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Calories and Household Incomes from Potato Subsector (CHIPS) Project Launched
CHIPS is a four year project aimed at improving the livelihoods of 20,000 smallholder potato farmers and 15,000 small scale potato retailers and food vendors in Tanzania by increasing productivity, efficiency, profitability and volumes of businesses involved in the potato value chains in response to market demand.

To deliver this ambitious output as well as deal with other challenges facing the potato value chain in Tanzania such as limited
Some of the participants listen keenly to the proceedings during the launch of CHIPS project

business partnerships resulting to weak linkages to markets, and the small scale nature of production making aggregation and other Post Harvest Handling (PHH) very expensive; the project
is employing the consortium model. This model builds business clusters anchored on a potato processor and or trader who has forward linkages with national and regional end markets. The processor and or trader then commits to backward linkages with producers of potatoes to supply the demanded quantity and quality. Other partners in the cluster are providers of support services such as finance and technologies, inputs and training

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A critical mass of trainers in Farmer Business School approach continues to grow under the CARI Tanzania project
The second farmer business school (FBS) training of trainers (ToT) under the CARI Tanzania project was conducted between 28th February and 19th March 2016. A total of 27 prospective trainers from the six new sub grantees- Musoma Foods, Mamboleo Farm, Kilombero Plantations Limited, G2L, Biosustain and Ministry of Agriculture and Natural Resources, Zanzibar were brought together for this training. Other participants represented included SAGCOT, Rural Urban Initiatives (RUDI) and Kilimo Trust. The Lead trainer was from Mozambique.

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BEST-EAC project baseline setting exercise conducted across East Africa
During the next two years, Kilimo Trust will lead the implementation of the Beans Enterprises and Structured Trade (BEST - EAC): upgrading and deepening beans value chains in East Africa through ‘lead firm’ value chain models. The project is funded by FoodTrade East and Southern Africa program. The GOAL of the proposed project is to at least double Interview with bean seed farmers in Tanzania
the incomes of 10,000 commercially-oriented smallholder farmers in Kenya, Rwanda, Tanzania and Uganda. Long-term, BEST-EAC will contribute to trade efficiencies and lead to reductions in cost of beans to consumers (especially low income earners) in the EAC.

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Regional traders supported to expand guaranteed end-markets of bean
About 23 letters of Intent to trade over 3,700 MT of various bean varieties between different regional traders were signed in a beans regional markets connections forum held in Nairobi - Kenya on 12th February, 2016. The signed agreements involve both local and cross border trade.

The main objective of the forum was to establish market linkages between regional beans traders/lead firms engaged or to be engaged
in the BEST-EAC project to discuss beans market opportunities and trading dynamics in the region and beyond.

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First beans supplies under BEST-EAC Phase 1 recorded in Rwanda
The first trade of beans under BEST-EAC Phase 1 has been realized. In Rwanda, 150MT of mixed beans worth US$ 63,000 were supplied to Sarura Commodities Ltd and farmers have already received their payment. However this was short of the expected volumes that had been agreed upon during the strategic planning meeting held between Sarura Commodities Ltd and Farmers’ Business Organizations (FBOs) in December 2015. Read More
Consortium approach to commercializing beans trade in Kenya
In Kenya, most of the interventions in the beans value chain have focused on production with little efforts on access to markets. This makes both producers and traders incur high costs and inefficiency in searching for trading partners, negotiating, bargaining and contracting. Members of the Nakuru County Beans Consortium sign MOU
When the markets are structured, it incentivizes farmers to produce in surplus as they are assured of efficient markets. The traders are also guaranteed of steady supply for their end markets. Hence structuring markets foster

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Establishing trade networking platforms to ease regional trade in staples in the East Africa Community
The East African Region is diverse in terms of agroecological conditions. Some parts are endowed with fertile soils and favorable climate with excellent conditions for agriculture. Others face food crisis due to frequent droughts causing food shortages, even when there is more than enough food in the region as a whole. In Kenya (the regional economic powerhouse), three-quarters of the land is semi-arid and thus hardly suitable for agricultural production (MoA, 2013). Yet, in high production zones such as Tanzania (especially the Southern Highlands), Kenya (Rift Valley), bigger part of Uganda, Rwanda and Burundi a lot of food is lost after harvest due, in part, to their poor production planning (producing without assured market) and lack of information about regional market opportunities and market requirements..

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In a Nut Shell The Impact That Never Was: The Role of a Control Group in Project Impact Assessment
By Henry Mwololo
Development projects continue to play a fundamental role in the livelihoods of rural populations in developing countries. Being largely donor funded, such projects are in most cases social investments aiming to unlock the potential of rural populations. By and large, social investors do not require financial profits to accrue to the investor but rather social benefits to accrue to the target population. Several indicators have been used
to measure social benefits including; increased income, increased trade, reduced incidences of disease and reduced cost of doing business. At best, these indicators stop at measuring project outputs and outcomes. The concept of project impact especially at household level remains blurred with many project teams struggling to articulate the impact of the projects they manage. Literature on project management defines impact as an intended and expected change from a development project as a result of disrupted status quo. In line with this definition, it is worth noting that project outputs and outcomes like increased income among the rural poor are just but a means to an end which would be described as ‘human aspirations’. Humanity aspires for basic needs including; adequate and quality food, clothing, shelter, health and education. It would then be in order to conclude that, any project that does not clearly outline how its indicators at output and outcome levels (e.g. higher income from farming) link with at least one of the human aspirations (e.g. access to improved shelter) should not include an impact component in its logical framework simply because it has none. Articulating, evaluating for and reporting project impact is the bone of contention in the current world of development. As the donor community demands for precise project results (outputs, outcomes and impact) from their investments, the importance of project M&E has increased but without a commensurate improvement in the way M&E teams capture, measure and report project impact.

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KILIMO TRUST: regional solutions to local problems:

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We began in 2005 as an organization funding agricultural research focused on technical innovations...Readmore


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