POST-HARVEST HANDLING AND STORAGE (PHHS) PROJECT
POST-HARVEST HANDLINGAND STORAGE (PHHS) PROJECTFINAL REPORT
POST-HARVEST HANDLINGAND STORAGE (PHHS) PROJECTFINAL REPORTThis final report was produced for review by the United States Agency for International Development. It was prepared byNathan Van Dusen and Kristin Beyard for CARANA Corporation. The authors’ views expressed in this report do notnecessarily reflect the views of the United States Agency for International Development or the United States Government.
Table of ContentsTable of Contents . vIntroduction . 1Private Sector Strategy . 7Component 1: Market Linkages Support . 7World Food Programme Partnership . 8Market Information Systems . 9Value Chain Analyses and Targeted BDS& Market Linkages Support . 11Component 2: Investment Finance . 14Strategic Partnerships through Co-Investment Grants . 14Merchandizing Credit . 16Component 3: Post-Harvest Management. 19Post-Harvest Management Training/Sell More For More. 20Cooperative Leadership Training . 21BDS Partnerships. 22Public Sector Strategy. 27Component 4: Post-Harvest Strategy Development . 27MINAGRI Advisory Support. 28Post-Harvest Loss Assessment. 29Esoko Assessment and Strategy . 31Advocacy Platform . 31Strategic Grain Reserves Manual. 32Annex I: Performance Monitoring Plan (PMP) . 34
IntroductionAgriculture drives the Rwandan economy, accounting for 80% ofemployment, 36% of GDP, and 63% of foreign exchange earnings. 1 Theagricultural sector has seen rapid growth in recent years with large increasesin production achieved by smallholder farmers, 95% of whom have farmsthat are less than two hectares in size. 2 This fragmented production baseleads to serious challenges in getting product to market efficiently andintegrating farmers into commercial marketing channels that allow fordifferentiation. Among the impacts of fragmentation, small farmers lack thecapital and know-how to efficiently harvest, store and market their surplusyields. MINAGRI estimates between 15% and 22% post-harvest losses incereals as a result. Losses impact producers and consumers, reducing farmerincomes and raising consumer prices as a result of diminished supply.As part of the U.S. Global Food Security Response and Feed the FutureInitiatives, USAID’s Post-Harvest Handling and Storage (PHHS) Projectset out to integrate farmers into commercial marketing channels as a way ofdriving investment in post-harvest technology and process improvementsfor staple crops, particularly maize, beans, and rice. The project took anintegrated public-private approach to reducing post-harvest losses andimproving food security. CARANA piloted new approaches andinnovations to engage policy makers, banks, civil society, cooperatives andsmallholder farmers. These pilots contributed to developing a marketsystem in Rwanda that encouraged farmers to supply higher quality grain,and built the capacity of local stakeholders (both private and public) toadopt and sustain these pilots, contributing to a more efficient staple cropsvalue chain. The PHHS project’s implementation model allowed it to beresponsive to government priorities and enabled Rwandan policy makers toincorporate lessons and realities from the private sector into their postharvest policy framework.World Bank, Project Appraisal Document on a Proposed Grant to the Republic of Rwandafor a Rwanda Second Rural Sector Support Project in the Second Phase of the Rural SectorSupport Program, World Bank, June 2008.2 Morel-Seytoux, Sylvie H. Lalonde. Gender Assessment and Action Plan for USAID Rwanda,WIDTech, Washington, District of Columbia, March 2002.1POST-HARVEST, HANDLING, AND STORAGE (PHHS) PROJECT: FINAL REPORT1
This report summarizes the evolution of the PHHS project in terms ofobjectives, activities and achievements in addition to presenting lessonslearned for future programs with similar objectives. The report covers theperiod of the original project (September 2009 through March 2012), inaddition to the 18-month extension through August 2013.Methodology and ObjectivesProject activities, sectors and objectives were identified in the first twoquarters of the project. PHHS carried out an opportunity mapping of sectorand activity level priorities in Rwanda’s commodity value chains, and as aresult, developed an Inception Report in April 2010. The report examined thecurrent situation in Rwanda with respect to market linkages, post-harvestinvestment promotion, and post-harvest management for the six targetedstaple crops (maize, rice, wheat, beans/soybeans, cassava and Irish potato).Meetings were held with the major buyers/processors of staple crops,which revealed that with the exception of cassava and Irish potato, thesupplies of staple crops did not meet market requirements with respect tonecessary volumes and required standards. In the development of thisreport, meetings were held with umbrella organizations and private sectorentities working with farmers’ cooperatives to learn what sort of assistanceis being provided to producers, as well as what constraints farmersencounter from production to marketing. Information was gathered on theregions which have the largest volumes of surpluses for each of the sixtargeted crops, and an assessment was made of existing post-harvestinfrastructure. Trips were also made to the field to visit farmers in severaldistricts of Rwanda, which revealed that farmers needed capacity buildingwith respect to improved harvest and post-harvest handling practices.2SEPTEMBER 2013
Project ObjectivesThe inception report prioritized maize, beans and rice as the commoditiesthat domestic producers were most likely to be able to market successfullythrough commercial channels. As a result, PHHS objectives have beendefined as follows: BudgetDurationComponentsTargeted Staple CropsGeographic CoverageMobilizing private investment and bank finance to develop businessesthat require storage infrastructure;Improving management and handling of staple crops by farmers, inpartnership with agribusiness firms and Rwandan businessdevelopment service providers through a market-driven approach;Developing more robust linkages between farmers and the marketby connecting producers to premium markets through intensivetraining by the Sell More for More Training team and otherinnovations including an online GPS map of producer cooperativesand Market Information System pilots;Assisting farmer associations/cooperatives to expand their ownwarehouse infrastructure and availability of working capital throughbusiness plan development and finance training courses to attractprivate bank finance;Increasing MINAGRI’s capacity to widen its medium-term strategy for thedevelopment of Rwandan staple crops through improvedmarketing and post-harvest activities; andIdentifying specific market-led interventions that can be adopted byindividual players within the value chain to reduce post-harvestlosses in staple crops, including investments by buyers in supplychain constraints. 8.3 million4 years : September 2009 through August 20131. Market Linkages and Business Development2. Investment Finance3. Post-Harvest Management4. Post- Harvest PolicyMaize, Beans and RiceThroughout Rwanda with a focus on Northern and Southern ProvincesPOST-HARVEST, HANDLING, AND STORAGE (PHHS) PROJECT: FINAL REPORT3
Project Component AreasThe scope of work for the PHHS project is comprised of four keycomponents:1) Market Linkages with firms that will result in strategicpartnerships to develop business ventures and invest in postharvest handling and storage;2) Investment Finance that will result in strengthening supply andincomes within the maize and bean value chains;3) Post-Harvest Management that will lead to better handlingpractices for farmers seeking higher prices for better qualitycommodities; and4) Post-Harvest Policy support to the Government of Rwanda withthe intent to improve the business environment for the privatesector.4SEPTEMBER 2013
Project AchievementsDuring the 3.5 years of the project, PHHS has achieved the followingresults: 83,676 farmers are now using storage centers through PHHSAssistance.104 storage centers were constructed or rehabilitated. 1.6 million USD of new investment was made in privateagribusiness, particularly cooperatives, aggregators, processors andmillers.BDS support was provided to 59 SMEs and direct assistance to358 private enterprises.Over 60,000 farmers were trained in post-harvest handling andstorage best practices.3 policy strategies focused on improving the enabling environmentat the post-harvest and marketing levels were drafted; one of thesestrategies, the post-harvest strategy was adopted by government.Furthermore, the project piloted new innovations and activities that haveshown impact and sustainability within Rwanda, including new financialproducts, capacity building methodologies, policy frameworks, and marketinformation systems, to name a few. Many of these pilots are now beingadopted by local entities to expand and scale. Additionally, the coinvestment grant activities have enabled SMEs with new business ideas toaccess financing to pilot business practices and investments that have led toincreased returns and additional financing from commercial banks andprivate sector investors.POST-HARVEST, HANDLING, AND STORAGE (PHHS) PROJECT: FINAL REPORT5
Private Sector StrategyIn developing the PHHS project’s private sector strategy, CARANAcollaborated with strategic buyers including the WFP and large privatesector millers and aggregators to identify their needs and opportunities forimproving smallholder integration into their supply chains. The PHHSproject then addressed value chain constraints to the maize, beans and ricesectors by entering into partnerships with these strategic buyers and linkingthem to cooperatives capable of aggregating enough product to fulfillcommercial contracts. The Project was successful in facilitating theselinkages by supporting cooperative managers and members with businessand post-harvest technical assistance, co-investment grants that were usedto upgrade their post-harvest systems, and credit products that addressedworking capital constraints among farmer cooperatives.As a result of this market/demand driven approach, PHHS identified fourkey private sector intervention points: Partnerships with strategic buyers;Storage and postharvest system investments;Partnerships with banks to address working capital financingconstraints; andPost-harvest and cooperative management technical assistance.Component 1: Market Linkages SupportThe PHHS project mobilized resources to address post-harvestinefficiencies upstream in the supply chain, in part, by connectingsmallholder farmers more directly to formal buyers via effective aggregators(typically cooperatives and Small and Medium Enterprises (SMEs)). Thisapproach helped project beneficiaries move away from spot selling toitinerant traders. More direct relationships with more formal buyers (usuallythrough organized cooperatives) also served as a foundation for creditprovision and improved market information, which resulted in theproduction of a higher quality product that can be sold at a premium price.POST-HARVEST, HANDLING, AND STORAGE (PHHS) PROJECT: FINAL REPORT7
This shift from selling small quantities into an undifferentiated commoditymarket to selling a high-value, differentiated product to larger-scale buyersrepresented a fundamental change in the staples marketing system. Viaaggregators, farmers linked to PHHS’ strategic buyers are now selling aproduct that is in demand in the marketplace, giving them newfoundbargaining power when entering transactions. The PHHS project helpedfarmers, cooperatives and buyers build these relationships by acting as afacilitator to stimulate direct contracting with more sophisticated buyers.The PHHS project has sought to build more direct market linkages byserving as an honest broker and connecting cooperatives and buyers toopportunities on the demand and supply side.World Food Programme PartnershipWFP’s P4P program was an important alliance for PHHS, linkingsmallholder farmers to a premium market for better quality maize andbeans. With a target purchasing power of around 20,000 metric tons peryear, WFP and its partner trading companies offer a significant opportunityfor cooperatives that seek a stable buyer for large quantities. Mostimportantly, WFP is willing to pay a premium for grain that meets theirstandard, unlocking value at the cooperative level for improvements inpost-harvest infrastructure.WFP was an important leverage point for the PHHS project as it sought togenerate a shift in the market toward product and price differentiation.WFP was willing to source from cooperatives benefiting from PHHStrainings and credit facilitation services, which may otherwise have beenviewed as too risky or not economically viable for private sector buyers.The WFP contracts also acted as a catalyst for bank financing ofcooperatives. In addition to securing a market, credit and higher prices forPHHS-trained cooperatives, the WFP provided training in warehousemanagement to the cooperatives that it sources from. Perhaps mostimportantly, private sector buyers like ProDev/Minimex are followingWFP’s lead and starting to buy from reliable cooperatives that havesupplied WFP in prior seasons, pushing WFP to move on to marginalsuppliers.WFP’s relationship has been transformational for involved cooperatives.These cooperatives have improved their post-harvest infrastructure, gainedaccess to credit and developed their capacity to supply a differentiatedproduct that captures a premium in the marketplace.Towards the end of the project, PHHS began working with other buyersinterested in paying a premium for quality. The Rwandan Grain and CerealCorporation (RGCC), which is targeting 20,000-30,000MT per year, has8SEPTEMBER 2013
evolved its purchase scheme to mirror the WFP model, offering premiumprices for higher quality supplies. Rwanda’s Strategic Grain Reserve will alsobuy according to quality standards.Market Information SystemsAs a way of improving linkages between buyers and producers, PHHSpiloted new MIS “e” innovations during the life of the project. PHHSdeveloped a website linked to GPS coordinates of cooperatives supportedby the project, and included information on their membership size and thetype of product produced. Throughout the project, the businessdevelopment and communications teams continued to build on theinformation offered through the PHHS website via discussions with PHHStechnical staff and the public/private sector in Rwanda. The PHHS websitewas used as a virtual business development center and the project has beenproviding continual updates, including re-verification of GPS coordinatesfor PHHS-supported cooperatives, redesign of PHHS web pages anddevelopment of PHHS Yellow Pages (e-directory) that advertise PHHSstakeholders interested in buying, selling and/or processing beans andmaize within Rwanda. These web-based tools have been transferred to theEastern African Grains Council (EAGC) and the East Africa CommodityExchange; both organizations are currently building their website contentand services.PHHS also spearheaded the development of an SMS trading pilot systemthat linked 96 PHHS-trained cooperatives (selling maize and beans) to 53buyers in Rwanda. Through this platform, buyers are able to shareinformation with cooperatives on quantities demanded and prices, andsellers are able to push information on crops available for purchase. Theobjective of this pilot system was to address the need for real-time priceinformation on crops, to reduce market information inefficiencies betweensellers and buyers, and link PHHS-trained cooperatives with buyers in realtime as a way of building on the PHHS GIS tool. One Acre Fund MarketAgents are interested in integrating their own cooperatives into theplatform, as they have also received quality trainings. Since the project iscoming to a close, PHHS is currently transferring this system to the EasternAfrica Grain Council (EAGC).POST-HARVEST, HANDLING, AND STORAGE (PHHS) PROJECT: FINAL REPORT9
Figure 1 – GPS coordinates of PHHS-assisted cooperatives.Through the innovation grants facility, the project worked with a Rwandan,women-run firm—M-Awhiii—to develop a new Market InformationSystem (MIS) model and an SMS based pilot. M-Awhiii designed a surveyto assess farmers’ needs, identifying preferred and affordable technologies,and rolled out a plan for its MIS platform. The data collected from thesurvey informed the design of the roll out plan and the platform is expectedto improve access to information and facilitate linkages between farmers,10SEPTEMBER 2013
traders and processors. Following the grant, M-Ahwiii will engage withdifferent actors, register them on the platform, and train them on how touse the system. The grantee is also discussing a partnership with theRwanda Agricultural Board (RAB) to engage their extension workers. MAhwiii’s MIS product would provide RAB with an interface to connectextension workers with farmers, and provide virtual assistance andinformation to supported farmers and cooperatives.Value Chain Analyses and Targeted BDS& Market Linkages SupportOn an ongoing basis, through the work of both the Market LinkagesAdvisor, and later, the BDC Advisor, the project carried out and facilitatedongoing discussions, buyer visits and workshops with private sector actorsin Rwanda and within the region. Project staff traveled to Uganda tofacilitate deals with beans buyers, worked with other donor projects inKenya to link buyers and processors with Rwandan producers, helpedorganize agricultural fairs and workshops for Rwandan stakeholders, andidentified value chain stakeholders interested in investing in PHHS prioritysectors.The project carried out a bean value chain study and as an outcome of thisstudy, developed a list of actors used to identify areas of collaboration intraining, market linkages, and market information. This assessment led to afeasibility study of the bean value chain, paying particular attention to beanprocessing constraints and opportunities. The case study analyzed RwandaAgribusiness Industries (Rabi Ltd), a company involved in processing andpackaging pre-cooked beans. As a result, a training program on beans wasdeveloped using the SMFM model.Additionally, through the grants and post-harvest training activities(described in greater detail in the next two sections), the PHHS projectprovided ongoing market linkages advisory services to project beneficiariesand business development support to firms applying for grants and bankfinancing. In total, 59 agri-business firms were supported through directtechnical assistance.POST-HARVEST, HANDLING, AND STORAGE (PHHS) PROJECT: FINAL REPORT11
Transport StudyA team of CARANA consultants undertook a study of the transport andlogistics process in Rwanda to understand how inefficiencies in thetransport and logistics sector relate to post-harvest loss rates and the overallcosts and competitiveness of the maize and beans value chains. Theinterviews conducted for the study covered all the relevant actors(producers, distributors, transporters, wholesalers and consumers) along themaize and bean logistics chains, as well as production sites, collectioncenters, wholesale and retail markets, and selected consumption areasacross Rwanda. In combination with stakeholders, PHHS identifiedinterventions for MINAGRI and the private sector to address the mostglaring inefficiencies, and generated a list of the highest priority roadinfrastructure and market logistics investments. The study also looked forbusiness opportunities to facilitate the creation of new public-privatepartnerships for investment in maize and bean infrastructure, and toimprove overall transport and logistics operations in Rwanda.MARKET LINKAGES AND BUSINESS DEVELOPMENT IMPACT83,676 farmersusing storage centersthrough PHHS assistance.12Direct assistance to358private food securityenterprises and organizations.BDS support provided toSMEs,59including farmers,SEPTEMBER 2013
Women farmers increase revenue through trainingsWorking with womenfarmers to achieveprofitable growth addressestheir immediate capitalneeds and promotesempowerment(Left to right) Agritesco cooperativemembers Beata Mutesi, Agnes Karombe,Console Munganyinka, JamimaMukawiringiye, and Claudine Uwimana.Console is showing a STICKS banner.PHHS improved the competitiveness of smallholder beans andmaize farmers in Rwanda by addressing post-harvest inefficiencieswhile directly connecting smallholder farmers to formal buyers. Incollaboration with the World Food Program’s Purchase forProgress, PHHS implemented Sell More For More (SMFM), acomprehensive capacity-building program to improve the ability ofbeans and maize cooperatives to meet buyer requirements. SMFM’sTraining of Trainers component, was facilitated by STICKS orbanners. STICKS records early trainee success in training othercooperative members on post-harvest handling techniques. STICKSwere highlighted as an innovative data collection tool at a Feed theFuture East Africa Regional Workshop, and SMFM receivedInterAction’s Best Practices and Innovations Award.The vast majority of post-harvest activities in Rwanda are managedby women. Therefore, they have a significant role in reducing postharvest losses. SMFM required at least 50% participation by women;and by the end of September 2012, PHHS had built the capacity ofover 22,000 women small-holder farmers. Women farmers in theAgritesco and Twitezimbere cooperatives in the Eastern Provincedemonstrate the significant gender impact achieved by SMFM. Thewomen emphasized that before SMFM, their post-harvest losseswere high and they were affected by seasonal price variations thatresulted in low prices at harvest (e.g. spot selling to itineranttraders). Following the SMFM trainings, these women farmers arenow able to produce a higher quality product that sells at apremium price. They are also empowered to establish more directrelationships with formal buyers (through their cooperatives). Thisserved as a foundation for building a dry storage unit, providingcredit to members and improving market information.Annociate Musabwamana, Twitezimbere cooperative Vice Presidentsays, “Before the SMFM trainings, I was not yielding a profit fromthe crops I was growing; having learned post-harvest handlingtechniques through the SMFM trainings, I am now harvesting around300 kilograms of maize [compared to the previous 50 kilograms]and making some profit.” This welcomed profit is freeing up moneyfor investment in Annociate’s family’s healthcare, her children’seducation, small-scale business investments and personal savings.(Left to right) Twitezimbere cooperativemembers Patricie Mukarunziga, AnnonciateMusabwamana, and Esperance Kakuze.In its last months, PHHS introduced and strengthened SMFM bydeveloping the EMPOWER training model which focused on gender.EMPOWER supported women in defining income planningstrategies and determining household spending priorities in order toaddress gender-based inequities in household decision making.EMPOWER will facilitate women farmer’s improved long-termmanagement of their income for years to come.POST-HARVEST, HANDLING, AND STORAGE (PHHS) PROJECT: FINAL REPORT13
Component 2: Investment FinanceUnderinvestment in storage infrastructure was identified in the design ofthe PHHS project as one of the most acute constraints to a more efficientand competitive agricultural sector in Rwanda. This was based on twoassumptions: 1) post-harvest losses were high and 2) seasonal pricevariations resulted in low prices paid to farmers at harvest and highmarketing margins for traders. However, an analysis of historical prices didnot support the second assumption and it is suspected that initial estimatesof post-harvest losses were high. This called into question the value offocusing on construction of large storage units, so the PHHS projectexpanded its focus to include basic marketing infrastructure for staples,such as equipment for shelling, cleaning, drying and bagging.One of the most fundamental constraints faced by cooperatives in Rwandais financing the aggregation of maize and beans from their members. Untilthis constraint was resolved, the entire system was broken. As a result ofinvestments made in both storage and basis infrastructure, the capacity ofcooperatives to aggregate product and meet the requirements of premiumbuyers increased dramatically. The project also provided support forcooperatives seeking working capital finance to support aggregation ofmaize from their members.Strategic Partnerships through Co-Investment GrantsAt the start of the project, in conjunction with the mapping exercise, thePHHS project addressed market linkages constraints by facilitating alliancesin order to mobilize investment in post-harvest storage facilities, with theobjective of increasing volume of storage. The project partnered with oneof the largest grain buyers in Rwanda, ENAS, in order to co-invest inbackward linkages with farmers and post-harvest systems. In collaborationwith USAID East Africa’s Market Linkages Initiative (MLI), the projecttargeted the middle of the value chain and leveraged MLI grant funds todesign grant/investment packages that improved linkages between farmersand buyers. These investments were made in village aggregation centers(VACs), grain bulking centers and post-harvest handling equipment, andcooperative trainings and farmer field days. As a result of the MLIpartnership, most market linkage activities in the first year of the projectcentered around six key grants partnerships; MLI provided the grant fundsand management, while PHHS supplemented cost-share grants withtechnical assistance and field-based grants oversight.14SEPTEMBER 2013
Following the close of the MLI project in September 2011 and due to thesuccess of the initial MLI grants, the PHHS project, upon approval fromUSAID, realigned its own project budget to facilitate additional grants tocooperatives for storage technology. The project selected an additional 3cooperatives to receive co-investment grants for storage–Bright FutureCooperative and the COACMU cooperative, both in the Kirehe district,and the INDAKUKI Cooperative in Bugasera. The grant applicationprocess included a detailed tendering process led by construction engineersfrom the project’s lead engineering sub-contractor, SOGIS. Theseadditional VAC grants were completed in the first quarter of 2012.Following the achievements realized by the original grants pilot, the projectset aside additional funds in the PHHS extension period for co-investmentgrants. An additional 10 grantees were selected, representing newgeographic locations. Additionally, rather than focus solely on storagegrants, the PHHS team solicited proposals for “innovative grants” in orderto pilot new business concepts for facilitating investments and improvinglinkages in the maize and beans value chains.The PHHS project carried out a cost-benefit analysis of each of theproposed grants. Following this analysis, the project awarded grants to fourcooperatives willing to co-invest in village aggregation centers in newRwandan market locations: a company near the border with the Congo thatrequired silos to increase his capacity to store and trade maize in thatregion; a company developing a new fortified baby formula product; a localwomen-run firm piloting an SMS-based market information system; and aregional grain association – EAGC – that was interested in launching astakeholder forum in Rwanda to improve public-private sector dialoguearound grain market issues.The infrastructure grants supported by PHHS and the MLI project not onlyimproved business performance in the short term, but also increasedcooperatives’ access to finance. Additionally, the new innovative pilotsprovided a
Over 60,000 farmers were trained in post-harvest handling and storage best practices. 3 policy strategies focused on improving the enabling environment at the post-harvest and marketing levels were drafted; one of these strategies, the post -
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