Post-harvest Management Strategy Implementation Plan 2019–2024

Postharvest Management Strategy Implementation Plan The United Republic of Tanzania, Ministry of Agriculture 2019–2024 MKAKATI WA TAIFA WA USIMAMIZI WA MAZAO BAADA YA KUVUNA | 2019-20292 THE UNITED REPUBLIC OF TANZANIA MINISTRY OF AGRICULTURE POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP 2019 - 2024 Dodoma POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-20244 POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024 i TABLE OF CONTENTS List of Abbreviations and Acronyms ................................................................. ii 1. INTRODUCTION ..................................................................................... 1 1.1. Background ............................................................................................. 1 1.2. Scope of the Strategy .............................................................................. 1 1.3. Vision of the NPHMS ............................................................................... 1 1.4. Mission of the NPHMS ............................................................................ 2 1.5. Strategic Objectives of the NPHMS ........................................................ 2 2. INSTITUTIONAL ARRANGEMENT .......................................................... 3 3. STRATEGY IMPLEMENTATION PLAN (SIP) ............................................. 9 3.1. Introduction .......................................................................................... 9 3.2. Purpose of Strategy Implementation Plan (SIP) .................................... 9 3.3. SO, A: Facilitate awareness of good handling practices to improve efficiency and reduce crop losses along the value chain. ................. 10 3.4. SO, B: Promote availability, accessibility and adoption of tested technologies to reduce post-harvest losses ...................................... 12 3.5. SO, C: Facilitate agricultural marketing systems to improve market access and minimize post-harvest losses .......................................... 14 3.6. SO, D: Promote research and innovations of new and appropriate technologies and methods to reduce crop losses ............................ 16 3.7. SO, E: Review and put in place new guidelines and regulations to enhance standards and practices to minimize PHL. .......................... 17 3.8. SO, F: Strengthen coordination, partnerships, and stakeholders’ participation to enhance strategy interventions ............................... 18 3.9. SO, G: Adapt post-harvest management systems to mitigate the effects of climate change .................................................................. 20 3.10. SO, H: Addressing inadequacy in PHM financing .............................. 21 3.11. SO, I: Develop standard methodologies for collecting data and estimating post-harvest losses in a country ...................................... 22 4. FINANCING PLAN OF SIP .................................................................... 23 5. MONITORING AND EVALUATION FRAMEWORK ............................... 26 6. APPENDICES ......................................................................................... 28 Appendix A: Estimated annual cost for implementing PHM management strategic interventions ........................................ 28 Appendix B: M & E and Results Framework of the strategy .......................... 42 POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024ii LIST OF ABBREVIATIONS AND ACRONYMS ACT Agricultural Council of Tanzania AfDB African Development Bank AGRA Alliance for a Green Revolution in Africa AMCOS Agricultural Marketing Co-operative Societies AMDT Agricultural Markets Development Trust ANSAF Agricultural Non-State Actors Forum ASDS Agriculture Sector Development Strategy ASDP Agricultural Sector Development Programme ASLMs Agriculture Sector Lead Ministries BAKITA Baraza la Kiswahili Tanzania BMGF Bill and Melinda Gates Foundation CARMATEC Centre for Agricultural Mechanization and Rural Technology CMT Coordination and Management Team COPRA Cereal and Other Produce Regulatory Authority COSTECH Tanzania Commission for Science and Technology CPB Cereals and Other Produce Board EAGC Eastern Africa Grain Council ESRF Economic and Social Research Foundation EU European Union FAO Food and Agriculture Organisation FSDT Financial Sector Deepening Trust JICA Japan International Cooperation Agency MIT Ministry of Industry and Trade MoA Ministry of Agriculture MoFP Ministry of Finance and Planning MoHCDEC Ministry of Health, Community Development, Gender, Elderly, and Children MVIWATA Mtandao wa Vikundi vya Wakulima Tanzania MWTC Ministry of Works, Transport and Communications NBS National Bureau of Standards NFRA National Food Reserve Agency NFRA Tanzania’s National Food Reserve Agency NM-AIST Nelson Mandela African Institution of Science and Technology NPHMS National Post-harvest Management Strategy PACA Partnership for Aflatoxin Control in Africa PASS Private Agricultural Sector Support POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024 iii PHM Post-Harvest Management PHTs Post-Harvest Technologies PMO Prime Minister Office PO-RALG President’s Office- Regional Administration and Local Government REA Rural Energy Agency REPOA Research on Poverty Alleviation RUDI Rural Urban Development Initiatives SACCOS Savings and Credit Co-operative Society SAGCOT Southern Agricultural Growth Corridor of Tanzania. SIDO Small Industries Development Organisation, Tanzania SIP Strategy Implementation Plan SUA Sokoine University of Agriculture TADB Tanzania Agricultural Development Bank TAHA Tanzania Horticultural Association TAMFI Tanzania Association of Microfinance Institutions TANTRADE Tanzania Trade Development Authority TARI Tanzania Agricultural Research Institute TARURA Tanzania Rural & Urban Roads Agency TBS Tanzania Bureau of Standards TCAA Tanzania Civil Aviation Authority TEMDO Tanzania Engineering and Manufacturing Design Organisation TFDA Tanzania Food and Drugs Authority TIB Tanzania Investment Bank TIC Tanzania Investment Centre TIRDO Tanzania Industrial Research and Development Organization TMA Tanzania Meteorological Agency TPRI Tropical Pesticides Research Institute TPSF Tanzania Private Sector Foundation TWGs Thematic Working Groups UDOM University of Dodoma UDSM University of Dar es Salaam: USAID United States Agency for International Development VETA Vocational Educational and Training Authority VICOBA Village Community Banks WRRB Warehouse Receipts Regulatory Board POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024iv POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024 1 1. INTRODUCTION 1.1. Background The National Agriculture Policy (2013) acknowledges that, among the key challenges in the agriculture sector, is the high pre- and post harvest losses, which makes up to 30-40 percent of the total annual crop production. The largest magnitude of losses occurs in fruits, vegetables, root and tuber crops, because of the perishability of these commodities, poor post-harvest infrastructures and handling practices. Post-harvest loss affects household’s food security and erodes profit by reducing marketable volumes for actors. The advantages of increased production and productivity cannot be achieved if the actors do not have the capacity to abate the high post-harvest losses. Mitigating PHL represents an opportunity to improve food security, increased income, better health and a sustainable environment. In order to reduce the post-harvest losses for food crops, the country has been implementing the National Agriculture Policy (2013) and Agricultural Marketing Policy (2008) through the Agriculture Sector Development Programme I (ASDP I), which is dedicated to strategize the implementation of the policy’s stated problems, including management of post-harvest losses. 1.2. Scope of the strategy National Post-Harvest Management Strategy (NPHMS) will be implemented over a ten-year (2018-2027) period focusing on food crops particularly cereals, legumes, fruits and vegetables, roots and tubers and edible oil crops. The strategy does not include traditional cash crops, livestock and livestock products. Furthermore, it covers post-harvest losses and actors along the value chain from harvesting to consumption. However, the strategy will be implemented under two phases of five years each. 1.3. Vision of the NPHMS Reduced post-harvest losses along the commodity value chains, which adequately rewards the actors and sufficiently contributes to national food and nutrition security and the economy. POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-20242 1.4. Mission of the NPHMS To improve PHM by ensuring availability of appropriate post harvest and value-addition practices and technologies, providing incentives for investment in marketing systems, as well as improving capacities and coordination of strategic interventions 1.5. Strategic Objectives of the NPHMS i. Facilitate awareness on Post-Harvest Management to improve efficiency and reduce crop losses along the value chain ii. Promote availability, accessibility, affordability and adoption of tested technologies and processes to reduce post-harvest losses iii. Facilitate agricultural marketing systems to improve market ac cess and minimize post-harvest losses iv. Promote research and innovations of new and appropriate technologies and methods to reduce crop losses v. Review and put in place new legislations to ensure compliance with standards and adoption of practices to minimize PHL. vi. Strengthen institutional capacity, coordination, partnerships and stakeholders’ participation of PHM actors to enhance im plementation of strategic interventions vii. Adapt post-harvest management systems to mitigate the ef fects of climate change viii. Addressing inadequacy in PHM financing ix. Develop a standard methodology for collecting data and esti mating Post-Harvest Losses in a country POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024 3 2. INSTITUTIONAL ARRANGEMENT The National Post-Harvest Management Strategy is holistic and requires the participation of different stakeholders including the Government, Private Sector, Civil Society Organizations, CBOs, and Development Partners, in order to achieve all of its strategic objectives and the overall vision. The roles and expected interface among these actors are outlined subsequently. Since NPHMS is an integral part of the ASDP II, its implementation will be through the ASDP II National Steering Committee. In order for MoA to provide leadership on behalf of the Government, there will be quarterly Coordination and Management Team (CMT) meetings which will be chaired by PS MoA and with selected members drawn from MDAs, Academia, Research and Development Institutions, Development Partners, Non-State Actors (Private sector, NGOs (international and local), CSOs and CBOs) engaged in post-harvest matters. In the similar spirit, the secretariat for NPHMS will be the DNFS under MoA and the section responsible for coordinating the strategy will be the Post harvest Management Section. In performing this function, MoA will be assisted by Regional Secretariats and Local Government Authorities through PHM focal persons in RS and LGAs. Moreover, there will be Thematic Working Groups (PHM -TWGs) to work on specific matters and advice the MoA accordingly as well as PHM stakeholder’s platform, which will involve all stakeholders in PHM. The diagram below shows the institutional arrangement for the NPHMS implementation The key institutions and their responsibilities in implementing the NPHMS are summarized in Table 1 below POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-20244 D ia gr am fo r t he N PH M S im pl em en ta tio n A SD P ST EE RI N G Co or di na ti on a nd M an ag em en t Te am (C M T) Se cr et ar ia t (D N FS ) PH Ts T W G St or ag e an d M ar ke ti ng in fr as tr uc tu re s TW G Fi na nc in g an d pr oc ur em en t TW G M & E TW G D IS TR IC TS RE G IO N S PO R A LG Ca pa ci ty Bu ild in g TW G Ta bl e 1: K e y In st it u ti o n s an d t h e ir f u n ct io n s in N P H M S im p le m e n ta ti o n POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024 5 Category Institutions Key responsibilities and functions ASLMs Ministry of Agriculture (MoA)  This is the lead sector Ministry  Overall coordination of the strategy implementation  To chair PHM decisions forum  Lead resources mobilization and budgeting  Formation and operationalization of thematic groups  To coordinate PHM stakeholders  To take and maintain stock of PHM actors Ministry of Industry and Trade (MIT)  Facilitate regional and international trade  Lead the marketing of the agricultural commodities President’s Office- Regional Administration and Local Government (PO-RALG)  Coordinate implementation of the PHM interventions at regional and district levels.  Facilitate coordination of key players at regional and district levels through RAS, DED and focal person respectively Ministry of Finance and Planning (MoFP)  To allocate sufficient budget to support PHM specific interventions  To incorporate the PHM component in the budget guidelines Ministry of Healthy, Community Development, Gender, Elderly and Children MoHCDEC  To coordinate nutrition and food safety Prime Minister Office (PMO)  To spearhead the engagement of youth in PHM specific interventions  Promote investment opportunities for postharvest technologies and agro-processing POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-20246 Category Institutions Key responsibilities and functions Technology Developers TIRDO  Providing technical expertise and support services to PHM industries to upgrade their technology base  Conduct specific R&D in postharvest technologies, and agro processing innovations TEMDO  Design, adapt and develop machinery and equipment, and to promote their commercial manufacture and use.  Transferring/disseminate technology to manufacturing small and medium-sized enterprises (SMEs),  Offer consulting services and training to industries. SIDO  Spearhead establishment and strengthening of the PHM small industry sector through technology transfer CARMATEC  To develop and disseminate improved technologies for PHM VETA  Coordinating, regulating, financing, Promoting and providing vocational education and training on PHTs Regulatory authorities and agencies The Weights and Measures Agency  Enforce laws and regulations related to weight and measures Warehouse Licensing Board  To register and ensure compliance of quality standards for warehouses. TFDA  To enforce compliance of food safety regulation for crops produce TBS  To develop standard specific for food produce. REA  To ensure the availability of electrical energy in the rural areas to support agro processing NBS  Ensure incorporation of PHM indicators in national research, surveys and census  Oversee and participate in baseline survey and census on PHM POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024 7 Category Institutions Key responsibilities and functions NFRA  Ensure availability of storage technologies  Procuring, reserving and recycling grain stocks CPB  Facilitate the creation of new and potential market niches  Facilitate capacity building on PHTs  Promote value addition of food crops COPRA  Regulatethe marketing of cereal and other produce include export and importation COSTECH  Consult, coordinate and supervise the determination, planning, and allocation of funds by national research institutions to PHM R&D projects and programmes within their respective field TARI  Conducting, regulating, promoting and coordinating PHM research activities Academic and Research Institutions These institutions include MATIs, TIRDO, CAMARTECT, TEMDO, ESRF, Universities like SUA, UDSM, Nelson Mandela African Institute of Technology and others  To conduct training and research on PHM  To disseminate research findings/  To provide advisory services to the Government and the private sector Development Partners (DPs) Development partners supporting PHM interventions (FAO, SDC, GIZ, BMGF, AMDT, AGRA, GAFSP, USAID, European Union, IFAD, JICA, DfiD, and other potential partners,  To provide technical support and financial resources Private Sector PHT manufactures, distributors, processors, transporters, aggregators, farmers, agro-dealers, traders and service providers such as hotels, restaurants, supermarkets  Investment in the marketing and storage infrastructure  Facilitate capacity building  To develop and disseminateapproved appropriate post-harvest technologies POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-20248 Category Institutions Key responsibilities and functions Non- State Actors NGOs, local and international, CSOs, CBOs  Participate in the thematic working groups  Conduct advocacy Monitoring and evaluation of strategy implementation  Provide technical support  Contribute toresource mobilization and activity implementation  through dialogue, workshops, and conferences on PHM  Support public awareness creation through media.  Conduct research and dissemination of PHM information PHM stakeholder’s forum Tanzania Post Harvest Management Platform (TPMP)  Provide a platform for PHM stakeholders from both the public and private sector to meet, share experiences, learn from each other and discuss challenges and solutions  Create awareness on PHM  Enhance coordination and linkages among PHM actors Cooperatives SACCOS, AMCOS, VICOBA  To facilitate aggregation, sorting and grading, storage, transport, distribution and marketing of crops Media International and Local media houses  Prepare, document and disseminate PHM media programs  Prepare and organize media dialogue on PHM Financial Institutions TADB, TIB, SACCOS, Commercial Banks and Microfinance, Mobile money companies  To design and promote financial products to finance PHM interventions  To provide soft loans and credit to finance PHM specific investments Crop Producers Small, Medium and Large scale farmers  To adhere tothe available PHM guidelines  To adopt/adapt PHM best practices  To adopt PHM technologies.  Provide feedback and information related to the usability, efficiency, and challenges of PHTs POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024 9 3. STRATEGY IMPLEMENTATION PLAN (SIP) 3.1. Introduction The SIP is a tool that is designed to guide implementers to consistently move from the plan to reality, trying to provide answers as to how, when, by whom and at what cost the planned interventions will be realized. The fact that a number of interventions under the NPHMS are to be implemented by various actors, proper coordination, sequencing, prioritization and consensus is necessary. This chapter specifically presents how and by who the nine strategic objectives will be implemented. 3.2. Purpose of Strategy Implementation Plan (SIP) The main purpose of SIP is to develop an effective and efficient Post-Harvest Management road map that will allow the government and the key stakeholders to have implementation framework, which is practically workable, result oriented and measurable both in medium and long term time lines. The specific justifications for formulating the SIP are; i. Align PHM Strategy with ASDP II and other relevant policies and strategies, ii. Interpret and develop strategic linkages between the vision and mission of NPHMS along with its Strategic Objectives. This calls for identifying key building blocks from Strategic Objective to related Strategic interventions, targets and requi site financing as a major input into Monitoring and Evaluation Framework, iii. Formulate the first five-year SIP as a means to speed up the realization of NPHM Strategic Objectives; this is necessary for spearheading achievements, iv. Ensure preparation of comprehensive, complementary and well-articulated sequential implementation framework, and v. Formulate a Monitoring and Evaluation Framework that check consistency, coherence, outcome and impact POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-202410 3.3. SO, A: Facilitate awareness of good handling practices to improveefficiency and reduce crop losses along the value chain. The aim of this strategic objective is to increase awareness to the public on the causes, effects and good PHM handling practices in order to improve efficiency and reduce losses along the food crop value chains. In order to achieve its intended aim, this strategic objective will focus on four strategic interventions which are; (i) Implementing communication strategies to raise awareness on how to reduce crop losses; (ii) capacity building for all actors on PHL; (iii) promote actor specific best handling practices along the value chain; and (iv) Improve capacity of PHM actors to prevent and control contaminations along the value, e.g. mycotoxins, pesticide/other chemicals residuals. The aforementioned strategic intervention will be implemented through various activities and actors as highlighted in table 2 below. Table 2: Strategic Objective A S/n Strategic intervention Activities Actors and their responsibilities 1 Implement communication strategies to raise awareness of food losses, causes and impact 1.1 To compile and consolidate relevant information on PHL causes, impacts and solutions information from public and private sector. Led by MOA in collaboration with DPs (FAO, HELVETAS, AGRA, EU), Research and academic institutions (ESRF, REPOA, SUA, UDSM), BAKITA, national level and local PHM Platforms (TPMP), PHTs companies/manufacturers, NGOs/CSOs ( ANSAF, TAHA, MVIWATA, ACT, RUDI, Farm Africa, EAGC, RCT, Media houses and other potential actors 1.2 To translate (into Kiswahili) the compiled information into user-friendly f o r m - i n c l u d i n g popular versions POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024 11 1.3 Work with media houses to prepare and disseminate various PHM programs through (Radio, TV, Publications, Internet, and social media)-information on causes, impacts and handling practices 1.4 Organize dedicated agricultural shows on PHM including exhibitions of PHTs and support PHM stakeholders to participate in existing relevant national shows such as Nane Nane. 1.5 Strengthen and capacitate WRC, PHM centers and FFS as channels and outlets for PHM information by providing them with working tools, relevant training. 2 Capacity building for all actors on PHL 2.1. Prepare, review and harmonize training manuals for PHM-on causes, impacts and solutions for specific value chains. ASLMs led by MOA will collaborate with other actors such as DPs (FAO, HELVETAS), Research and academic institutions (ESRF, REPOA, SUA, UDSM), TFNC, Private sector, NGOs/CSOs 2.2. conduct training on PHM to all actors along the value chain-including SHFs, extension officers, agro dealers, MSMEs, Private sector 2.3 Facilitate availability of working tools packages to extension officers. POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-202412 3 Promote actor specific best handling practices along the value chain 3.1. Identify champions on specific best handling practices ASLMs led by MOA in collaboration with DPs (FAO, HELVETAS), Research and academic institutions (ESRF, REPOA, SUA, UDSM), Private sector, NGOs/CSOs (EAGC) and media houses 3.2. Facilitate exchange visits among actors 3.3. Prepare documentaries of the best specific handling practices along the value chain 4 Improve the capacity of PHM actors to prevent and control contaminations along the value chains, e.g. mycotoxins, pesticide/ other chemicals residuals 4.1. To conduct a comprehensive survey to establish causes, magnitude and spread of mycotoxins, pesticide/ other chemicals residuals contamination MOA in collaboration with DPs (AfDB, FAO, HELVETAS, AGRA, EU), Research and academic institutions (IITA, ESRF, REPOA, SUA, UDSM, NM-AIST), NBS, Chief Chemist, TPRI, Private sector, GOs/CSOs, PACA, media houses 4.2. Establishment and operationalization of National Agricultural Reference Laboratory; 3.4. SO, B: Promote availability, accessibility and adoption of tested technologies to reduce post-harvest losses This Strategic Objective aims to promote availability, accessibility and adoption of tested technologies to reduce post-harvest losses along various value chains. The strategic objective will be implemented through two strategic interventions which are (i) Enhance actor’s awareness and utilization of proven PHTs and (ii) Promote agro-processing along the value chain. The aforementioned strategic interventions will be implemented through various activities and actors as highlighted in table 3 below. POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024 13 Table 3: Strategic Objective B S/n Strategic intervention Activities Actors and their responsibilities 1 Enhance actor’s awareness and utilization of proven PHTs 1.1 To mobilize and sensitize actors on the appropriate use of PHTs through FFS, exhibitions and demonstrations. MoA in collaboration withALMs, DPs- (FAO, AGRA, AMDT, SDC, USAID, EU, GIZ, IFAD), NGOs/CSOs- (ANSAF, ACT, RUDI, CSDI, BRiTEN, MVIWATA, PELUM, INADES Formation, RCT, Farm Africa), Private sectors, PHTs manufacturers and traders, media and other potential actors. 1.2 To disseminate information on available and proven technologies (hermetic bags, cold chain facilities, silos, cocoons) 1.3 To support and facilitate the usage of proven technologies through price subsidization and demonstrations. 2 Promote agro processing along the value chain 1.1 Promote innovation and production of affordable and efficient processing units through capacitating SIDO, CARMATEC and support private sector initiatives. MoA in collaboration with MIT, PO-RALG, TIC, Cooperatives, SIDO, CARMATEC, VETA, TBS, TFDA NGOs/CSOs (TPSF, TCAA, TANTRADE, ACT, ANSAF, MVIWATA, EAGC, and other potential actors. 1.2 Promote the adoption of affordable and efficient processing units through sensitization programs to MSMEs POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-202414 3.5. SO, C: Facilitate agricultural marketing systems to improve market access and minimize post-harvest losses This strategic objective intends to improve marketing systems and access including marketing infrastructures for the purpose of post harvest loss reduction to keep pace with increasing production. The strategic objective comprises of two strategic interventions: (i) improving and formalizing market access to reduce post-harvest losses; and (ii) ensuring the availability of specialized human resources to manage marketing infrastructure. The aforementioned strategic interventions will be implemented through various activities and actors as highlighted in table 4 below; Table 4: Strategic Objective C S/n Strategic intervention Activities Actors and their responsibilities 1. Improve market access to reduce post-harvest losses 1.1. Establish and strengthen existing produce handling systems (transport and storage, pack houses, cold chain/rooms, warehouses and silos). MoA in collaboration with MoFP, PO-RALG, MIT, MoWTC, LGAs, TARURA, NFRA, CPB, WRRB, REA, DPs (FAO, AGRA, AMDT, SDC, USAID, EU, AfDB, GIZ, IFAD) NGOs/CSOs (TAHA, HELVETAS, ANSAF, World Vision, IITA, MVIWATA, Farm Africa, RUDI, Aga Khan Foundation and other potential actors 1.2. Identify strategic areas with high production for market linkages 1.3. Harmonize the existing market information system to provide efficient needed marketing information POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024 15 1.4. Facilitate agricultural marketing section at MoA to conduct researches on market intelligence for crops grown in the country and link with local and international markets 1.5. Link key crop marketing information system to the Tanzania Mercantile Exchange (TMX) system 1.6. Scale up Warehouse Receipt System (WRS) to other crops 1.7. Construct and rehabilitate rural roads and electrification to ensure access to the market points/centres 1.8. Establish and strengthen farmers organizations (e.g. AMCOS) 2. Ensure availability of specialized human resources to manage marketing systems, 2.1. Recruit and train marketing infrastructure operators MoA incollaboration withPresidents Office public services and good governance, USAID, FAO, AGRA and JICASUA, UDSM, NM-AIST and other potential actors. 2.2. Facilitate warehouse operators with working tools MoA in collaboration with WRRB, MIT, DPs- (FAO, AGRA, AMDT, SDC, USAID, EU, GIZ, IFAD), NGOs/ CSOs- (ANSAF, ACT, RUDI, CSDI, BRiTEN, MVIWATA, PELUM, INADES Formation, RCT, Farm Africa), Private sectors, PHTs manufacturers and traders POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-202416 3.6. SO, D: Promote research and innovations of new and appropriate technologies and methods to reduce crop losses This strategic objective aims at encouraging researchers to conduct more research on PHL and introduce innovative technologies; undertaking verification exercise of existing technologies on PHL as well as the establishment of a database on PHM. The strategic objective has three strategic interventions: (i) ensuring inclusion of PHM issues in agriculture research themes; (ii) verification of existing, emerging, innovative and certified technologies to reduce post-harvest losses; and (iii) establishing database management system on PHM. The roles and responsibilities of key actors for implementing the respective strategic interventions and activities are explained in table 5 below; Table 5: Strategic Objective D S/n Strategic intervention Activities Actors and their responsibilities 1. Ensure inclusion of PHM issues in agriculture research themes 1.1. incorporate PHM issues in agriculture research agendas MoA in collaboration with the academic and research institutions (TARI, COSTECH, NBS, SUA, UDSM, NM AIST,ESRF,REPOA)DPs (FAO, AGRA, SDC, AMDT, USAID, HELVETAS, BMGF) NGOs/ CSOs and other potential actors. 1.2. Facilitate research anddevelopment on PHM 2. Verification of existing, emerging, innovative and certified technologies to reduce post harvest losses 2.1. Mapping of existing PHTs MoA in collaboration with PHTsmanufacturers, Helvetas, AGRA, FAO, IITA, TBS, CARMATEC, SIDO, VETA and other potential actors. 1.2 Conduct adaptive research to test and perfect PHTs before dissemination 2.3 Support PH tech innovations 2.4 Dissemination of PHM research findings (both technologies and social research) POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024 17 3. Establish database management system on PHM 3.1. Incorporate PHM data in ARDS. MoA in collaboration `with MITI, PO-RALG, NBS,TARI, DPs(USAID, AGRA, FAO and JICA), NGOs/CSOs and other potential actors 3.2. Conduct a comprehensive baseline survey to establish the status of the PHL in the country, 3.3. Collect routine data for updating the PHL data within ARDS and monitor the extent of PHL. 3.7. SO, E: Review and put in place new guidelines and regulations to enhance standards and practices to minimize PHL. This strategic objective aims to provide guidelines on various post harvest issues to actors along the value chains. In order to achieve the objective one strategic intervention will be implemented which is; (i) Incorporate PHM aspects in existing legislation. Activities to achieve this objective and responsible actor are explained in table 6 below; Table 6: Strategic Objective E S/n Strategic intervention Activities Actors and their responsibilities 1 Incorporate PHM aspects in existing legislation 1.1 Identify, review and analyze relevant regulations, by-laws, to include PHM aspects. MoA in collaboration with ASLMs (PO-RALG, MIT, Ministry OF JUSTICE AND Constitutional Affairs, Parliament of the URT), MWTC and LGAs, DPs (HELVETAS, FAO, AGRA, AMDT), Research institutions (ESRF, REPOA, SUA, UDSM, UDOM) MVIWATA, ANSAF, ACT, EAGC, TAHA, TIRDO, SIDO, Media houses and other potential actors 1.2 Identify, review and analyze guidelines on post-harvest management. 1.3 Conduct sensitization and facilitate dissemination of reviewed guidelines and regulations on PHM POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-202418 3.8. SO, F: Strengthen coordination, partnerships, andstakeholders’ participation to enhance strategy interventions This strategic objective aims at strengthening coordination, partnerships, and stakeholders’ participation by implementing the following Strategic interventions: (I) Enhance coordination at all levels to improve involvement of key actors in various PHM issues (ii) Establish and manage investments incentive packages to increase private sector participation in PHM (iii) Strengthen human resource base of the PHLM lead institution (s). Detailed activities to achieve this objective and responsible actor are explained in table 7 below; Table 7: Strategic Objective F S/n Strategic intervention Activities Actors and their responsibilities 1. Enhance coordination at all levels to improve the involvement of key actors in various PHM issues 1.1. Mapping key stake holders in various PHM issues MoA in collaboration with ASLMs (PO-RALG, MIT), PMO, MWTC and LGAs, DPs( HELVETAS, FAO, AGRA,US AID, ESRF,REPOA, Research and academic institutions,( SUA, UDSM, UDOM,NM AIST), MVIWATA, ANSAF, ACT, CPB, EAGC, RCT, RUDI TAHA, TIRDO, SIDO, Media houses and other potential actors 1.2. Organize regular stakeholders’ coor dination meetings at national and LGAs levels 1.3. Conduct quarterly coordination and Management Team (CMT) meetings POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024 19 S/n Strategic intervention Activities Actors and their responsibilities 1.4. Strengthen the existing Tanzania PHM Platform 1.5. Strengthen nation al coordination unit in the Ministry responsible for Agriculture 1.6. Form and strength en Thematic Work ing Groups (TWG) and appoint Focal Persons at RS & LGAs level 1.7. Facilitate periodic monitoring and evaluation of the strategy implemen tation. 2. Establish and manage investments incentive packages to increase private sector participation in PHM 2.1. Identify and recommend investment incentive packages for PHM MoA in collaboration with ASLMs (PO-RALG, MoFP) MIT), MWTC, TIC and LGAs, DPs (HELVETAS, FAO, AGRA, AMDT, EU, SDC) , Research and academic institution (ESRF, REPOA, SUA, UDSM, UDOM,NM-AIST), Private sector, NGOs/CSOs ( MVIWATA, ANSAF, ACT, CPB, EAGC, TAHA) and other potential actors 3. Strengthen human resource base of the PHLM lead institution(s) 3.1. Recruit human resources and human resource development MoA in collaboration with ASLMs (PO-RALG, PO Public services and good governance), MWTC and LGAs, DPs such as HELVETAS, FAO, AGRA, Private sector including MVIWATA, ANSAF, ACT, CPB, EAGC, TAHA, RCT, Farm Africa and other potential actors 3.2. Conduct regular capacity building programmes to PHL lead Institutions POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-202420 3.9. SO, G: Adapt post-harvest management systems to mitigate the effects of climate change This Strategic objective aims at ensuring the availability of relevant information to mitigatePost-harvest losses attributed tothe effect of climate change. The Objective has two Strategic interventionswhich include; (i) Ensure provision of Climate Change – PHM relevant information, early warning systems, and (ii) Introduce innovative Post-harvest Climate Resilience technologies, and infrastructure. The aforementioned strategic intervention will be implemented through various activities and actors as highlighted in table 8 below. Table 8: Strategic Objective G S/n Strategic intervention Activities Actors and their responsibilities 1 Ensure provision of Climate Change – PHM relevant information, early warning systems 1.1 To sensitize farmers and other stakeholders on uses and sources of early warning information on Climate Change that affects PHM MOA in collaborationwith TMA, DPs (USDA, USAID, FAO, AGRA, AMDT, HELVETAS), Private sectors (PHTs manufacturers and traders), NGOs/CSOs (MVIWATA, ANSAF, ACT, CPB, EAGC, TAHA, Farm Africa, RUDI, BRiTEN) National Carbon Monitoring Center, and other potential actors 1.2 To promote to the public/ farmers on growing crop varieties which are less susceptible to CC effects through media and handouts 1.3 To institutionalize and strengthen linkage and flow of agro-meteorological information and products from Tanzania 2 Introduce innovative Post-harvest Climate Resilience technologies, and infrastructure 2.1 To promote Adoption of best practices and low-cost drying and cooling, including low-carbon technologies for drying and cooling MOA in collaboration with TMA, DPs (USDA, USAID, FAO, AGRA, AMDT, HELVETAS), Private sectors (PHTs manufacturers and traders), NGOs/CSOs (MVIWATA, ANSAF, ACT, CPB, EAGC, TAHA), Farm Africa, RUDI, BRiTEN) National Carbon Monitoring Center, and other potential actors POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024 21 3.10. SO, H: Addressing inadequacy in PHM financing This strategic objective intends to strengthen existing and introduce new innovative products and instruments to finance PHM interventions. The strategic objective comprises of three strategic interventions namely: (i)introduce innovative financial mechanisms to support investments, promotion, distribution and utilization of PHTs; (ii) establish mechanisms to de-risk and introduce blended finance; and (iii) ensure timely availability of adequate financial resources to the PHM lead institutions. Implementation of these interventions and respective actors are explained in table 9 below. Table 9: Strategic Objective H S/n Strategic intervention Activities Actors and their responsibilities 1. Introduce innovative financial mechanisms to support investments, promotion, distribution and utilization of PHTs 1.1 Design and pilot new financial inclusion products that promote access to PHT MoA in collaboration with BoT, MoFP TADB, MoA-TCDC,, private sector DPs (FAO, AGRA, AMDT, HELVETAS, SDC, USAID, DANIDA, IFAD, AfDB) NGOs/ CSOs (Financial Sector Deepening Trust -FSDT, Tanzania Association of Microfinance Institutions - TAMFI, SAGCOT Catalytic Trust Fund, and Tanzanian Federation of Cooperatives TFC) and Commercial Banks (CRDB, NMB), Mobile money companies and other potential partner 1.2 Promote access to financial services through the use of low-cost and innovative ICT delivery mechanisms 2. Establish mechanisms to de risk and introduce blended finance. 2.1 Facilitate credit guarantee facilities to improve market terms & boost lending to SMEs MoA in collaboration with BoT, MoFP TADB, MoA-TCDC, TIRA, private sector DPs (FAO, AGRA, AMDT, HELVETAS, SDC, USAID, DANIDA, IFAD, AfDB) NGOs/CSOs (Financial Sector Deepening Trust -FSDT, Tanzania Association of Microfinance Institutions TAMFI, SAGCOT Catalytic Trust Fund, and Tanzanian Federation of Cooperatives-TFC, MVIWATA, TAHA, RCT, ANSAF, ACT, FARM AFRICA, RUDI),Commercial Banks ( CRDB, NMB), Insurance companies, Mobile money companies and other potential partners 2.2 Enhance revolving fund blending a credit line with grants for the manufacturing and distribution of PHTs 2.3 Promotethe adoption of crop insurance scheme POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-202422 S/n Strategic intervention Activities Actors and their responsibilities 3. Ensure timely availability of adequate financial resources to the PHM lead institutions 3.1 To advocate on the importance of financing PHM initiatives to the decision makers at all levels. MoA in collaboration with BoT, MoFP TADB, MoA-TCDC, private sector, DPs (FAO, AGRA, AMDT, HELVETAS, SDC, USAID, DANIDA, IFAD BMGF, AfDB) Financial Sector Deepening Trust –FSDT, SAGCOT Catalytic Trust Fund, SACCOs, PASS, Commercial Banks (TIB, CRDB, NMB), TADB, NGOs/CSOs (ANSAF, ACT, AGRA, PASS, ESRF, BMGF and other potential partners 3.2 To solicit funding from the public and non public sector for PHM. 3.11. SO, I: Develop standard methodologies for collecting data and estimating post-harvest losses in a country This strategic objective aims at harmonizing the existing PHL assessment methodologies and establishing national data on PHL. This strategic objective will be achieved through review and harmonization of existing PHLs assessment methodologies. Detailed activities to achieve these objective and responsible actors are explained in table 10. Table 10: Strategic Objective I S/n Strategic intervention Activities Actors and their responsibilities 1 Review and harmonize existing PHLs assessment methodologies 1.1 Identify existing methodologies for PHLs assessment MoA in collaboration with ASLMs (PO-RALG, MIT), NBS, MWTC and LGAs, DPs such as HELVETAS, FAO, AGRA, Research and an academic institution (ESRF, REPOA, SUA, UDSM, UDOM NM-AIST), Private sector including MVIWATA, ANSAF, ACT, EAGC, TAHA 1.2 Review and propose the standard methodologies for national PHLs assessment 1.3 Incorporate agreed methodologies for PHLs assessment in training institute curricula POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024 23 4. FINANCING PLAN OF SIP Financing the SIP is a necessary building block for achieving intended Strategic Objectives and related targets and indicators (as prescribed in the Monitoring and Evaluation Framework). Given the multi-sectoral nature of the SIP financing automatically requires the involvement of all key stakeholders, with the Government taking a lead. In that regard, the financing of the PHMS will be through a variety of sources including the Government, Development Partners and Non-State Actors, namely, Private sector, CBOs, INGOs, CSOs, Cooperatives, Financial Institutions, farmers and standalone projects such as TANIPAC. The various financing sources for the SIP will have to abide by the existing financing modalities established by the Government. These include General budget support, Basket fund and standalone project. All these financing sources and modalities will have to conform to the identified strategic interventions in order to ensure requisite Monitoring and Evaluation of the SIP. In this context, the MoA will play Strategic role in both soliciting for financing and assuring appropriate allocations to various strategic intervention as per SIP. On the basis of identified Strategic Objectives and related Strategic interventions, the financing cost over a period of five years of the SIP amount to TZS 111,893,420,705 as shown in table 11. Of this total amount, the contribution by the government and DPs will be 41 percent, with the remaining 59 percent to be contributed by the Non-state actors including; Private sector, CBOs, INGOs, CSOs, Cooperatives, Financial Institutions and other potential actors. POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-202424 Ta bl e 11 : N P H M S fi n an ci n g p la n (T Z S ) A pp en di x A : E st im at ed a nn ua l c os t fo r im pl em en ti ng P H M SO ST R A TE G IC O B JE C TI V E (S O ) Ti m e Fr am e an d A nn ua l b ud ge t To ta l c os t Fi na nc in g so ur ce Ye ar 1 Ye ar 2 Ye ar 3 Ye ar 4 Ye ar 5 A . F ac ili ta te a w ar e n e ss o f g o o d h an d lin g p ra ct ic e s 1 ,5 3 0 ,1 7 5 ,0 0 0 2 ,8 7 4 ,3 6 3 ,6 5 2 1 9 ,9 4 3 ,2 2 4 ,6 0 0 7 2 4 ,1 2 1 ,1 5 5 8 0 7 ,7 4 9 ,2 7 1 2 5 ,8 7 9 ,6 3 3 ,6 7 8 B . P ro m o te a va ila b ili ty , ac ce ss ib ili ty a n d ad o p ti o n o f te st e d te ch n o lo g ie s to re d u ce p o st h ar ve st lo ss e s 4 4 1 ,0 5 0 ,0 0 0 6 5 1 ,5 5 5 ,0 0 0 5 3 4 ,2 6 0 ,0 0 0 5 7 9 ,8 6 5 ,0 0 0 8 6 8 ,5 4 1 ,5 0 0 3 ,0 7 5 ,2 7 1 ,5 0 0 C . F ac ili ta te ag ri cu lt u ra l m ar ke ti n g s ys te m s to im p ro ve m ar ke t ac ce ss a n d m in im iz e p o st h ar ve st lo ss e s 1 5 ,2 3 2 ,1 4 0 ,0 0 0 5 ,7 0 1 ,3 2 5 ,0 0 0 5 ,8 2 0 ,4 0 2 ,5 0 0 1 1 ,3 0 0 ,5 2 2 ,7 5 0 2 8 ,5 3 5 ,6 7 5 ,0 2 5 6 6 ,5 9 0 ,0 6 5 ,2 7 5 D . P ro m o te r e se ar ch an d in n o va ti o n s o f n e w a n d ap p ro p ri at e te ch n o lo g ie s an d m e th o d s to r e d u ce cr o p lo ss e s 1 ,6 4 9 ,6 2 5 ,0 0 0 9 8 8 ,1 0 3 ,9 5 2 9 5 7 ,7 7 4 ,3 4 7 3 ,1 8 3 ,1 5 1 ,7 8 2 3 ,6 6 6 ,5 2 6 ,9 6 0 1 0 ,4 4 5 ,1 8 2 ,0 4 1 POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024 25 SO ST R A TE G IC O B JE C TI V E (S O ) Ti m e Fr am e an d A nn ua l b ud ge t To ta l c os t Fi na nc in g so ur ce Ye ar 1 Ye ar 2 Ye ar 3 Ye ar 4 Ye ar 5 E . R e vi e w a n d p u t in p la ce n e w g u id e lin e s an d re g u la ti o n s to e n h an ce s ta n d ar d s an d p ra ct ic e s to m in im iz e P H L 8 8 ,4 0 0 ,0 0 0 2 0 4 ,1 5 0 ,0 0 0 9 8 ,5 2 0 ,0 0 0 1 0 8 ,3 7 2 ,0 0 0 1 1 9 ,2 0 9 ,2 0 0 6 1 8 ,6 5 1 ,2 0 0 F. S tr e n g th e n co o rd in at io n , p ar tn e rs h ip s, a n d st ak e h o ld e rs ’ p ar ti ci p at io n 6 7 9 ,8 7 0 ,0 0 0 4 4 5 ,8 5 2 ,0 0 0 4 9 0 ,4 3 7 ,2 0 0 5 3 9 ,4 8 0 ,9 2 0 7 1 4 ,5 1 0 ,0 8 2 2 ,8 7 0 ,1 5 0 ,2 0 2 G . A d ap t P H M s ys te m s to m it ig at e t h e e ff e ct s o f cl im at e ch an g e 3 1 1 ,7 0 0 ,0 0 0 1 2 0 ,4 3 9 ,0 0 0 2 9 9 ,1 0 2 ,9 0 0 1 4 5 ,7 3 1 ,1 9 0 3 5 4 ,6 9 4 ,3 0 9 1 ,2 3 1 ,6 6 7 ,3 9 9 H . A d d re ss in g in ad e q u ac y in P H M fin an ci n g 2 5 5 ,4 0 0 ,0 0 0 2 0 0 ,8 9 0 ,0 0 0 1 6 8 ,3 1 1 ,0 0 0 1 8 5 ,1 4 2 ,1 0 0 2 0 3 ,6 5 6 ,3 1 0 1 ,0 1 3 ,3 9 9 ,4 1 0 I. D e ve lo p s ta n d ar d m e th o d o lo g ie s fo r co lle ct in g d at a an d e st im at in g P H L in a co u n tr y 1 6 9 ,4 0 0 ,0 0 0 1 6 9 ,4 0 0 ,0 0 0 TO TA L 20 ,3 57 ,7 60 ,0 00 11 ,1 86 ,6 78 ,6 04 28 ,3 12 ,0 32 ,5 47 16 ,7 66 ,3 86 ,8 97 35 ,2 70 ,5 62 ,6 57 11 1, 89 3, 42 0, 70 5 POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-202426 5. MONITORING AND EVALUATION FRAMEWORK The Monitoring and Evaluation system of the PHM strategy will have the function of tracking the implementation of the planned activities and subsequently to make corrective measures on the implementation strategy when the need arises. Although the M&E hub for PHM needs to be situated in MoA, the M&E activities will be implemented collaboratively by key stakeholders in order to upscale the M&E results across the value chain. Both internal and external M&E will be undertaken accordingly. There will be both mid-term and end of period M&E that will be participatory in nature as summarized in Gant Chart 1 & 2 below. The monitoring activity involves systematic and regular data collection, processing, analysis and reporting of the findings to PHM Steering Committee and relevant Forums and Stakeholders. It is primarily used to compare planned targets against achievements. It is an important tool that will enable stakeholders to detect deviation from the target plan in time and hence make the necessary corrections. Gant Chart 1: Timeline and interventions Evaluation Activity July Aug Sept Oct Nov Dec Jan Feb March April May Jun Quarterly Data Reporting Annual Report Progress monitoring and learning Meetings Gant Chart 2: Evaluation of the strategy implementation Evaluation Activity Year1 Year2 Year3 Year4 Year5 Year6 Year7 Year8 Year9 Year10 Scoping study (to provide information to estimate targets) Baseline survey Joint/Periodic reviews/ assessments Mid and final review respectively Impact evaluation POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024 27 Figure 1: NPHMS M&E result framework POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-202428 6. A PP EN D IC ES A pp en di x A : E st im at e d a n n u al c o st f o r im p le m e n ti n g P H M m an ag e m e n t st ra te g ic in te rv e n ti o n SO M an ag em en t In te rv en ti on Ti m e Fr am e an d A nn ua l b ud ge t To ta l c os t A ct iv it y Ye ar 1 Ye ar 2 Ye ar 3 Ye ar 4 Ye ar 5 SO A Im p le m e n t co m m u n ic at io n m e th o d s to r ai se aw ar e n e ss o f fo o d cr o p lo ss e s, c au se s an d im p ac t To c o m p ile a n d co n so lid at e r e le va n t in fo rm at io n o n P H L ca u se s, im p ac ts an d s o lu ti o n s i n fo rm at io n f ro m p u b lic a n d p ri va te se ct o r. 3 7 ,4 0 0 ,0 0 0 4 3 ,2 9 0 ,0 0 0 8 0 ,6 9 0 ,0 0 0 To t ra n sl at e (in to K is w ah ili ) th e c o m p ile d in fo rm at io n in to u se r fr ie n d ly f o rm in cl u d in g p o p u la r ve rs io n s 1 0 6 ,6 7 5 ,0 0 0 1 2 8 ,1 0 0 ,0 0 0 2 3 4 ,7 7 5 ,0 0 0 W o rk w it h m e d ia h o u se s to p re p ar e an d d is se m in at e va ri o u s P H M p ro g ra m s 1 2 5 ,8 0 0 ,0 0 0 1 3 7 ,5 9 0 ,0 0 0 1 5 0 ,0 8 0 ,0 0 0 1 6 3 ,5 4 0 ,0 0 0 1 7 5 ,0 6 0 ,0 0 0 7 5 2 ,0 7 0 ,0 0 0 O rg an iz e ag ri cu lt u ra l s h o w s o n P H M in cl u d in g e xh ib it io n s o f P H Ts 4 3 ,2 0 0 ,0 0 0 4 7 ,5 2 0 ,0 0 0 5 6 ,1 6 0 ,0 0 0 6 0 ,4 8 0 ,0 0 0 6 4 ,8 0 0 ,0 0 0 2 7 2 ,1 6 0 ,0 0 0 S tr e n g th e n a n d ca p ac it at e 1 0 W R C an d F F S a s ch an n e ls an d o u tl e ts f o r P H M in fo rm at io n a n d te ch n o lo g ie s 2 0 8 ,0 0 0 ,0 0 0 2 4 9 ,6 0 0 ,0 0 0 4 5 7 ,6 0 0 ,0 0 0 POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024 29 SO M an ag em en t In te rv en ti on Ti m e Fr am e an d A nn ua l b ud ge t To ta l c os t A ct iv it y Ye ar 1 Ye ar 2 Ye ar 3 Ye ar 4 Ye ar 5 To ta l I nt er ve nt io n 1 52 1, 07 5, 00 0 43 4, 71 0, 00 0 20 6, 24 0, 00 0 39 5, 41 0, 00 0 23 9, 86 0, 00 0 1, 79 7, 29 5, 00 0 C ap ac it y b u ild in g fo r al l a ct o rs o n P H L P re p ar e a n d h ar m o n iz e t ra in in g m an u al s fo r P H M al o n g t h e v al u e ch ai n 3 9 ,0 5 0 ,0 0 0 C o n d u ct t ra in in g o n P H M t o a ll ac to rs al o n g t h e v al u e ch ai n i n cl u d in g S H F s, e xt e n si o n o ffi ce rs , ag ro d e al e rs , M S M E s, P ri va te s e ct o r 3 8 7 ,2 0 1 ,4 5 2 2 3 7 ,3 0 0 ,0 0 0 2 6 0 ,4 0 1 ,1 5 5 2 8 6 ,4 4 1 ,2 7 1 1 ,1 7 1 ,3 4 3 ,8 7 8 F ac ili ta te a va ila b ili ty o f w o rk in g t o o ls p ac ka g e s to e xt e n si o n o ffi ce rs . 6 8 0 ,4 0 0 ,0 0 0 6 8 0 ,4 0 0 ,0 0 0 To ta l I nt er ve nt io n 2 71 9, 45 0, 00 0 38 7, 20 1, 45 2 23 7, 30 0, 00 0 26 0, 40 1, 15 5 28 6, 44 1, 27 1 1, 85 1, 74 3, 87 8 P ro m o te a ct o r sp e ci fic b e st h an d lin g p ra ct ic e s al o n g t h e v al u e ch ai n Id e n ti fy c h am p io n s o n s p e ci fic b e st h an d lin g p ra ct ic e s 1 2 9 ,9 5 0 ,0 0 0 1 7 5 ,2 1 0 ,0 0 0 3 0 5 ,1 6 0 ,0 0 0 F ac ili ta te e xc h an g e vi si ts a m o n g a ct o rs to le ar n 6 2 ,1 0 0 ,0 0 0 6 8 ,3 1 0 ,0 0 0 1 3 0 ,4 1 0 ,0 0 0 P re p ar e d o cu m e n ta ri e s o f th e b e st s p e ci fic h an d lin g p ra ct ic e s al o n g t h e v al u e ch ai n 8 7 ,6 0 0 ,0 0 0 9 6 ,3 6 0 ,0 0 0 1 0 6 ,2 3 8 ,0 0 0 2 9 0 ,1 9 8 ,0 0 0 POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-202430 SO M an ag em en t In te rv en ti on Ti m e Fr am e an d A nn ua l b ud ge t To ta l c os t A ct iv it y Ye ar 1 Ye ar 2 Ye ar 3 Ye ar 4 Ye ar 5 To ta l I nt er ve nt io n 3 21 7, 55 0, 00 0 62 ,1 00 ,0 00 96 ,3 60 ,0 00 68 ,3 10 ,0 00 28 1, 44 8, 00 0 72 5, 76 8, 00 0 Im p ro ve c ap ac it y o f P H M a ct o rs to p re ve n t an d c o n tr o l co n ta m in at io n s al o n g t h e v al u e ch ai n s, e .g . m yc o to xi n s, p e st ic id e /o th e r ch e m ic al s re si d u al s To c o n d u ct co m p re h e n si ve su rv e y to e st ab lis h ca u se s, m ag n it u d e an d s p re ad o f m yc o to xi n s, p e st ic id e /o th e r ch e m ic al s re si d u al s co n ta m in at io n 7 2 ,1 0 0 ,0 0 0 7 2 ,1 0 0 ,0 0 0 In fr as tr u ct u re D e ve lo p m e n t fo r co n tr o lli n g o f afl at o xi n 1 ,9 9 0 ,3 5 2 ,2 0 0 1 9 ,4 0 3 ,3 2 4 ,6 0 0 2 1 ,3 9 3 ,6 7 6 ,8 0 0 To ta l I nt er ve nt io n 4 72 ,1 00 ,0 00 1, 99 0, 35 2, 20 0 19 ,4 03 ,3 24 ,6 00 21 ,4 65 ,7 76 ,8 00 To ta l S O A 1, 53 0, 17 5, 00 0 2, 87 4, 36 3, 65 2 19 ,9 43 ,2 24 ,6 00 72 4, 12 1, 15 5 80 7, 74 9, 27 1 25 ,8 40 ,5 83 ,6 78 POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024 31 SO M an ag em en t In te rv en ti on Ti m e Fr am e an d A nn ua l b ud ge t To ta l c os t A ct iv it y Ye ar 1 Ye ar 2 Ye ar 3 Ye ar 4 Ye ar 5 SO B E n h an ce a ct o r’s aw ar e n e ss a n d u ti liz at io n o f p ro ve n P H Ts To m o b ili ze a n d se n si ti ze a ct o rs o n ap p ro p ri at e u se o f P H Ts t h ro u g h F F S , e xh ib it io n s an d d e m o n st ra ti o n s. 1 4 2 ,4 5 0 ,0 0 0 1 5 6 ,6 9 5 ,0 0 0 1 7 0 ,9 4 0 ,0 0 0 1 8 5 ,1 8 5 ,0 0 0 1 9 9 ,4 3 0 ,0 0 0 8 5 4 ,7 0 0 ,0 0 0 To d is se m in at e in fo rm at io n o n av ai la b le a n d p ro ve n t e ch n o lo g ie s 1 1 6 ,5 5 0 ,0 0 0 1 2 8 ,2 0 5 ,0 0 0 1 3 9 ,8 6 0 ,0 0 0 1 5 1 ,5 1 5 ,0 0 0 1 6 3 ,1 7 0 ,0 0 0 6 9 9 ,3 0 0 ,0 0 0 To s u p p o rt a n d fa ci lit at e u sa g e o f p ro ve n t e ch n o lo g ie s th ro u g h p ri ce su b si d iz at io n a n d d e m o n st ra ti o n s. 1 6 2 ,9 0 0 ,0 0 0 2 2 8 ,0 6 0 ,0 0 0 3 9 0 ,9 6 0 ,0 0 0 To ta l I nt er ve nt io n 1 25 9, 00 0, 00 0 44 7, 80 0, 00 0 31 0, 80 0, 00 0 33 6, 70 0, 00 0 59 0, 66 0, 00 0 1, 94 4, 96 0, 00 0 P ro m o te A g ro p ro ce ss in g al o n g t h e v al u e ch ai n P ro m o te in n o va ti o n an d p ro d u ct io n o f af fo rd ab le a n d e ffi ci e n t p ro ce ss in g u n it s th ro u g h ca p ac it at in g S ID O , C A R M A T E C a n d su p p o rt p ri va te se ct o r in it ia ti ve s. 1 1 5 ,0 0 0 ,0 0 0 1 3 0 ,0 0 0 ,0 0 0 1 4 3 ,0 0 0 ,0 0 0 1 5 6 ,0 0 0 ,0 0 0 1 8 2 ,0 0 0 ,0 0 0 7 2 6 ,0 0 0 ,0 0 0 P ro m o te a d o p ti o n o f af fo rd ab le a n d e ffi ci e n t p ro ce ss in g u n it s th ro u g h se n si ti za ti o n p ro g ra m s to M / S E M E s 6 7 ,0 5 0 ,0 0 0 7 3 ,7 5 5 ,0 0 0 8 0 ,4 6 0 ,0 0 0 8 7 ,1 6 5 ,0 0 0 9 5 ,8 8 1 ,5 0 0 4 0 4 ,3 1 1 ,5 0 0 POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-202432 SO M an ag em en t In te rv en ti on Ti m e Fr am e an d A nn ua l b ud ge t To ta l c os t A ct iv it y Ye ar 1 Ye ar 2 Ye ar 3 Ye ar 4 Ye ar 5 To ta l I nt er ve nt io n 2 18 2, 05 0, 00 0 20 3, 75 5, 00 0 22 3, 46 0, 00 0 24 3, 16 5, 00 0 27 7, 88 1, 50 0 1, 13 0, 31 1, 50 0 To ta l S O B 44 1, 05 0, 00 0 65 1, 55 5, 00 0 53 4, 26 0, 00 0 57 9, 86 5, 00 0 86 8, 54 1, 50 0 3, 07 5, 27 1, 50 0 SO C Im p ro ve m ar ke t ac ce ss t o r e d u ce p o st h ar ve st lo ss e s E st ab lis h a n d st re n g th e n e xi st in g p ro d u ce h an d lin g sy st e m s (e .g . tr an sp o rt a n d st o ra g e ) a t al l le ve ls (p ac k h o u se s, co ld c h ai n /r o o m s, w ar e h o u se s, s ilo s e tc .). 1 5 ,2 0 5 ,7 5 0 ,0 0 0 5 ,2 9 1 ,2 7 5 ,0 0 0 5 ,8 2 0 ,4 0 2 ,5 0 0 1 1 ,3 0 0 ,5 2 2 ,7 5 0 2 8 ,5 3 5 ,6 7 5 ,0 2 5 6 6 ,1 5 3 ,6 2 5 ,2 7 5 Id e n ti fy s tr at e g ic ar e as w it h h ig h p ro d u ct io n f o r m ar ke t lin ka g e s 2 6 ,3 9 0 ,0 0 0 2 6 ,3 9 0 ,0 0 0 H ar m o n iz e t h e e xi st in g m ar ke t in fo rm at io n s ys te m to p ro vi d e e ffi ci e n t n e e d e d m ar ke ti n g in fo rm at io n 2 7 9 ,8 0 0 ,0 0 0 2 7 9 ,8 0 0 ,0 0 0 F ac ili ta te ag ri cu lt u ra l m ar ke ti n g s e ct io n at M o A t o c o n d u ct in ve st ig at io n o n m ar ke t in te lli g e n ce fo r cr o p s g ro w n in t h e c o u n tr y an d li n k w it h lo ca l an d in te rn at io n al m ar ke ts 9 6 ,3 7 0 ,0 0 0 1 0 6 ,0 0 7 ,0 0 0 1 1 6 ,6 0 7 ,7 0 0 POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024 33 SO M an ag em en t In te rv en ti on Ti m e Fr am e an d A nn ua l b ud ge t To ta l c os t A ct iv it y Ye ar 1 Ye ar 2 Ye ar 3 Ye ar 4 Ye ar 5 Li n k ke y cr o p m ar ke ti n g in fo rm at io n sy st e m t o t h e Ta n za n ia M e rc an ti le E xc h an g e (T M X ) sy st e m 6 4 ,6 0 0 ,0 0 0 6 2 ,5 2 5 ,0 0 0 S ca le u p W ar e h o u se R e ce ip t S ys te m (W R S ) t o o th e r cr o p s 4 1 ,8 4 0 ,0 0 0 4 6 ,0 2 4 ,0 0 0 C o o rd in at e co n st ru ct a n d re h ab ili ta te o f ru ra l r o ad s an d e le ct ri fic at io n t o e n su re a cc e ss t o th e m ar ke t p o in ts / ce n te rs 3 3 ,3 5 0 ,0 0 0 3 9 ,5 9 0 ,0 0 0 E st ab lis h a n d st re n g th e n f ar m e rs o rg an iz at io n s (e .g . A M C O S ,) 9 2 ,9 0 0 ,0 0 0 1 0 2 ,1 9 0 ,0 0 0 To ta l I nt er ve nt io n 1 15 ,2 32 ,1 40 ,0 00 5, 57 1, 07 5, 00 0 5, 82 0, 40 2, 50 0 11 ,3 00 ,5 22 ,7 50 28 ,5 35 ,6 75 ,0 25 66 ,4 59 ,8 15 ,2 75 E n su re a va ila b ili ty o f sp e ci al iz e d h u m an r e so u rc e s to m an ag e m ar ke ti n g s ys te m s, in cl u d in g it s in fr as tr u ct u re R e cr u it a n d tr ai n m ar ke ti n g in fr as tr u ct u re o p e ra to rs 1 3 0 ,2 5 0 ,0 0 0 1 3 0 ,2 5 0 ,0 0 0 F ac ili ta te w ar e h o u se o p e ra to rs w it h w o rk in g t o o ls 5 ,2 1 6 ,2 0 0 ,0 0 0 5 ,7 3 7 ,8 2 0 ,0 0 0 6 ,3 1 1 ,6 0 2 ,0 0 0 6 ,9 4 2 ,7 6 2 ,2 0 0 2 4 ,2 0 8 ,3 8 4 ,2 0 0 POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-202434 SO M an ag em en t In te rv en ti on Ti m e Fr am e an d A nn ua l b ud ge t To ta l c os t A ct iv it y Ye ar 1 Ye ar 2 Ye ar 3 Ye ar 4 Ye ar 5 To ta l I nt er ve nt io n 2 13 0, 25 0, 00 0 24 ,3 38 ,6 34 ,2 00 To ta l S O C 15 ,2 32 ,1 40 ,0 00 5, 70 1, 32 5, 00 0 5, 82 0, 40 2, 50 0 11 ,3 00 ,5 22 ,7 50 28 ,5 35 ,6 75 ,0 25 90 ,7 98 ,4 49 ,4 75 SO D E n su re in cl u si o n o f P H M is su e s in a g ri cu lt u re re se ar ch t h e m e s In co rp o ra te P H M is su e s in a g ri cu lt u re re se ar ch a g e n d as 5 0 ,0 5 0 ,0 0 0 5 0 ,0 5 0 ,0 0 0 F ac ili ta te & co o rd in at e r e se ar ch an d d e ve lo p m e n t o n P H M 1 1 7 ,9 0 0 ,0 0 0 1 6 5 ,0 6 0 ,0 0 0 2 8 2 ,9 6 0 ,0 0 0 To ta l I nt er ve nt io n 1 16 7, 95 0, 00 0 16 5, 06 0, 00 0 33 3, 01 0, 00 0 E st ab lis h d at ab as e m an ag e m e n t sy st e m o n P H M D e ve lo p a to o l t o e n su re ac ti ve f e e d in g o f P H M d at a in e xi st in g d at ab as e m an ag e m e n t sy st e m o f th e ag ri cu lt u re r e le va n t M in is tr y (A g ri cu lt u ra l R o u ti n e D at a S ys te m A R D S ) 1 1 7 ,4 0 0 ,0 0 0 1 1 7 ,4 0 0 ,0 0 0 C o n d u ct co m p re h e n si ve b as e lin e s u rv e y to e st ab lis h s ta tu s o f th e P H L in t h e co u n tr y 4 0 0 ,8 0 0 ,0 0 0 4 0 0 ,8 0 0 ,0 0 0 C o lle ct r o u ti n e P H M d at a fo r u p d at in g A R D S a n n u al ly 2 0 4 ,3 0 0 ,0 0 0 2 2 4 ,7 3 0 ,0 0 0 2 4 7 ,2 0 3 ,0 0 0 2 7 1 ,9 2 3 ,3 0 0 2 9 9 ,1 1 5 ,6 3 0 1 ,2 4 7 ,2 7 1 ,9 3 0 POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024 35 SO M an ag em en t In te rv en ti on Ti m e Fr am e an d A nn ua l b ud ge t To ta l c os t A ct iv it y Ye ar 1 Ye ar 2 Ye ar 3 Ye ar 4 Ye ar 5 To ta l I nt er ve nt io n 2 60 5, 10 0, 00 0 34 2, 13 0, 00 0 24 7, 20 3, 00 0 27 1, 92 3, 30 0 29 9, 11 5, 63 0 1, 76 5, 47 1, 93 0 V e ri fic at io n o f e xi st in g , e m e rg in g , in n o va ti ve an d c e rt ifi e d te ch n o lo g ie s to r e d u ce p o st h ar ve st lo ss e s M ap p in g o f e xi st in g P H Ts 3 0 2 ,1 0 0 ,0 0 0 3 0 2 ,1 0 0 ,0 0 0 C o n d u ct a d ap ti ve re se ar ch t o t e st a n d p e rf e ct P H Ts b e fo re d is se m in at io n 2 2 5 ,9 7 5 ,0 0 0 2 4 8 ,5 7 2 ,5 0 0 2 7 3 ,4 2 9 ,7 5 0 2 ,4 3 0 ,3 7 2 ,7 2 5 2 ,6 7 3 ,4 0 9 ,9 9 8 5 ,8 5 1 ,7 5 9 ,9 7 3 S u p p o rt P H t e ch in n o va ti o n s 3 4 8 ,5 0 0 ,0 0 0 3 4 8 ,5 0 0 ,0 0 0 D is se m in at io n o f P H M r e se ar ch fin d in g s (b o th te ch n o lo g ie s an d so ci al r e se ar ch ) 3 9 7 ,4 0 1 ,4 5 2 4 3 7 ,1 4 1 ,5 9 7 4 8 0 ,8 5 5 ,7 5 7 5 2 8 ,9 4 1 ,3 3 3 1 ,8 4 4 ,3 4 0 ,1 3 9 To ta l I nt er ve nt io n 3 87 6, 57 5, 00 0 64 5, 97 3, 95 2 71 0, 57 1, 34 7 2, 91 1, 22 8, 48 2 3, 20 2, 35 1, 33 0 8, 34 6, 70 0, 11 1 To ta l S O D 1, 64 9, 62 5, 00 0 98 8, 10 3, 95 2 95 7, 77 4, 34 7 3, 18 3, 15 1, 78 2 3, 66 6, 52 6, 96 0 10 ,4 45 ,1 82 ,0 41 SO E In co rp o ra te P H M as p e ct s in e xi st in g le g is la ti o n a n d g u id e lin e s Id e n ti fy a n d r e vi e w re le va n t le g is la ti o n , b y la w s to in cl u d e P H M a sp e ct s 8 8 ,4 0 0 ,0 0 0 8 8 ,4 0 0 ,0 0 0 Id e n ti fy a n d re vi e w a n d an al ys e g u id e lin e s o n p o st h ar ve st m an ag e m e n t. 1 2 2 ,0 5 0 ,0 0 0 1 2 2 ,0 5 0 ,0 0 0 POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-202436 SO M an ag em en t In te rv en ti on Ti m e Fr am e an d A nn ua l b ud ge t To ta l c os t A ct iv it y Ye ar 1 Ye ar 2 Ye ar 3 Ye ar 4 Ye ar 5 C o n d u ct se n si ti za ti o n a n d d is se m in at io n t o ke y st ak e h o ld e rs o n re vi e w e d g u id e lin e s an d r e g u la ti o n s o n p o st h ar ve st m an ag e m e n t in t w o zo n e s an n u al ly . 8 2 ,1 0 0 ,0 0 0 9 8 ,5 2 0 ,0 0 0 1 0 8 ,3 7 2 ,0 0 0 1 1 9 ,2 0 9 ,2 0 0 4 0 8 ,2 0 1 ,2 0 0 To ta l I nt er ve nt io n 1 88 ,4 00 ,0 00 20 4, 15 0, 00 0 98 ,5 20 ,0 00 10 8, 37 2, 00 0 11 9, 20 9, 20 0 61 8, 65 1, 20 0 To ta l S O E 88 ,4 00 ,0 00 20 4, 15 0, 00 0 98 ,5 20 ,0 00 10 8, 37 2, 00 0 11 9, 20 9, 20 0 61 8, 65 1, 20 0 SO F E n h an ce co o rd in at io n a t al l le ve ls t o im p ro ve in vo lv e m e n t o f ke y ac to rs in v ar io u s P H M is su e s M ap p in g k e y ac to rs in v ar io u s P H M is su e s 9 7 ,5 0 0 ,0 0 0 9 7 ,5 0 0 ,0 0 0 O rg an iz e r e g u la r st ak e h o ld e rs ’ co o rd in at io n m e e ti n g s at n at io n al an d L G A s le ve ls 4 4 ,6 5 0 ,0 0 0 4 9 ,1 1 5 ,0 0 0 5 4 ,0 2 6 ,5 0 0 5 9 ,4 2 9 ,1 5 0 6 5 ,3 7 2 ,0 6 5 2 7 2 ,5 9 2 ,7 1 5 C o n d u ct q u ar te rl y co o rd in at io n a n d M an ag e m e n t Te am (C M T ) m e e ti n g s 4 1 ,6 0 0 ,0 0 0 4 5 ,7 6 0 ,0 0 0 5 0 ,3 3 6 ,0 0 0 5 5 ,3 6 9 ,6 0 0 6 0 ,9 0 6 ,5 6 0 2 5 3 ,9 7 2 ,1 6 0 S tr e n g th e n t h e e xi st in g T an za n ia P H M P la tf o rm 7 2 ,1 0 0 ,0 0 0 7 9 ,3 1 0 ,0 0 0 8 7 ,2 4 1 ,0 0 0 9 5 ,9 6 5 ,1 0 0 1 0 5 ,5 6 1 ,6 1 0 4 4 0 ,1 7 7 ,7 1 0 POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024 37 SO M an ag em en t In te rv en ti on Ti m e Fr am e an d A nn ua l b ud ge t To ta l c os t A ct iv it y Ye ar 1 Ye ar 2 Ye ar 3 Ye ar 4 Ye ar 5 S tr e n g th e n n at io n al co o rd in at io n u n it in t h e M in is tr y re sp o n si b le f o r A g ri cu lt u re 1 2 4 ,5 0 0 ,0 0 0 1 2 4 ,5 0 0 ,0 0 0 F o rm a n d st re n g th e n T h e m at ic W o rk in g G ro u p s (T W G ) a n d a p p o in t F o ca l P e rs o n s at R S & L G A s le ve l 1 7 1 ,7 5 0 ,0 0 0 1 8 8 ,9 2 5 ,0 0 0 2 0 7 ,8 1 7 ,5 0 0 2 2 8 ,5 9 9 ,2 5 0 2 5 1 ,4 5 9 ,1 7 5 1 ,0 4 8 ,5 5 0 ,9 2 5 F ac ili ta te p e ri o d ic m o n it o ri n g a n d e va lu at io n o f th e s tr at e g y im p le m e n ta ti o n . 2 0 ,2 0 0 ,0 0 0 2 2 ,2 2 0 ,0 0 0 2 4 ,4 4 2 ,0 0 0 2 6 ,8 8 6 ,2 0 0 1 5 0 ,6 5 5 ,8 9 0 2 4 4 ,4 0 4 ,0 9 0 To ta l I nt er ve nt io n 1 57 2, 30 0, 00 0 38 5, 33 0, 00 0 42 3, 86 3, 00 0 46 6, 24 9, 30 0 63 3, 95 5, 30 0 2, 48 1, 69 7, 60 0 E st ab lis h an d m an ag e in ve st m e n ts in ce n ti ve p ac ka g e s to in cr e as e p ri va te s e ct o r p ar ti ci p at io n in P H M Id e n ti fy in ve st m e n t b ar ri e rs a n d re co m m e n d in ve st m e n t in ce n ti ve p ac ka g e s fo r P H M 5 2 ,5 5 0 ,0 0 0 5 2 ,5 5 0 ,0 0 0 To ta l I nt er ve nt io n 2 52 ,5 50 ,0 00 52 ,5 50 ,0 00 S tr e n g th e n h u m an re so u rc e b as e o f th e P H M le ad in st it u ti o n (s ) C o n d u ct c ap ac it y b u ild in g a n d h u m an r e so u rc e d e ve lo p m e n t fo r P H M le ad in st it u ti o n 5 5 ,0 2 0 ,0 0 0 6 0 ,5 2 2 ,0 0 0 6 6 ,5 7 4 ,2 0 0 7 3 ,2 3 1 ,6 2 0 8 0 ,5 5 4 ,7 8 2 3 3 5 ,9 0 2 ,6 0 2 POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-202438 SO M an ag em en t In te rv en ti on Ti m e Fr am e an d A nn ua l b ud ge t To ta l c os t A ct iv it y Ye ar 1 Ye ar 2 Ye ar 3 Ye ar 4 Ye ar 5 To ta l I nt er ve nt io n 3 55 ,0 20 ,0 00 60 ,5 22 ,0 00 66 ,5 74 ,2 00 73 ,2 31 ,6 20 80 ,5 54 ,7 82 33 5, 90 2, 60 2 To ta l S O F 67 9, 87 0, 00 0 44 5, 85 2, 00 0 49 0, 43 7, 20 0 53 9, 48 0, 92 0 71 4, 51 0, 08 2 2, 87 0, 15 0, 20 2 S0 G E n su re p ro vi si o n o f C lim at e C h an g e – P H M r e le va n t in fo rm at io n , e ar ly w ar n in g s ys te m s S e n si ti ze f ar m e rs an d o th e r st ak e h o ld e rs o n u se s an d s o u rc e s o f e ar ly w ar n in g in fo rm at io n o n C lim at e C h an g e th at a ff e ct s P H M 1 3 8 ,8 5 0 ,0 0 0 1 6 6 ,6 2 0 ,0 0 0 1 9 4 ,3 9 0 ,0 0 0 4 9 9 ,8 6 0 ,0 0 0 To p ro m o te t o t h e p u b lic / fa rm e rs o n g ro w in g c ro p va ri e ti e s w h ic h a re le ss s u sc e p ti b le to C C e ff e ct s th ro u g h m e d ia a n d h an d o u ts 7 3 ,2 0 0 ,0 0 0 8 0 ,5 2 0 ,0 0 0 8 8 ,5 7 2 ,0 0 0 9 7 ,4 2 9 ,2 0 0 1 0 7 ,1 7 2 ,1 2 0 4 4 6 ,8 9 3 ,3 2 0 To in st it u ti o n al iz e an d s tr e n g th e n lin ka g e a n d fl o w o f ag ro m e te o ro lo g ic al in fo rm at io n a n d p ro d u ct s fr o m Ta n za n ia 1 8 ,5 0 0 ,0 0 0 2 0 ,3 5 0 ,0 0 0 2 2 ,3 8 5 ,0 0 0 2 4 ,6 2 3 ,5 0 0 2 7 ,0 8 5 ,8 5 0 1 1 2 ,9 4 4 ,3 5 0 To ta l I nt er ve nt io n 1 23 0, 55 0, 00 0 10 0, 87 0, 00 0 27 7, 57 7, 00 0 12 2, 05 2, 70 0 32 8, 64 7, 97 0 1, 05 9, 69 7, 67 0 POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024 39 SO M an ag em en t In te rv en ti on Ti m e Fr am e an d A nn ua l b ud ge t To ta l c os t A ct iv it y Ye ar 1 Ye ar 2 Ye ar 3 Ye ar 4 Ye ar 5 In tr o d u ce in n o va ti ve P o st h ar ve st C lim at e R e si lie n ce te ch n o lo g ie s, a n d in fr as tr u ct u re To p ro m o te A d o p ti o n o f b e st p ra ct ic e s an d lo w co st d ry in g a n d co o lin g , in cl u d in g lo w c ar b o n te ch n o lo g ie s fo r d ry in g a n d c o o lin g 8 1 ,1 5 0 ,0 0 0 1 9 ,5 6 9 ,0 0 0 2 1 ,5 2 5 ,9 0 0 2 3 ,6 7 8 ,4 9 0 2 6 ,0 4 6 ,3 3 9 1 7 1 ,9 6 9 ,7 2 9 To ta l I nt er ve nt io n 2 81 ,1 50 ,0 00 19 ,5 69 ,0 00 21 ,5 25 ,9 00 23 ,6 78 ,4 90 26 ,0 46 ,3 39 17 1, 96 9, 72 9 To ta l S O G 31 1, 70 0, 00 0. 00 12 0, 43 9, 00 0. 00 29 9, 10 2, 90 0. 00 14 5, 73 1, 19 0. 00 35 4, 69 4, 30 9. 00 1, 23 1, 66 7, 39 9. 00 SO H In tr o d u ce in n o va ti ve fi n an ci al m e ch an is m s to s u p p o rt in ve st m e n ts , p ro m o ti o n , d is tr ib u ti o n a n d u ti liz at io n o f P H Ts D e si g n a n d p ilo t n e w fi n an ci al in cl u si o n p ro d u ct s th at p ro m o te a cc e ss to P H T 4 4 ,9 5 0 ,0 0 0 4 4 ,9 5 0 ,0 0 0 F ac ili ta te c re d it g u ar an te e f ac ili ti e s to im p ro ve m ar ke t te rm s & b o o st le n d in g t o S M E s 4 7 ,6 0 0 ,0 0 0 5 2 ,3 6 0 ,0 0 0 5 7 ,5 9 6 ,0 0 0 6 3 ,3 5 5 ,6 0 0 6 9 ,6 9 1 ,1 6 0 2 9 0 ,6 0 2 ,7 6 0 To ta l I nt er ve nt io n 1 92 ,5 50 ,0 00 52 ,3 60 ,0 00 57 ,5 96 ,0 00 63 ,3 55 ,6 00 69 ,6 91 ,1 60 33 5, 55 2, 76 0 POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-202440 SO M an ag em en t In te rv en ti on Ti m e Fr am e an d A nn ua l b ud ge t To ta l c os t A ct iv it y Ye ar 1 Ye ar 2 Ye ar 3 Ye ar 4 Ye ar 5 E st ab lis h m e ch an is m s to d e ri sk a n d in tr o d u ce b le n d e d fi n an ce . F ac ili ta te c re d it g u ar an te e f ac ili ti e s to im p ro ve m ar ke t te rm s & b o o st le n d in g t o S M E s 9 ,0 0 0 ,0 0 0 1 0 ,8 0 0 ,0 0 0 1 9 ,8 0 0 ,0 0 0 E n h an ce r e vo lv in g fu n d b le n d in g a cr e d it li n e w it h g ra n ts f o r th e m an u fa ct u ri n g a n d d is tr ib u ti o n o f P H Ts 3 0 ,9 0 0 ,0 0 0 3 7 ,0 8 0 ,0 0 0 6 7 ,9 8 0 ,0 0 0 To ta l I nt er ve nt io n 2 39 ,9 00 ,0 00 47 ,8 80 ,0 00 87 ,7 80 ,0 00 E n su re t im e ly av ai la b ili ty o f ad e q u at e fi n an ci al re so u rc e s to th e P H M le ad in st it u ti o n s To a d vo ca te o n th e im p o rt an ce o f fin an ci n g P H M in it ia ti ve s to t h e d e ci si o n m ak e rs a n d p la n n e rs a t al l l e ve ls 9 1 ,5 0 0 ,0 0 0 1 0 0 ,6 5 0 ,0 0 0 1 1 0 ,7 1 5 ,0 0 0 1 2 1 ,7 8 6 ,5 0 0 1 3 3 ,9 6 5 ,1 5 0 5 5 8 ,6 1 6 ,6 5 0 To s o lic it f u n d in g fr o m p u b lic a n d n o n p u b lic s e ct o r fo r P H M . 3 1 ,4 5 0 ,0 0 0 3 1 ,4 5 0 ,0 0 0 To ta l I nt er ve nt io n 3 12 2, 95 0, 00 0 10 0, 65 0, 00 0 11 0, 71 5, 00 0 12 1, 78 6, 50 0 13 3, 96 5, 15 0 59 0, 06 6, 65 0 To ta l S O H 25 5, 40 0, 00 0 20 0, 89 0, 00 0 16 8, 31 1, 00 0 18 5, 14 2, 10 0 20 3, 65 6, 31 0 1, 01 3, 39 9, 41 0 POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024 41 SO M an ag em en t In te rv en ti on Ti m e Fr am e an d A nn ua l b ud ge t To ta l c os t A ct iv it y Ye ar 1 Ye ar 2 Ye ar 3 Ye ar 4 Ye ar 5 SO I D e ve lo p H ar m o n iz e d N at io n al P H L as se ss m e n t m e th o d o lo g y R e vi e w a n d p ro p o se th e s ta n d ar d m e th o d o lo g ie s fo r n at io n al P H Ls as se ss m e n t 7 9 ,9 5 0 ,0 0 0 7 9 ,9 5 0 ,0 0 0 In co rp o ra te a g re e d m e th o d o lo g ie s fo r P H Ls a ss e ss m e n t in t ra in in g in st it u te cu rr ic u la 8 9 ,4 5 0 ,0 0 0 8 9 ,4 5 0 ,0 0 0 To ta l I nt er ve nt io n 1 16 9, 40 0, 00 0 16 9, 40 0, 00 0 To ta l S O I 16 9, 40 0, 00 0. 00 16 9, 40 0, 00 0. 00 TO TA L B U D G ET 20 ,3 57 ,7 60 ,0 00 11 ,1 86 ,6 78 ,6 04 28 ,3 12 ,0 32 ,5 47 16 ,7 66 ,3 86 ,8 97 35 ,2 70 ,5 62 ,6 57 11 1, 89 3, 42 0, 70 5 POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-202442 A pp en di x B : M & E a n d R e su lt s F ra m e w o rk o f th e s tr at e g y A pp en di x B 1: O u tc o m e s in d ic at o rs In di ca to rs (O ut co m es ) In di ca to r de fin it io n M et ho do lo gy B as el in e U ni t of m ea su re So ur ce Pa rt ne r( s) R es po ns ib le Ta rg et M ile st on es N at io n al f o o d s e lf su ffi ci e n cy T h e r at io o f g ro ss d o m e st ic f o o d p ro d u ct io n is c o m p ar e d w it h t h e d o m e st ic f o o d re q u ir e m e n t. To ta l f o o d p ro d u ct io n m in u s to ta l f o o d re q u ir e m e n t o ve r to ta l fo o d r e q u ir e m e n t 1 2 4 P e rc e n t M o A (D N F S ) P O R A LG , N B S M ai n ta in S e lf S u ffi ci e n t R at io (S S R ) i n t h e r an g e b e tw e e n 1 0 0 % t o 1 2 0 % o r ab o ve S S R b e tw e e n 1 0 0 % a n d 1 2 0 % R u ra l p o p u la ti o n b e lo w t h e p o ve rt y lin e R at e o f ru ra l p o p u la ti o n b e lo w n at io n al p o ve rt y lin e , (P o ve rt y h e ad co u n t ra ti o at n at io n al 2 0 1 6 p o ve rt y h e ad co u n t ra ti o a t n at io n al 2 0 2 5 )/ p o ve rt y h e ad co u n t ra ti o a t n at io n al 2 0 1 6 * 2 8 .2 P e rc e n t H B S N B S P ri va te s e ct o r, N G O R e d u ce p o ve rt y le ve l b y at le as t 5 0 % , at n at io n al p o ve rt y lin e , fr o m t h e ye ar 2 0 1 6 t o t h e y e ar 2 0 2 5 . R e d u ce p o ve rt y le ve l b y 2 5 % b y 2 0 2 1 R e d u ct io n r at e o f th e g ap b e tw e e n th e w h o le sa le p ri ce an d f ar m g at e p ri ce D iff e re n ce b e tw e e n w h o le sa le p ri ce a n d fa rm g at e p ri ce (p ri o ri ty co m m o d it y) (W h o le sa le p ri ce m in u s fa rm g at e p ri ce ) d iv id e b y fa rm g at e * 1 0 0 G A P P e rc e n t M o A (A R D S ) M IT I, p ri va te se ct o r C o n tr ib u te t o p o ve rt y re d u ct io n b y re d u ci n g th e g ap b e tw e e n t h e w h o le sa le p ri ce a n d fa rm g at e p ri ce , b y 5 0 % b y th e y e ar 2 0 2 5 , fr o m th e y e ar 2 0 1 6 . T h e g ap b e re d u ce d b y 2 5 % b y 2 0 2 1 P ro p o rt io n o f h o u se h o ld w it h lo w d ie ta ry d iv e rs it y H o u se h o ld s th at d o n ’t h av e a cc e ss t o a d iv e rs e ra n g e o f n u tr it io n f o o d H o u se h o ld s th at d o n ’t h av e a cc e ss t o n u tr it io u s fo o d d iv id e b y th e t o ta l n u m b e r o f h o u se h o ld s R u ra l: (2 1 .4 % ), U rb an : (8 .6 % ) P e rc e n t M O H (T F N C ) M o A R e d u ce b y h al f co m m u n it ie s la ck in g d iv e rs e r an g e o f n u tr it io u s fo o d a n n u al ly fr o m 2 0 1 6 t o 2 0 2 5 R e d u ce b y 2 5 % b y 2 0 2 1 S h ar e a n d v al u e o f P H M fi n an ci al le n d in g (S M E s, fa rm e rs e tc .) to ag ri cu lt u ra l s e ct o r P ro p o rt io n o f lo an b y fin an ci al in st it u ti o n s al lo ca te d in t h e P H M as c o m p ar e d t o t h e m ag n it u d e in t h e ag ri cu lt u ra l s e ct o r S h ar e a n d v al u e o f le n d in g to t h e P H M d iv id e b y th e to ta l a m o u n t lo an e d in th e s e ct o r G A P P e rc e n t M o F, (B O T ) M o A A t le as t 5 0 % o f th e sh ar e a n d v al u e o f fin an ci al s e ct o r le n d in g b e a llo ca te d t o P H M b y 2 0 2 5 S h ar e a n d v al u e in cr e as e t o a t le as t 2 5 % b y 2 0 2 1 P e rc e n ta g e in cr e as e o f ag ro p ro ce ss in g in ve st m e n t u n it s R e la te s to in ve st m e n ts in a g ro p ro ce ss in g . N u m b e r o f ac tu al in ve st m e n ts in A g ro p ro ce ss in g v s ta rg e te d in ve st m e n ts . G A P P e rc e n ta g e M o A , (A R D S ) M IT I, T IC , T C C IA , p ri va te s e ct o r at le as t 5 0 % in cr e as e 2 5 % d e cr e as e af te r 5 y e ar s POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024 43 In di ca to rs (O ut co m es ) In di ca to r de fin it io n M et ho do lo gy B as el in e U ni t of m ea su re So ur ce Pa rt ne r( s) R es po ns ib le Ta rg et M ile st on es P e rc e n ta g e o f fa rm e rs u si n g (W H R S ) fo rm al m ar ke t ar ra n g e m e n ts R e la te s to t h e f ar m e rs u si n g w ar e h o u se r e ce ip t sy st e m t o s al e t h e ir co m m o d it ie s. N u m b e r o f fa rm e rs u si n g f o rm al m ar ke ts v s ta rg e te d . G A P P e rc e n ta g e M o A (D M F S ) M IT I M IT I, C ro p B o ar d s, E A G C A t le as t 5 0 % in cr e as e 2 5 % d e cr e as e af te r 5 y e ar s F u n ct io n al P H M p la tf o rm s (v e rt ic al an d h o ri zo n ta l) T h is r e la te s to co o rd in at io n a n d p ar tn e rs h ip s d u ri n g im p le m e n ta ti o n o f N P H M S N u m b e r o f si g n e d m in u te s d iv id e d b y ap p ro ve d m e e ti n g s G A P P e rc e n ta g e M o A (D N F S ) H E LV E TA S , IN N O D E V, P O R A LG , A N S A F, M V IW A TA A t le as t 5 0 % in cr e as e 2 5 % d e cr e as e af te r 5 y e ar s P ro p o rt io n o f P H M b u d g e t in t h e s e ct o r T h is r e la te s to in cr e as e d f u n d in g o f P H M in ve st m e n ts / in te rv e n ti o n s V al u e o f P H M in te rv e n ti o n s fu n d e d d iv id e d b y to ta l b u d g e t fo r th e s e ct o r G A P P e rc e n ta g e M o A , M o F D P s, C S O s, N G O s, P ri va te S e ct o r, A t le as t 5 0 % in cr e as e 2 5 % d e cr e as e af te r 5 y e ar s R e d u ct io n r at e o n P o st H ar ve st L o ss e s fo r (a t le as t) t h e 1 1 n at io n al p ri o ri ty co m m o d it ie s (a s de ta ile d in a nn ex 3) Lo ss o n ly a t cr it ic al lo ss p o in t fo r p ri o ri ty c ro p s (m ai ze , ri ce , so rg h u m , su n fl o w e r, co m m o n b e an s, c as sa va a n d to m at o E st im at e c o m m o d it y lo ss (in t o n ) p o in ts o f h ar ve st , tr an sp o rt , st o ra g e , p ro ce ss in g , p ac ka g in g an d a t th e s al e , G A P P e rc e n t M o A (D N F S ) FA O , A G R A , R e d u ce c o m m o d it y lo ss e s b y at le as t 5 0 % R e d u ce co m m o d it y lo ss e s b y at le as t 2 5 % POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-202444 A pp en di x B 2: O u tp u ts in d ic at o r In di ca to rs (o ut pu t) In di ca to r de fin it io n M et ho do lo gy B as el in e U ni t of m ea su re So ur ce Pa rt ne r (s ) R es po ns ib le Ta rg et M ile st on es N u m b e r o f m e d ia (R ad io , T V, P u b lic at io n s, In te rn e t, an d so ci al m e d ia ) c o m m u n ic at e d T h is r e la te s to p ro g ra m s th at p ro m o te P H M aw ar e n e ss R o u ti n e c o u n ti n g a n d d o cu m e n ta ti o n o f m e d ia p ro g ra m s o u tp u t G A P N u m b e r M o A (D N F S ) A N S A F 1 0 0 % o f th e in te n d e d t ar g e t 5 0 % f o r th e in te n d e d t ar g e t N u m b e r o f tr ai n in g (f ar m e rs , e xt e n si o n s ta ff , tr ad e rs , e tc .) b y ty p e o f tr ai n in g p ro vi d e r (p u b lic , p ri va te , e tc .) T h is r e la te s to a w ar e n e ss ra is in g t ra in in g a n d m e e ti n g s S u m m at io n o f al l tr ai n in g a n d m e e ti n g s co n d u ct e d G A P N u m b e r M o A (A R D S ) P ri va te s e ct o r 1 0 0 % o f th e in te n d e d t ar g e t 5 0 % f o r th e in te n d e d t ar g e t N u m b e r o f P H Ts r e la te d te ch n o lo g y te st e d T h is r e la te s to P H Ts te st e d t h ro u g h r e se ar ch an d in n o va ti o n a t th e lo ca l e n vi ro n m e n t. N u m b e r o f P H Ts t e st e d fr o m t ar g e te d o n e G A P P e rc e n ta g e M o A (D N F S )/ TA R I/ M IT I 1 0 0 % o f th e in te n d e d n u m b e r 5 0 % f o r th e in te n d e d n u m b e r N u m b e r o f m ar ke ti n g in fr as tr u ct u re s (h ar d a n d so ft w ar e ) d e ve lo p e d an d s tr e n g th e n e d T h is r e la te s to t h e d e ve lo p m e n t o f m ar ke ti n g s ys te m s S u m m at io n o f m ar ke ti n g in fr as tr u ct u re s/ sy st e m s G A P N u m b e r M o A (A R D S ) M IT I 1 0 0 % o f th e in te n d e d n u m b e r 5 0 % f o r th e in te n d e d n u m b e r N u m b e r o f st o ra g e fa ci lit ie s in cl u d in g st o ra g e s p ac e T h is r e la te s th e to im p ro ve m e n t o f st o ra g e f ac ili ti e s S u m m at io n o f al l st o ra g e f ac ili ti e s G A P N u m b e r M o A (A R D S )/ M IT I M IT I 1 0 0 % o f th e in te n d e d n u m b e r 5 0 % f o r th e in te n d e d n u m b e r V o lu m e o f co m m o d it ie s m ar ke te d th ro u g h (W H R S ) fo rm al m ar ke t ar ra n g e m e n ts T h is r e la te s to se lli n g o f co m m o d it ie s th ro u g h fo rm al m ar ke ti n g sy st e m s S u m m at io n o f vo lu m e s o f al l c o m m o d it ie s m ar ke te d G A P To n e s M o A (A R D S ) M IT I A t le as t 5 0 % o f co m m o d it ie s m ar ke te d th ro u g h W H R S 3 0 % in cr e as e in th e fi rs t 5 y e ar s P ro p o rt io n o f re se ar ch b u d g e t al lo ca te d to P H M in te rv e n ti o n s T h is r e la te s to in co rp o ra te d P H M in te rv e n ti o n s in t h e re se ar ch p ro g ra m s/ p la n s S u m m at io n o f al l p ro g ra m s/ p la n s in co rp o ra te d t o P H M G A P N u m b e r M o A (A R I)/ M IT I A t le as t o n e th ir d o f th e t o ta l b u d g e t 2 5 % in t h e fi rs t 5 y e ar s N u m b e r o f P H M le g is la ti o n s re vi e w e d T h is r e la te s w it h a r e vi e w o f le g is la ti o n s o n P H M S u m m at io n o f al l re vi e w e d le g is la ti o n s G A P N u m b e r M o A (D N F S ) D P P 1 0 0 % o f th e in te n d e d n u m b e r 5 0 % f o r th e in te n d e d n u m b e r POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024 45 In di ca to rs (o ut pu t) In di ca to r de fin it io n M et ho do lo gy B as el in e U ni t of m ea su re So ur ce Pa rt ne r (s ) R es po ns ib le Ta rg et M ile st on es N u m b e r o f P H M r e la te d p e rs o n n e l at lo ca l g o ve rn m e n t au th o ri ti e s T h is r e la te s to ca p ac it y b u ild in g t o P H M p e rs o n n e l S u m m at io n o f al l re cr u it e d a n d t ra in e d p e rs o n n e l G A P N u m b e r M o A (A R D S ) P O R A LG A t le as t 2 0 % o f al l w o rk fo rc e a t LG A 1 0 % in cr e as e in th e fi rs t 5 y e ar s N u m b e r o f P H M in ve st m e n t b ar ri e rs id e n ti fie d a n d r e so lv e d T h is r e la te s to t h e id e n ti fic at io n o f P H M b ar ri e rs a n d r e so lu ti o n s S u m m at io n o f al l P H M b ar ri e rs r e so lv e d G A P N u m b e r M o A (D N F S ) E M A U n it 1 0 0 % o f th e in te n d e d n u m b e r 5 0 % f o r th e in te n d e d n u m b e r N u m b e r o f P H M r e la te d to o ls (c o ld ch ai n s, e tc .) p ro cu re d an d d is tr ib u te d t o t h e l o ca l g o ve rn m e n t au th o ri ti e s T h is r e la te s to su p p o rt in g P H M in st it u ti o n s w it h w o rk in g t o o ls S u m m at io n o f al l w o rk in g t o o ls p ro cu re d G A P N u m b e r M o A (D N F S )/ M IT I P O R A LG / 1 0 0 % o f th e in te n d e d n u m b e r 5 0 % f o r th e in te n d e d n u m b e r M IT I A n n u al b u d g e t sp e n t o n P H M i n te rv e n ti o n b y so u rc e (p u b lic , p ri va te , e tc .) T h is r e la te s to s o u rc in g an d a llo ca ti n g f u n d s to P H M in ve st m e n ts . S u m o f fu n d s sp e n t G A P T S H s M o A (D P P, D N F S )/ M o F / A t le as t 1 0 % in cr e as e 5 % in cr e as e in t h e fir st 5 y e ar s A S LM s POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-202446 POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-2024 47 POST-HARVEST MANAGEMENT STRATEGY IMPLEMENTATION PLAN–SIP | 2019-202448 Postharvest Management Strategy Implementation Plan The United Republic of Tanzania, Ministry of Agriculture 2019–2024