Integrated domestication strategy of Allanblackia; A detailed example from Tanzania

1. Integrated domestication strategy of Allanblackia; A detailed example from Tanzania Presentation made at the SII Training workshop on Allanblackia Domestication Nairobi Kenya October 23rd 2006 Fidelis Rutatina

2. Why IDS • AB seeds volume supply far below the current demand of 6000 tones of seeds per year. • AB cultivation/domestication strategy to address this gap.

3. Why IDS… • Sustainability of supply chain • Less dependence from wild harvesting • Gap between Novella two targets and actual needs to be closed faster, while • Kg per farmer increased from 65kg (2004) for 655 farmers to 81kg in Muheza district.(3449 farmers) in 2005. • To get the minimum of 150kg needs to double efforts- cultivation(5trees/farmer),then closer to 1Ktone.

4. Why IDS • Significant contribution to poverty alleviation and genda equity • By 2006 the best district earned average of 10USD per farmer • This needs to increase to more than 70USD per farmer in 3 months of production per year. • With per capital income of 300USD this is significant. • To get 70USD needs domestication.

5. Why IDS • Address biodiversity issues • Trees diversification on the farmland • Enrichment planting • Improvement of stock materials • Gene conservation • Add value to AB tree conservation

6. Management and coordination • Working in Partnership Private ( Unilever) FARMERS (6,000) NGOs Faida MaLi, INADES, ICA TFCG • Public • UNDP/(GSB) • DFID • SNV • ICRAF • Govt. Institutions • ANR • TAFORI • Local admin.

7. Management and coordination • Role of partners • Public partners • Funding of activities e.g. UNDP,DFID,ICRAF • Research and development-ICRAF,ANR,TAFORI • Extension services- ANR,ICRAF, Local governments • Central and private village nurseries harmonization- ANR, ICRAF,TAFORI • Facilitation and capacity building: UNDP,SNV

8. Management and coordination • Role of NGOS • Capacity building and empowerment • Training • Awareness creation • Extension • Genda • Farmer groups formation and development • Work with local governments

9. Management and coordination • Role of private sector • Market assurance • Coordinate partnership • Work with farmers • Fund mobilization and publicity • Developing supply chain • Organise partner planning and evaluation meetings.

10. Management and coordination- the working practice Faida,TFCG,ICA, INADES,Unilever,SNV, Domestication group Farmers in groups Muheza Lushoto Collection Centres: Equipped Clerks and Store CONSUMER/ PROCESSOR/ EXPORT UNILEVER TRANSPORT OF AB NUTS LOCAL Transporters PROCESSOR OF AB NUTS SHELLCRAFT Domestication, EIA, Social studies Kilindi/Korogwe Mvomero,Kilosa MANAGED BY PARTNER NGOS MANAGED BY UNILEVER

11. Detailed roles • Tasks of Unilever: • guarantee the long-term market at certain price • control the quality of the supply chain • develop valuable market for Allanblackia • get food clearance • pay for part of the start-up costs • initiate the build-up of local supply chain • Supports the research on Allanblackia domestication • get agreement on sustainability guidelines for AB • ensure measurable contributions to poverty reduction • ensure positive contributions to biodiversity

12. Coordination and management • Tasks of NGO’s • lead the community work • ensure poverty alleviation goals are met • ensure farmers and small businesses get a fair deal • focus on side-effects: gender issues - child labour - corruption a.s.o. • assist in building relations with rulers and government • help to live by the law • use synergies between this project and other development goals • monitor adherence to sustainability guidelines • help implement smallholder plantations • work towards a stable supply chain without NGO support

13. Partnership history • Meeting held in October-2003 Unilever,Faida,TFCG and came up with work plan.-Founder partners • MoU agreed and signed • Two follow up meetings held in November 2003 and February 2004 • The work implemented

14. Implementation strategy development-History • 1st Evaluation meeting 2004. • More partners on board (ICA, INADES,ANR, TAFORI) • Contact of partners through SNV networks, others by presence in project areas. • Potential partners attend evaluation meeting • At the end do self evaluation on how to fit.

15. Self assessment of stakeholders How do you see your organization contributing towards the goals/objectives of the project? How would collaboration for AB nut production contribute towards the objectives of your organization Which activities would you be able to undertake? and how would you undertake them? What are the specific threats/capacities of your organization to undertake these activities? What human and financial resources would you commit to these activities?

16. Working together • Agreed work plan • Guiding MoU • Quarterly meeting • Sharing information-emails, phone call etc • Field visits/office visits • Evaluation meetings • Unilever coordinates. • All report on progress and share field experience/Research findings • Resources contribution as per work plan • Fund raising

17. Plan for seedling production

18. Vegetative Propagules Plan Oct 2005 - start negotiating with farmers to cut elite females - collect all info, GPS, passport data - test run on 10 trees (ANR, TAFORI, ARI) Feb 2006 – cut trees, pay up front 20,000 Tz Sh Mar 2006 – build propagators (400 cuttings per propagator) - 10 propagators (ANR), 10 propagators (TAFORI), 4 propagators (ARI) Sep 2006 – harvest cuttings, set in propagators (no auxin needed) Mar 2007 – transplant cuttings to polybags Sep 2007 – field plant (pay 1000 Tz Sh per rooted cutting)

19. Current status • Establish • central nurseries, one at ANR • village nurseries • Individual nurseries • Prepare 100 mother trees • Pre-treat seeds with GA • Train and make propagators • Establish Gene bank

20. But also • Managed to graft • 4 out of five success

21. Current state of knowledge • Partnership management –strength and gaps. • Better knowledge on seedling establishment compared 2004/2005 • Cuttings establishment apart from cut mother tree • Field planting survival after 1 year (>90%) if not stolen by farmers. • It is possible to graft

22. Difficult arisen and lesson learnt • Longer germination period and germination percentage • GA-3 impact not yet realised after 7months( no germination noticed but dying seeds) • Coppicing of cut trees is two years not one year expected. 60% shooted for Sept.2007 harvesting cuttings. • Planning without funds in hand could be a barrier. • Need for readjustment to strategic plans and go for five years plan as focus was on one year delivery

23. Specific lesson leant for practical deployment of AB initiative • Clear planning with defined and shared responsibilities; what ,who, when and how to do it.(partnership coordination) • Optimal allocation of resources is critical • Production and research moving parallel, some times production is faster • Created demand for plants to farmers needs to be managed at the current level of high motivation. Can we manage? • Let us have >100,000/yr improved AB in 06&07 planted in Tanzania.

24. By implementing what we planned, AB is a future cash cow The Cash Cow

25. Thank you The End