Approaches to improving Post Harvest Management

Improving #PHM & its impact on food security & nutrition requires a strong collaboration among different stakeholders in the Value Chain, by Leonides Halos-Kim from
@SASAKAWAafrica

1. 1
Improving Postharvest Management
& Its Impact on Food Security & Nutrition
LEONIDESHALOS-KIM
Theme Director/ [email protected]
AOGA, ANTOINE
Regional Program Officer/ [email protected]
Postharvest & Agro-processing (PHAP) Extension

2. 2Introduction
Improving postharvest management goes beyond measuring
the magnitude of postharvest losses
It entails improving postharvest handling efficiencies using
appropriate technologies
It should start at the producers’/farmers’ level
It is an interdisciplinary work among various stakeholders along
the value chain
Farmers and processors must be capacitated to seize market
opportunities linked to improved quality and quantity

3. 3Strategies to Improving PHM: the SAA Experience
Demonstrate through trained extension agents and directly,
using postharvest and trading platforms, different technological
options in harvesting, postharvest handling, storage and
processing
Provide support to Farmer Organizations (FOs) by ensuring
smallholder farmers acquire business management skills
Train machine and process service providers in technology and
enterprise management
Foster entrepreneurship as a major avenue to create jobs

4. 4Strategies to Improving Postharvest Management
Ensure Inclusivenessthroughout its activities so that women and
youth, and people with disabilities (PwDs), are empowered
Contribute to improve Nutritionby introducing nutrition-
sensitive agriculture, as well as partnering with other institutions
for nutrition promotion activities
Use Information Communication Technologies (ICT) to enhance
the delivery of knowledge to farmers
Address emerging issues: climate change, crop insurance

5. PILLARS OF PHAPPROGRAM IN SAA
Pillar 1-
Harvesting, Postharvest
Handling & Storage
Pillar 3-
Technology Supply;
Service Providers
Promoting use of
appropriate machines:
Harvesting/ In-field
transport/Threshing/
Cleaning/Drying/Storage
Demonstrations
Training
Improve agro-processing
techniques
Training on food quality &
safety
Train agro-processors
especially women & youth
Training on nutrition,
balanced diet preparation
Advise on choice and
source of technologies
Train local fabricators
Demonstrate technologies
including
Promote service provision
Strengthen repair &
maintenance services
Pillar 2-
Developing Value-adding
Enterprises

6. 6
•Technology identification, adaptation
•Demonstrations and Training
•Developing Partnerships
Private Service Provision
Agro-processing Enterprises

PHAP ACTIVITIES
Needs (VC) Assessment & Market Analysis
•Linkage to Markets
•Awareness on Quality, Nutrition and Safety

7. 7PHAP EXTENSION MODELS
???SAM –(Promoting) Sustainable Agricultural
Mechanization
???APE –(Developing) Agro-processing Enterprises
???PSP –(Promoting) Private Service Provision
PHTC -Production, Postharvest and Trading Center
PHELP -Postharvest Extension and Learning Platform

8. 8??????Promoting Sustainable Agricultural Mechanization
Need-based technological options are sourced and
validated; adapted as necessary
Conduct economic analysis
Package for demonstration to stakeholders;
Brown field days
Training of trainers on principles of machine design,
operations and management
Training technicians: operation, repair, maintenance
Demonstrations with collaborating service providers
Link suppliers, service providers, farmers/ processors
Monitoring and feedback

9. 9??????Developing Agro-processing Enterprises (APE)
Identifying enterprise with women/groups
Packaging the right technological mix
Training: Improved processes; food quality and safety,
personal & environmental hygiene, packaging, labeling
Training: agro-processing enterprise development -
plans & budgets, record-keeping, market promotion
activities; linkage to financial institution & market; VSLA
Economic analysis of the enterprise
Monitoring
???Training on nutrition, balanced food preparation

10. 10??????Promoting Private Service Providers (PSPs)
Crops are processed timely
Reaching farmers and processors
in their farms and homesteads
PSPs, farmers and processors benefit equally

11. 11??????Production/ Postharvest & Trading Center (PHTC)
Machine
services/PSP
Warehousing/PHTP
Value-adding/APE
Reduce losses
Improve quality
Access to markets
& information
Improve
negotiation skills
Better prices
Access to Inputs
Warrantage
Opportunities to
benefit from
Farmers’/
Producers’
Groups
-Management
Committee
-Technical
Support Team
POSTHARVEST & TRADING CENTER (PHTC) PRODUCTION PLOTS
FLP: TOP, WADS
CVPs, CDPs
PTPs
CBSM
Others

12. 12SOME OUTCOMES-THE LAST 6 YEARS
Over 332,000 farmers, processors, extension
agents trained on improved PH, Storage & AP
870 Agro-processors trained on enterprise
development; 431 APEs emerged
1,845 PSPs developed and supported
4,171 FOs trained on enterprise management

13. 13
Socio-economic impact
–Reduce workload for women
–Enhance productivity
–Encourage adoption of new varieties
–Employment generation
–Increase income
SOME OUTCOMES -THE LAST 6 YEARS
Improving the quality of life of
beneficiaries
More technological options made
available
Improved work conditions and
process efficiency
Increased processing capacity
Improved quality and sales of
products
Family-based processing now
evolving as a profitable enterprise

14. 14
Maize/other grains stored in metal silos and other hermetic
storage facilities, over 1 year: no live insects, good as fresh harvest
Use of hermetic storage and good storage management
reduce losses and maintain the quality of stored crop
Impact on food quality, safety & nutrition

15. 15
Awareness campaign on Aflatoxin among SHF contributed to the
reduction of rejected crops especially on cross-border trade
Rural families are now concerned on proper handling, drying
and storage of their produce -Contributed to massive adoption
of hermetic stores
Training on basic nutrition and preparation of diversified and
balanced diets was well received by rural households
Impact on food quality, safety & nutrition

16. 16LESSONS LEARNT
Promoting appropriatetechnologies facilitates adoption and
hence improved postharvest handling efficiency
Women need robust capacity building in improved processing
and to empower them in their enterprise management skills
Private Service Providers (PSPs) has improved farmers’ access to
PHAP services-reduced postharvest losses and drudgery of
traditional practices
Private service provision is seen by youth as potential enterprise
Adoption/scale up by partners… Nigeria/Ethiopia/WFP/AGRA

17. 17KEY CHALLENGES
•Lack of postharvest and agro-processing extension agents/
SAFE
•Ensuring the sustainability of adoption of good PHM practices/
M&E; technical and financial support
•Scaling up/out of good postharvest management practices/
Commitment from partners
Technology suppliers in rural areas
Price incentives for good quality products
More Challenges

18. 18CONCLUSIONS/RECOMMENDATIONS
Good postharvest management (PHM) reduce losses, hence
increase availability of food; improve quality, nutrition and
livelihood of the rural families
Improving PHM requires a strong collaboration among
different stakeholders in the value chain
Scaling-up of good PHM is challenged by lack of extension
agents

19. 19CONCLUSIONS/RECOMMENDATIONS
Public investments needed in terms of:
Establishment of training and extension platform;
Institutionalize Postharvest Research & Extension Services
Awareness campaign: improved technologies, food quality
and safety (aflatoxin, chemical residues)
Machines and infrastructures: agricultural machines for SHF,
road and communication networks
Capacity building: technical & enterprise management
Thank you!

20. 20About SAA
International NGO established in 1986 in Geneva
Mission: Transformation of African agriculture to empower
smallholder farmers to sustainably increase productivity and income
in response to market demand, in partnership with public & private
stakeholders
Offices: Japan (HQ), Ethiopia, Mali, Nigeria, Uganda
SAA program contributes to the attainment of SDG 2; 1, 4, 5, 12, 13
Goal 2: ‘End hunger, achieve food security and improved nutrition and promote sustainable agriculture’
Goal 1:“End poverty in all its forms everywhere”
Goal 4:“Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all”
Goal 5:“Achieve gender equality and empower all women and girls”
Goal 12:“Ensure sustainable consumption and production patterns”
Goal 13:“Take urgent action to combat climate change and its impacts”