andNutrition Center to build integrated nutritionprograms within relevant GOT ministries.PEPFAR also supports national Demographicand Health Surveys (DHS), providing thedemographic and anthropometric informationused for monitoring the nutritional status ofwomen and children. Through PEPFAR andEconomic Growth wrap-around activities, allcurrent activities include economicstrengthening aimed at HIV/AIDS-affectedhouseholds participating in horticulture valuechains, as well as, workplace HIV/AIDSprevention.Women’s advocacy programs and policies arefully integrated within activities, giving woman avoice and rights in the agro-processing sectorto ensure their safety, health and economicsecurity.FY 2010 Proposed Actions: Activities willfocus on strengthening local institutions andpolicies to address the needs of vulnerablepopulations such as women, children, andpeople affected by HIV/AIDS and the very poor.Initially, this will be accomplished through aseries of targeted and/or combined assessmentsfor the three value chains being proposed. Wewill also design an impact assessment to becompleted during the early stages of theprogram to understand the impacts ofagricultural programs on gender assetdistribution and to test assumptions about thelink between proposed interventions and actualimpacts in reducing malnutrition. Vulnerablepopulations will benefit through partnershipswith PEPFAR and General Mills on foodfortification programs that support a broaderstrategic policy on nutrition enhancement, aswell as scaling up of PEPFAR and EconomicGrowth wrap-around programming.The new Integrated Water, Sanitation andHygiene (iWASH) program focuses onproductive uses of water through thedevelopment of Multiple Use Services (MUS)and will roll out in the target GHFSI regions.The program pays special attention tovulnerable groups and their participation inMUS to enhance water quality and access, andlivelihoods, which in many cases will includesmall-scale horticulture entrepreneurship. Sincethe horticultural value chain has a high degreeof participation by women, these activities willcontribute significantly to improve nutrition andhousehold income.Nutrition funds will support Vitamin Asupplementation activities that have beeninitiated by the Health and Population Office aspart of the maternal and child health program.A bond guarantee to a microfinance institutionwill enhance access to credit by at least 200small and medium enterprises.Analytical Work: With Financial CrisisInitiative funds provided through USAID, WFPis undertaking a comprehensive food securityvulnerability mapping assessment that will helpto shape the USAID safety net program andinform our understanding of nutritionvulnerabilities in order to develop appropriateinterventions. FY 2010 funds will be used byUSAID to assess the feasibility of the currentfood fortification policy and to make specificrecommendations for creating demand andsupply-side capacity. The program will draw onexpertise to design stand-alone and/orintegrated nutrition programming for FY 2011based on an FY 2010 assessment of:GOT capacity needs, particularly for interministerialpolicies and programming;GOT assistance needs for supporting theCAADP Pillar III to facilitate countrynutrition roundtables and support nutritionadvocacy and inter-sectoral coordination;andKey capacity constraints across a range ofstakeholders for addressing and monitoringnutrition targets.4.1.7. Expand Knowledge and Trainingby Supporting Research andDevelopmentCurrent/Potential USG/Donor Partners:USDA, ASDP Basket (World Bank, Japan, IrishAid, IFAD, AfDB), the Gates Foundation19

MDG1: Knowledge and technology willenhance productivity and increase income.Key Issue: The National Agricultural ResearchAgency (NAR) and Sokoine University manageZonal Research Centers focused on agroecologicalzone appropriate crops. Thesecenters are, at present, operating withextremely limited funding, most of which comesfrom targeted donor programs. While technicalcapacity remains within the centers, lowdomestic resource allocation has severelylimited nationally driven research in agriculture.Donors such as DFID and CIDA are fundingtargeted climate change research in theagriculture sector through IDRC.GOT Priority: Research and advisory servicesand training are integral components of ASDP.Agricultural research in Tanzania has declinedsignificantly in the last 20 years due tobudgetary constraints. Rebuilding this capacity isa crucial priority for GOT and there is a pledgeto increase spending in this area.Tanzania has benefited from USG fundingthrough multilateral organizations such as theAssociation for Agricultural Research in East,Central and Southern Africa (ASARECA), andthe Consultative Group of InternationalAgriculture Research (CGIAR). From 1990-2002, USAID supported collaborative researchprograms between Sokoine University andTuskegee University, including graduate trainingfor faculty members. Sokoine Universitycollaborates with US Land Grant Universities(LGU) in research and exchange programsthrough EGAT Indefinite Quantity Contracts(IQCs) such as the Collaborative ResearchSupport Program (Sorghum/Millet CRSP andIntegrated Pest Management CRSP) and HEPAD(Higher Education Partnerships for AfricanDevelopment). Participating LGUs include OhioState University, Michigan State University andPurdue University.The Mission participated in FY 2009 Women’sLeadership Training in Economics (WLTIE) andhas sent three candidates to the US forgraduate training in economics.FY 2010 Proposed Actions: The FY 2010budget prioritizes building capacity of foodsecurity implementing partners, strengtheningcoordination of food security activities withGOT and among donors (including jointmonitoring), and rebuilding the USAID foodsecurity team. Over 100 participants will betrained on issues pertaining to:Food security and nutrition;Enabling environment/policy issues;Strategic planning;Monitoring and evaluation;Entrepreneurship and agribusiness;value chains;Climate change adaptation;River basin management;Safety nets; andOutreach to vulnerable smallholderpopulations.The Mission recently launched a MissionLeadership Training Program that targetscapacity development of key high-ranking GOTofficials involved in food security initiatives.These proposed actions will be complementedby training provided through the USDA’Cochrane Fellowship Program (CFP) for midlevelspecialists and administrators from boththe public and private sectors.Analytical Work: A research capacity andtraining needs assessment will be completedearly in FY 2010 to define the short- and longtermgoals of the program.4.2. AFRICAN PRIORITIESProposed GHFSI activities in core investmentsareas fall within the GOT ASDP framework.Major components of the framework, withcorresponding GHFSI pillars in brackets,include:Investment in production, irrigation andpost-harvest (agricultural productivity);20

Policy regulatory and institutionalframework (policy reforms and goodgovernance);Research, advisory services and training(expand knowledge/ training and research);Private sector development, marketing, andrural finance (trade, private sector); andCross-cutting issues that correspond toGHFSI priorities including HIV/AIDS, genderand environment.4.3. HOW AREAS BUILD ONEARLIER INVESTMENTSActivities in the core investment areas buildupon previous USAID investments and successin supporting rural infrastructure, producerassociations with a smallholder focus andexport crop value chains. USAID support indeveloping the specialty-market coffee andhorticulture value chains have proven soeffective and profitable for private sectorinvestment that we now see a demonstrationeffect of interest by private sector investors andother donors to help facilitate agriculturaltransformation.Unfortunately, USG approaches to privatesector-driven agricultural development are onlynow being recognized, with an eye toreplication by ASDP and other donors. This gapleaves significant programming space for asubstantially scaled-up USG effort that providesthe vehicle for multi-donor and GOTinvestment within a “best-practice” approach.4.4. LINK TO FOREIGNASSISTANCE FRAMEWORKThe Economic Growth objective is to promotebroad-based, sustainable economic growththrough agriculture, trade, and adaptation toclimate change. The GHFSI framework willcontribute to the overarching EconomicGrowth objective by increasing agriculturalgrowth and expanding the supply of staple food.The GHFSI plan fits well in the ForeignAssistance Framework for Economic Growth inelements such as agriculture, trade andinvestment, private sector competitiveness, andthe environment. The plan will also contributeto the Investing in People program area byreaching out to the very poor and vulnerablepopulations.5. FY 2010 RESULTS/INDICATORS/ TARGETSTanzania did not receive FY 2008 Global FoodSecurity Response (GFSR) funds, meaning thatFY 2010 results are based on only one year ofimplementation. Over 50,000 households(300,000 people) will benefit from USAIDassistance in FY 2010. The longer-term goal isto reach one million households (5 millionpeople) with increased resources from FY2011-2014. This goal would be jointly monitoredunder ASDP, CAADP, MDG and MKUKUTA.5.1. INCREASE AGRICULTUREPRODUCTIVITYRehabilitation of 2,000 ha of irrigated land in FY2010 will double rice yields and increase paddyrice production from6,000 tons to over15,000 tons per year.At least 100 km offeeder road will beupgraded to facilitatelinkage of irrigationschemes withmarkets. Adoption ofhigh-yield seeds, useRehabilitation of2,000 ha of irrigatedland in FY2010 willdouble rice yieldsand increase paddyrice productionfrom 6,000 tons toover 15,000 tons/yr.of fertilizer, and improved agronomic practiceswill increase maize and rice productivity andprofitability by 20% among farmers receivingdirect USG assistance. The longer-term goal isto increase annual staples production by 25%(1.25 million tons.)5.2. MAINTAIN NATURALRESOURCE BASE ANDPROMOTE ADAPTATION TOCLIMATE CHANGEIn FY 2010, the Rufiji and Ruvu-Wami RiverBasin Authorities in the target areas will have21

developed appropriate water managementmodels based on sound monitoring thatincorporates seasonal and inter-annual todecadal climate information. The Authoritieswill use this information in water extractionpermitting, particularly for new agriculturaldevelopment.Over 100 extension officers of the TanzaniaMeteorological Agency and Ministry ofAgriculture will be trained in the use of climateinformation tools through the scaled up RANETprogram. This will set the stage for FY 2011,when at least 20% of the target farmers willhave access to and use reliable, timely andrelevant climate decision-support technologies.5.3. STIMULATE PRIVATE SECTORIn FY 2010, 40 private firms will receive USGsupport to build capacity in technical andbusiness skills. Capacity building to millers willresult in a value of over $ 0.5 million fromimport substitution of fortified products, with atleast two medium to large millers certified tomeet international standards. Further capacitybuilding will be provided to at least 10 foodprocessors. The program will leverage at least$2 million in private sector investment throughthe DCA credit guarantee and will create 2,000jobs in the staples value chain.5.4. INCREASE TRADEIn collaboration with regional programs such asCOMPETE, USAID support for warehousereceipt systems will help mobilize criticalvolumes for trade, while the CommodityExchange will enhance market transparency. InFY 2010, 25 producer associations will besupported, with at least 10 associationsorganized into warehouse receipt systems andlinked to regional staples markets, includingthrough institutional procurement byorganizations such as WFP. The warehouseactivity is projected to result in turnover ofapproximately $2 million annually.At the macro-level, GHFSI will make crucialcontributions to reducing total food importcosts—currently $200 million per year, ofwhich $100 million is for rice. GHFSI will alsohelp to contain inflation, as staples account forover 50% of the household budget share.Overall USG assistance in target value chains isexpected to increase Tanzania’s regional andinternational trade in those value chains by 5%.5.5. ENSURE UNDERSERVEDGROUPS BENEFIT FROMGROWTHThe plan pays special attention to the verypoor, women, children, and those affected byHIV/AIDS, and aims to reduce the incidence ofmalnutrition by 5% in the short-term and by25% in the long-term in target areas. In FY2010, over 50,000 rural, poor smallholder farmswill be productively engaged in the targetsectors, with gender assessments detailingaction plans for scale-up of women’sparticipation, asset distribution, and improvedsavings.5.6. POLICY REFORM AND GOODGOVERNANCERecommendations from the AgCLIRAssessment that will be pursued in FY 2010include issues of export and licensing controls,non-transparent tax regime, and ambiguous landtenure laws. The FY 2010 target is to achieve atleast two milestones in policy reforms toenhance the enabling environment for farmers’profitability, private sector investment, andtrade. At the end of FY 2010, ASDP will bemainstreamed into the CAADP process.5.7. EXPAND KNOWLEDGE ANDTRAINING BY SUPPORTINGRESEARCH ANDDEVELOPMENTFY 2010 activities prioritize capacity building. Atleast 100 people from agricultural lineministries, regulatory authorities, and otherstakeholders will receive technical, business andgovernance/policy training. At least 10 peoplewill receive long-term graduate training inagricultural fields. Aggregated with training forfarmers, this capacity building training wouldresult in a total of at least 15,000 people trainedin FY 2010.22

To inform programming of anticipatedincreased resources in FY 2011, at least 10feasibility studies and assessments will beundertaken in FY 2010.Table 3: Tanzania: FY 2010 Targets (Reported in 2011)Indicator FY 2010TargetsOperational Plan - IndicatorsNumber of institutions/organizations undergoing capacity/competency assessmentsas a result of USG assistanceNumber of individuals who have received USG supported short-term agriculturalsector productivity training (gender balance 50/50)5015,000Number of rural households benefiting directly from USG interventions 50,000Percentage change in value of international exports of targeted agriculturalcommodities as a result of USG assistanceAmount of private financing mobilized with a DCA guarantee5%$ 2 milNumber of baselines or feasibility studies 10GFSR - IndicatorsVolume and value of commodities entering USAID-supported storageFeeder roads completed as a result of USG assistance$2 mil100 kmIEHA - IndicatorsNumber of agriculture-related firms that benefitted directly in this reporting year asa result of USG assistanceMale attendance at long-term agricultural sector productivity training in thisreporting year as a results of USG assistanceFemale attendance at long-term agricultural sector productivity training in thisreporting year as a results of USG assistanceNumber of new technologies or management practices under research in thisreporting year as a result of USG assistanceEnhance productivity of smallholder-based agriculture. Indicator: % change in grossmargin per hectare for commodities targeted by USG assistanceImproved policy environment for smallholder-based agriculture. Indicator: milestoneaccomplished on reforms supported by USG assistance40552Rice=20%223

6. KEY ISSUES ANDANALYTICAL ACTIVITIESLOOKING TOWARDFY2011Critical analytical gaps and related targetedassessments and/or feasibility studies areidentified under each investment area. Theyinclude, but are not limited to:Primary and secondary value chainassessments (including the first pilotMicroCLIR in staples);Policy-enabling environment (BizCLIR);Gender constraints and participation;CAADP – ASDP harmonization;Target irrigation scoping;Training/capacity building needs; andNutrition (including the soon to becomplted WFP National Food andNutrition Vulnerability Assessment) and theTanzania Nutrition and Food SecurityAssessment.Priorities for analysis in micro-level issues willbe informed by macro-level assessment. Thosepriorities will be refined as GHFSI developswithin the early part of FY 2010.7. PARTNERSHIP PLAN7.1. USG INTERAGENCYCONSULTATION ANDCOORDINATIONThe USG coordination framework for theagriculture sector will continue to mature asinvestments rise. Under a new and significantlyscaled-up food security initiative, USAID wouldlead a working group on food security andagriculture. USAID, the Department of State,the Department of the Treasury and the USDAhave developed an effective system ofinformation sharing and coordination. The USDepartment of Interior, US Forest Service andthe National Ocean and AtmosphericAdministration provide technical assistance asneeded.7.2. CONSULTATION ANDCOORDINATION WITHGOVERNMENTFood security activities are coordinated underASDP and agriculture-related ministries: theMinistry of Agriculture, Food Security andCooperatives; the Ministry of Livestock andFisheries; the Ministry of Industry, Trade andMarketing; the Ministry of Water and Irrigation;and the Prime Minister’s Office, and also includeRegional Administration and Local Government.ASDP has a steering committee consisting ofpermanent secretaries from these ministriesand several thematic working groups.The USAIDGHFSI plan wasdeveloped inclose consultationwith the relevantadvisory bodiesand leadershipwithin ASDP. Aseries of mid- tohigh-levelIt was widely recognizedby GOT and donorsalike that the USAIDcomparative advantageis to help develop athriving private sectorledagriculturaltransformation.briefings with the GOT ended with USAIDpresentation of the draft GHFSI plan to theAgriculture Sector Consultative Group – thesector working group of the GOT and donorswho support ASDP. The plan was extremelywell received, and the GOT has pledged to helpsupport the rapid roll out of the programshould Tanzania be selected as a Phase IIcountry. There was consensus that the USGprogram fits strategically within the ASDPframework and that it will allow the GOT toachieve greater impact within a shorter timeframe. USAID would directly participate in theConsultative Group (from which we wereexcluded as we did not previously contribute tothe ASDP basket). A joint monitoring systemwould be developed to evaluate thecontribution of GHFSI to ASDP indicators. Itwas widely recognized by the GOT and donors24

alike that USAID comparative advantage is tohelp develop a thriving, private sector-ledagricultural transformation.7.3. MULTILATERAL ANDBILATERAL DONORCONSULTATION ANDCOORDINATIONKey donors on food security in Tanzania arethe World Bank, IFAD, AfDB, FAO, Japan,Ireland, and the EU, all of whom have beenconsulted in the development of this initiative.Tanzania has a well-established coordinationmechanism among development partnersthrough the 2006 Joint Assistance Strategy forTanzania (JAST). USG is represented by theUSAID EG Office on four Donor PartnerGroups(DPGs): Agriculture, Private Sector andTrade, Water, and Environment/NaturalResources. USAID plays a key role in many ofthese groups as thematic lead. With increasedagricultural funding, USG through USAID,would be ready to take an overall ‘lead’ role forone or more of these DPGs. Raising the level ofUSG participation in DPGs would be in linewith the GHFSI objective of having USG assumeleadership on global food security issues.In addition to overall coordination under ASDP,bilateral negotiations are underway andbeginning to yield results in enhancingpartnership and synergy. For instance, theGovernment of Japan, through JICA, has showninterest in collaborating with USG to supportthe rice sub-sector.7.4. CIVIL SOCIETY AND PRIVATESECTOR CONSULTATIONAND COORDINATIONThe Tanzania Private Sector Foundation (TPSF)is the apex organization for all businessassociations in Tanzania and is the leadproponent of the Kilimo Kwanza (AgricultureFirst) Initiative, which is advocating for a majorGOT program to push agriculture to the top ofthe country’s development agenda. TPSF is animportant partner for USAID in developing andmonitoring the implementation of GHFSI.Other private sector organizations are theGrain Council, Tanzania HorticulturalAssociation, Tanzania Agricultural Council andTanzania Seed Association. Many civil societyorganizations have taken lead roles insupporting Kilimo Kwanza and USAID willcollaborate with the Foundation for CivilSociety to identify food security champions intarget areas, particularly as part of our capacityand training needs assessment in FY 2010.7.5. DIPLOMATIC STRATEGYOur diplomatic approach in Tanzania willadvance the following three keyGHFSI objectives: (1) increase sustainablemarket-led growth across the entire foodproduction and market value chains; (2) preventand treat undernutrition; and (3) increase theimpact of humanitarian food assistance andsocial safety nets.To increase agricultural productivity, we willadvocate with GOT to make transparentagriculture policy decisions that encourageproduction and will expose key stakeholdersand the general public to the benefits ofbiotechnology.Natural resources and climate change will beaddressed through engagement with the GOTon development of the expanded NationalAdaptation Plan of Action (NAPA), to tacklechallenging questions such as decision-supportscience and research for the agriculture andwater management sectors.To stimulate private sector activity inagriculture, we will continue work to promote aconducive enabling environment foragribusiness and improved access to creditincluding secured finance reform, which has thepotential to significantly increase access tocredit, particularly for women.Diplomacy for trade promotion will targetpolicies inhibiting trade such as the use ofintermittent export bans and very high advaloremtariffs and non-tariff barriers on staplesimports. The AgCLIR and MicroCLIRassessments will detail additionalrecommendations for specific actions in areas25

such as warehouse receipts, commodityexchange, export bans, import tariffs andrestrictions and micro-impediments in the valuechain impeding macro-level trade targets.Increasing regional trade and opening up anintegrated regional market for staples in easternand southern Africa will allow countries to takeadvantage of regional diversity and differentharvest periods. We will encourage Tanzania towork with its neighbors to support regionalintegration and will encourage the GOT, at thehighest level, to harmonize and rationalizeregional trade policies.In the past two years, Tanzania's reform effortsto improve the business enabling environmentand ease of doing business have lagged. We willbuild on the BizCLIR and AgCLIR assessmentsto identify recommended interventions for amore conducive enabling environment inagriculture and food security. Areas of focusfor reform include land rights and tenure issues,especially as they relate to women's ownershipof property, constraints to investment inagriculture, and policies that support adaptationto climate change.Tanzania's plan for agricultural development isarticulated in its 2006-2015 ASDP, which willalso likely serve as a vehicle for implementingthe CAADP in Tanzania. We will activelysupport and participate in Tanzania’s fast-trackprocess for signing of a CAADP Compact andwill engage with the ASDP steering committeeof Permanent Secretaries from the ministries ofAgriculture, Livestock, Industry, Water, andLocal Government and Regional Administration.We will engage at a high level (through DCMand Ambassador participation as necessary) toprovide feedback and shape the way the GOTinvests in agricultural development when itpresents its CAADP investment plan. USAIDwill also collaborate with the Tanzania PrivateSector Foundation, an umbrella organization forbusiness associations, and the Foundation forCivil Societies to identify champions of foodsecurity.Tanzania has a well-established coordinationmechanism among donors through the 2006Joint Assistance Strategy for Tanzania. We willbroaden and intensify our participation inagriculture-related working groups, amongothers, to support achievement of GHFSIobjectives.Key food security donors include the WorldBank, IFAD, AfDB, FAO, Japan, Ireland and theEuropean Commission. Through the FinancialCrisis Initiative, we are partnering directly withthe World Food Program to support socialsafety nets, including school feeding programs,and increased agricultural production.A robust public diplomacy effort will be initiatedto support the achievement of GHFSI goals andclearly communicate that assistance underGHFSI is “from the American People.” GHFSIpublic Diplomacy will be coordinated throughthe Interagency Public Diplomacy WorkingGroup chaired by The Embassy Public AffairsSection.8. FY 2010 CAPACITYBUILDING PLANWith public service reforms beginning in 1990,the GOT suspended recruitment of new staffresulting in a wide age-career gap betweensenior and junior staff. As senior staff approachretirement, it is necessary to build the capacityof junior and mid-cadre staff to move intosenior positions. ASDP has a capacity buildingcomponent, but no systematic training needsassessment has been done to identify actualknowledge gaps.Recently, the Permanent Secretary of theMinistry of Agriculture requested USAID torevive a training program for staff of theMinistry of Agriculture, Food Security andCooperatives. Many senior staff within theMinistry and government research centersbenefitted from USAID training/educationassistance in the 1970s and 1980s. SokoineUniversity of Agriculture, established withsupport from USAID in the 1960s, is the onlyTanzanian university offering academic training26

in agriculture. Degree programs at Sokoinehave also received targeted USG support sincethe University’s inception.FY 2010 Proposed Action: FY 2010 fundswill strengthen the capacity of food-securityimplementing partners with over 200 partnersto be trained on food security and nutrition;policy issues, strategic planning, monitoring andevaluation, entrepreneurship and agribusiness,value chain optimization, climate changeadaptation, river basin management, and safetynets and outreach to vulnerable smallholderpopulations.The Mission recently launched a LeadershipTraining Program which will be utilized to targetcapacity development of key high-ranking GOTofficials involved in the management,programming and monitoring of food securityinitiatives. Target partners for capacity buildingare:Agriculture Allied MinistriesAgriculture, Food Security andCooperatives; Industry Trade andMarketing; Livestock and Fisheries; Waterand Irrigation; andPrime Minister’s Office - RegionalAdministration and Local Governments.Regulatory InstitutionsTanzania Food and Drug Administration;Tanzania Food and Nutrition Center;Staples Crop Board; Strategic GrainReserve; National Seed Laboratory/Agency;Tanzania Meteorological Agency; NationalEnvironmental Management Council; andRiver Basin Authority.Rural Urban Development Initiative;Tanzania Seed Association;Tanzania Horticultural Association;Pastoralist Livelihoods Council; TanzaniaAssociation of Women Leaders inAgriculture;Savings and credit cooperatives;Producer associations in target regions;Agro-dealers associations; andDCA bank partners.Training and Research InstitutesSokoine University of Agriculture;Katrin Rice Research Institute;Selian Research Institute; andFoundation Seed Farms.A “Training and Capacity Building NeedsAssessment for Food Security” assessment willidentify and prioritize training needs and identifypotential participants and training institutions.This will provide the basis for developing aprogram timeline and facilitating travel andtraining logistics for trainees. Some objectiveswill be accomplished through existingmechanisms in horticulture, but a new, trainingspecificmechanism is required. Specialemphasis will be given to training needs of thoseGOT officials with responsibility within theGHFSI.The USDA Cochrane Fellowship Program (CFP)will also be utilized to support short-termtraining to build capacity on agricultural trade,management, marketing, policy and technologytransfer, targeting senior and mid-levelspecialists and administrators from both thepublic and private sectors.Non-Governmental Organizations andBusiness AssociationsAgricultural Council of Tanzania; FarmerOrganization Network;East African Grain Council;Tanzania Private Sector Foundation;National Business Council;Tanzania Chamber of Commerce, Industryand Agriculture;27

Table 4: Tanzania Training PlanCore InvestmentArea Subject Matter Target GroupSanitary & phyto-sanitaryRegulatory institutions (TFDA, TFNC)ProductivityTechnical (agronomy, breeding etc,) Ministry of Ag., Ministry of Trade, NationalResearch System-NARS, UniversitiesPublic works procurement and contracts(irrigation, rural roads)Irrigation contractors registered by Ministryof IrrigationValue chainNGOs, Ministry of Ag., Ministry of TradeWarehouse Receipt SystemNGOs, Ministry of Ag., Ministry of Trade,Trade & InvestmentCommodity exchangeNGOs, Ministry of Ag., Ministry of TradeAgribusiness/entrepreneurshipAgribusiness Associations, NGOsAgricultural financeBanks with large ag. portfolios, DCApartners, NGOsFood security, policyMinistry of Ag.Enabling EnvironmentBiotechnologyMinistry of Ag.Bio-fuelMinistry of Ag., Ministry of IrrigationPolicy reformsMinistry of ag., NGOsSafety netsMinistry of Ag., NGOsUltra-poor andNutritionClimate changeCapacity buildingFood fortificationFood processingClimate changeIssuesEarly warningEnvironmental impact assessmentRiver basin managementFood security & nutrition monitoringManagement/ administrativeCollaborative research exchangeAcademic (graduate training)Regulators (TFNC, TFDA) Millers,UniversitiesRegulatory institutions (TFDA, TFNC),MillersMinistry of Ag., NARS, UniversitiesMinistry of Ag.,, NARSMinistry of Irrigation, NARS, UniversitiesRiver basin authoritiesMinistry of Ag.Ministry of Ag.UniversitiesUniversities, NARS, Ministry of Ag.9. MANAGEMENT PLAN9.1. WHOLE-OF-GOVERNMENTCOORDINATION STRUCTUREUnder GHFSI, USAID would take the leadcoordination role, given the Mission’s expertise,successful prior implementation of agricultureprograms, advanced procurement systems, anda strong cadre of dedicated technical staff.USAID is the only USG agency currentlyrepresented on the Agriculture, Private Sectorand Environment Donor Partner Groups and isideally positioned to effectively communicatethe full range of USG efforts under the newinitiative to both the GOT and donors.Communication and coordination isaccomplished through the USG Democracy andEconomics Working Group, the logical platformto scale up USG coordination efforts led byUSAID.A ‘whole-of-government’ approach and ahistory of leveraging funding and coordinatingefforts for greater impact already exist inTanzania. We have a strong initial base fromwhich to build an accelerated program platformof cooperation should we receive increasedfunding. The Mission works closely with theUSAID East Africa and Southern Africa RegionalMissions, particularly on issues related toregional transport and trade.The National Oceanic and AtmosphericAdministration (NOAA) has a pilot programdeveloped in collaboration with USAID that28

utilizes RANET to provide climate informationfor rural farmers that could be scaled upsignificantly. The Famine Early Warning SystemsNetwork (FEWSNET) provides in-countryforecast-based food security projections.We coordinate with MCC on road upgradeslinking agriculturally rich areas to largermarkets, and will create strong linkages withMCC for a potential USAID rural roadsprograms. We also co-fund communitydevelopment programs with MCC, act in anadvisory role on USDA proposals formonetization, and have engaged Peace Corpsvolunteers in our agriculture programs forvulnerable populations.The US Trade Development Agency (USTDA)is financing a concept paper on upgrading of theCentral Railway Line that links the port of Dares Salaam with Great Lakes countries. The USTreasury Office of Technical Assistance (OTA)supports monetary and fiscal policy to enhancethe trade and investment enabling environment.For 10 years we have leveraged the technicalexpertise of the US Department of Interior andUS Forest Service in forestry and conservationmanagement. We also work closely with theState Department on economic development.The scope of the USG inter-agency EconomicsWorking Group was recently expanded toensure effective, whole-of-governmentcoordination of potential GHFSI investments.The renamed Prosperity Group will movebeyond information sharing and coordination torealize the full benefits of integrated assistanceprograms. For example, they will strengthencoordination with USDA’s Cochran Fellowshipand Food for Progress programs andparticipating in joint monitoring field visits.Table 5: Tanzania Mission: Whole-of-Government Labor DivisionGHFSI Core Investment AreasAgricultural Productivity-Irrigation, Rural Roads, FarmInputsMaintain Natural Resource Base and PromoteAdaptation to Climate ChangeStimulate Private SectorIncrease TradeSupport Policy Reforms and Good GovernanceVulnerable Populations/NutritionTraining and ResearchParticipating USG Agency/DepartmentUSAID (EG), MCC, USDAUSAID (EG, NRM), NOAA, USDAUSAID (EG, EGAT, DCA), Treasury Department, StateDepartment (Pol/Econ), MCCUSAID (EG, EGAT,DCA), Department of Treasury, StateDepartment (Pol/Econ), MCC, USTDAUSAID (EG, DG), Department of Treasury, StateDepartment (Pol/Econ, Public Affairs), MCC, USDAUSAID (EG,HIV/AIDS, Health), PEPFAR, CDC, USDA (Foodfor Progress)USAID (EG, Education), State Department (Public Affairs),USDA (Cochrane Fellowships)29

9.2. REVIEW AND EVALUATIONSCHEDULEThe Mission is beginning to see results from arecently awarded contract for TanzaniaMonitoring and Evaluation Management Services(T-MEMS.) Building on lessons learned from thisexercise, the Mission will update PerformanceManagement Plans and will coordinatemonitoring of GHFSI with the Ministry ofAgriculture monitoring team to identifycommon indicators between the GOT ASDPand the Operational Plan in the ForeignAssistance Framework. Targets will be set earlyduring development of the food security PMP,and regular field monitoring will be carried outby the Mission and the GOT when appropriatefor joint ASDP monitoring.9.3. STAFFING REQUIREMENTSThe staffing plan is designed to build key Missioncapacity within the Economic Growth (EG)team while drawing on expertise and assistancefrom the USAID Mission including:Program Office (programming, gender,communications),HIV/AIDS Office (gender, nutrition),Contracts Office (procurement, grantsmanagement),Controller’s Office (financial management),andExecutive Office (HR management,information systems.)30