Cassava is the third most important staple food crop in Tanzania after maize and rice. About 1.9 million stakeholders are involved in cassava production and/or other businesses along the entire cassava value chain. Although there are great opportunities for cassava commercialization in Tanzania, these are hindered by fluctuating annual fresh cassava production and productivity which have been ranging from four to eight million tons per hectare. The average annual productivity ranges from 3.5 tons per hectare to 8.5 tons per hectare.

Factors contributing to such low production and productivity include low application of improved technologies along the value chain. Other factors are infestation of pests and diseases; unreliable rainfall due to climatic changes; low levels of investment into cassava sub-sector; inadequate markets and limited market information amongst stakeholders. In addition, there is limited diversification and expansion of cassava utilization into new growth markets which is an opportunity for increasing production, processing and supply system. Inadequate coordination has also negatively impacted the performance of the cassava sub-sector.

Despite these narrated challenges, cassava has great potential in terms of food and nutrition security, income generation and provision of industrial raw materials. There are still untapped or dormant markets in the country such as use of cassava products in textile, breweries, pharmaceuticals and animal feed industries, biscuit factories, bio-ethanol and other food and non-food cassava-based products. The potential and possibility of utilizing cassava as a food and nutrition security and income-generating crop has prompted the government, non- governmental organizations and private sector to promote it. Similar to other crops, cassava has strong linkages with non-farm sectors through agro-processing, transportation, urban markets and export trade.

Therefore, the National Cassava Development Strategy provides strategic interventions that focus on increasing current production by three folds in line with product quality improvement that responds to the growing demand. The strategy aims at contributing to the implementation of major commitments outlined in the National Agriculture Policy (2013) and the second phase of the comprehensive Agricultural Sector Development Program (ASDP II) towards transformation of the agricultural sector. The key expected outcomes from this strategy will includes increased production and productivity; increased adoption of improved technologies along the cassava value chain; improved cassava marketing and related infrastructures; employment creation and overall economic growth.

In this regard, I call upon all cassava value chain actors, policymakers and development partners to join hands in the implementation of the National Cassava Development Strategy (2020 – 2030) towards improvement of the cassava sub-sector to sufficiently contribute to the National Development Goals.

Gerald M. Kusaya

PERMANENT SECRETARY

LIST OF ABBREVIATIONS

ARI	Agricultural Research Institute
ASA	Agricultural Seed Agency
ASDP	Agricultural Sector Development Program
ASDS	Agricultural Sector Development Strategy
ASLM	Agricultural Sector Lead Ministries
CAMARTEC	Centre for Agricultural Mechanisation and Rural Technology
CAVA	Cassava Adding Value for Africa
CBOs	Community Based Organizations
CBSD	Cassava Brown Streak Disease
CMD	Cassava Mosaic Disease
COSTECH	Commission for Science and Technology
CAADP	Comprehensive Africa Agricultural Development Program
CBB	Cassava Bacterial Blight
DADPs	District Agricultural Development Plans
DAICO	District Agriculture, Irrigation and Cooperatives Officer
DRC	Democratic Republic of Congo
FAO	Food and Agriculture Organization of the United Nations
FFS	Farmer Field Schools
FRG	Farmer Research Groups
GAPs	Good Agricultural Practices
GDP	Gross Domestic Product
HQCF	High Quality Cassava Flour
IITA	International Institute of Tropical Agriculture
LGAs	Local Government Authorities
MATIs	Ministry of Agriculture Training Institutes
MEDA	Mennonite Economic Development Associates
MKUKUTA	Mkakati wa Kupunguza Umaskini na Kukuza Uchumi Tanzania
MoA	Ministry of Agriculture
NCDS	National Cassava Development Strategy
NCSC	National Cassava Steering Committee

NGOs	Non-Governmental Organizations
NSGRP	National Strategy for Growth and Reduction of Poverty
PO-RALG	President Office – Regional Administration and Local Government
PPP	Public Private Partnership
QDS	Quality Declared Seed
SADEC	Southern African Development Executive Committee
SDGs	Sustainable Development Goals
SIDO	Small Industries Development Organization
SWOC	Strengths, Weaknesses, Opportunities and Challenges
TACAPPA	Tanzania Cassava Producers and processors Association
TAFSIP	Agricultural and Food Security Investment Plan of 2011
TBS	Tanzania Bureau of Standards
TFNC	Tanzania Food and Nutrition Center
TIC	Tanzania Investment Center
TNDP	Tanzania National Development Plan
TIRDO	Tanzania Industrial Research and Development Organization
TOSCI	Tanzania Official Seed Certification Institute
UNIDO	United Nations Industrial Development Organization

ACKNOWLEDGEMENT

The formulation of this National Cassava Development Strategy (NCDS) involved a number of stakeholders from both public institutions and the Private sector. Special thanks goes to the technical team in the Directorate of Crop Development at the Ministry of Agriculture and the Food and Agriculture Organization of the United Nations (FAO) for their financial support at various stages of development of the NCDS. Special thanks go to the International Institute of Tropical Agriculture (IITA) and Mennonite Economic Development Associates (MEDA) for their valuable inputs and financial support through the “Building Economically Sustainable Cassava Seed Systems in Tanzania” (BEST – Cassava) project. This includes co-organizing the final stakeholder’s workshops and supporting final editing and printing costs.

Appreciation and recognition also go to the Ministry of Industry and Trade, Ministry of Lands, Housing and Human Settlements Development, Presidents’ Office Regional Adminstration and Local Government (PO- RALG), Tanzania Official Seed Certification Institute (TOSCI), Tanzania Agricultural Research Institute (TARI), Sokoine University of Agriculture (SUA), Tanzania Trade Development Authority (TANTRADE), Tanzania Food and Nutrition Center (TFNC), Tanzania Private Sector Foundation (TPSF), Tanzania Cassava Producer and Processors Association (TACAPPA) and Cassava Value Chain Actors who provided valuable inputs during the development of the strategy.

EXECUTIVE SUMMARY

Photo 1: Farmers holding improved high-yielding cassava varieties (Credit: IITA)

Cassava (Manihot esculenta Crantz) is mainly used as food and for income generation. In 2019 about 54.7% of the world cassava production was produced from Africa with Nigeria contributing about 20.9%of the total worlds’ production. Tanzania produced about 5% of the total production in Africa and ranked in sixth position after Nigeria, Democratic Republic of Congo (DRC), Ghana, Angola and Mozambique. The country annual production ranges from 4 to 8.2 million tons in 2016/2017 and 2018/2019 respectively.

There are great opportunities for cassava commercialization in Tanzania attributed to among others, the presence of vast and suitable land, improved varieties (high-yielding, drought and disease tolerant varieties), favorable weather conditions, growing population and possibility of diverse utilization in animal feed, confectioneries, paper industries, pharmaceutical and textile industries.

The National Cassava Development Strategy (NCDS) aims at transforming cassava into modernized, commercialized and profitable sub-sector for food and nutrition security and income generation. It provides a strategic framework that facilitates and supports co-coordinated implementation of interventions regarding cassava development to tap into the untapped opportunities. In addition, it will facilitate the use of improved technologies along the value chain to boost cassava production and increase productivity from an average of 8.3 tons per hectare (2018/2019) to 16 t/ha hectare and triple the current production from 8.2 to 24 million tons by 2030.

Increased production will result from cassava intensification and minimal land expansion. Land under cassava production is expected to increase from 0.99 to 1.5 million hectares, and cassava value chain actors from 1.9 to 2.2 million by 2030.

Further, the market segment will be strengthened to create a pull effect and sustainability of the sub-sector. Major focus will be on expansion of domestic industrial use of cassava and cassava products by establishing high value processing plants (starch plants); promote wheat substitution with High Quality Cassava Flour (HQCF); reduction of starch importation and diverse use of cassava products in animal feed, confectionaries and textile industries. Similarly, great effort will be placed on exportation of finished and/ or value added products.

Therefore, the NCDS goals will be achieved through implementation of a number of strategic objectives and activities in a coordinated manner in which all actor along the value chain will have a role to play. The strategic objectives include:

Strengthen and facilitate cassava research and development;
1. Strengthen the capacity of public and private institutions responsible for technology development, extension services and training;
1. Increase cassava production, productivity and profitability;
1. Strengthen and promote the use of improved agricultural mechanization technologies in cassava production;
1. Improve availability and accessibility of cassava seed and other Inputs;
1. Facilitate and strengthen cassava post-harvest management, product development and value addition;
1. Strengthen and facilitate phytosanitary services to manage pest risk and for compliance with international trade requirements;
1. Promote and facilitate cassava commercialization in Tanzania;
1. Strengthen cassava products market and marketing infrastructure;
1. Strengthen cassava related policy and coordination among cassava stakeholders along the value chain;
1. Strengthen access to financial services by cassava value chain actors; and
1. Strengthen the availability and accessibility of robust cassava data along the value chain.

The NCDS will be implemented in two phases with phase one commencing from 2020 to 2025 and second phase from 2026 to 2030. Major implementors and financier of the NCDS include government ministries and institutions, private sector institutions, development partners, farmers, processors, traders and service providers.

CHAPTER ONE

1.0. INTRODUCTION

1.1. Background

Cassava (manihot esculenta crantz) is a perennial, vegetatively propagated shrub, grown throughout the lowland tropics. Given its relatively high production potential in marginal soils and low rainfall, it is a basic food crop in areas prone to drought. Cassava is one of the world’s important carbohydrate and calorie crops, with annual global production of approximately 282,734,763 million tons (FAOSTAT 2018) with African countries accounting for a majority of the global production. For instance, in 2017, Africa produced approximately 151.98 million tons (54.7%) of the global production. The top ten cassava producing countries are:- Nigeria, Thailand, Democratic Republic of Congo (DRC), Brazil, Ghana, Indonesia, Vietnam, Cambodia and Mozambique (FAOSTAT, 2018, FAO Food Outlook, 2018). In 2018, Tanzania produced about 8.4 million tons of fresh cassava roots, accounting 2.9% of the global production and 5.39% of the total production in Africa.

The leading exporters of cassava worldwide are Thailand, Costa Rica, Lao Peoples’ Democratic Republic, Vietnam, Netherlands (re-export), Indonesia, Portugal, India and Cambodia. In 2019, these countries exported cassava products worth 827.7million USD which is 98% of the global value as shown in Figure 1a below. Nigeria although the world largest producer of cassava with approximately 20% share (Otekunrin, O.A. and Sawicka, B., 2019), it exported cassava products valued at less than $2 million compared to Thailand which had highest export valued at $1.02 billion. The average market share were approximately Thailand (71%) followed by Vietnam (16%), Costa Rica (6%), Lao People’s Democratic Republic (5%), Cambodia (1%) and the rest contributed less than one percent of the export volume (Figure 1b).

Figure 1a: Export values of cassava products for the top ten exporting countries worldwide in 2019.

Figure 1b: Average Global Export Share 2019. Source: ITC, 2020

In Latin America, cassava is used as an ingredient in various traditional dishes while in Asian countries, very little of cassava is used for human consumption and most of it is processed into chips, pellets, starch and starch derivatives. In most of the African countries, cassava is considered to be a staple food and only a smaller part is processed and used as animal feed and for starch production. The world’s largest consumers of cassava are Nigeria (20%), China (13%), Indonesia (9%) and Brazil (8%) of the global production (Food outlook, 2017).

In Tanzania, the major cassava producing zones are Southern, Eastern, Western and Lake Zones which together produce about 80% of the total cassava produced in the country. It is ranked as set by user, the third crop after maize and paddy in the food security context where 80% of the total production is used for human consumption (Kapinga et al. 1998).

The potential and possibility of utilizing cassava as food and nutrition security and income earning crop has prompted the government, non-governmental organizations and the private sector to promote it. Like in other crops, cassava has strong linkages with non-farm sectors through agro-processing, transportation, urban markets and export trade. However, the majority of stakeholders involved along the cassava value chain are not organized; neither do they have any agency that exerts any form of control over producers, processors and marketers. Buyers are mainly middlemen and there are no forums for the producers to discuss marketing issues and collectively bargain for better prices and as a result, demand and supply of cassava products has not always matched. For the cassava crop to contribute significantly to industrial development, there is a need to develop a strong mechanism for management and coordination that will ensure all sectoral ministries, agencies, private sector and other stakeholders in the value chain are actively involved.

1.2. Layout and Approaches

The Cassava Development Strategy comprises of six (6) Chapters. Chapter one which is the introduction, addresses background, purpose and layout of the strategy document. Chapter two presents the situation analysis along the value chain and a summary of SWOC analysis. Chapter three covers the major planning frameworks in relation to agriculture while chapter four explains the strategic interventions which covers key interventions in the ten-year period, vision, mission statements, overall objective, strategic objectives, strategies, targets and performance indicators. Chapter five deals with the implementation, monitoring and evaluation and the sixth chapter is on sustainability and environmental issues.

The NCDS is a stakeholder-driven document resulting from increasing demand for cassava investment along the value chain. Stakeholders from both the public and private sectors were involved during the process of formulating the strategy. The Ministry of Agriculture being the custodian and coordinator, organized and incorporated inputs from the stakeholders that enabled preparation of the strategy.

1.3. The Purpose of the Strategy

Despite of its low scale of production, cassava is one of the important food and nutrition security crop as well as for income generation. The crop has diverse uses and therefore, can contribute significantly to industrialization of the economy. The Agricultural Sector Development Program Phase Two (ASDP II) remains a vehicle for implementing and transforming the agricultural sector in the country with priorities focusing on enhancing agricultural productivity and profitability, commercialization and value addition. Moreover, the Agricultural Marketing Policy (2008) recognizes that agricultural marketing is adversely affected by inadequate marketing infrastructure, poor market-orientation, limited linkages within the marketing system, processing and production chains and competitiveness.

Although the current policy environment is receptive to commercialization and industrialization of the agricultural sector, the current agriculture strategies have not paid adequate attention to sustainable development of the cassava crop sub-sector. Therefore, it is imperative that agricultural strategies put great emphasis on the crop due to its uniqueness in responding to climate change, food and nutrition security and as a source of raw materials for industries.

The growing international demand for high value cassava products for food, animal feed, pharmaceuticals and textile industries provides untapped domestic and export opportunity for the country. According to FAO-Food outlook report (2016), international flows of cassava have been hugely dependent on industrial and feed demand particularly from China, the world’s leading cassava importer. It is within this context, that the need for having a National Cassava Development Strategy (NCDS) focusing on improving the environment for sustainable cassava commercialization was conceptualized.

The purpose of the NCDS is therefore, to create an enabling environment for improving the performance of the cassava sub-sector through application of improved technologies, strengthening human and capital resources, increasing productivity and profitability of cassava, creating employment opportunities, spurring rural development and developing agro-industries. Additionally, the strategy also focuses on improving coordination mechanisms of actors to ensure all sector lead ministries, agencies, private sector, development partners and other stakeholders in the value chain are fully engaged. However, the strategy will build on other on-going global, regional and national initiatives to create synergies for agricultural sector development.

A researcher prepares samples of cassava leaves for analysis of viruses (Credit: IITA)

CHAPTER TWO

2.0. SITUATION ANALYSIS

This chapter gives an overview on the importance of cassava to the national food and nutrition security and economic growth, status of production, constraints to production and productivity, processing, utilization, marketing and marketing infrastructure. The chapter also provides highlights on the export and import of cassava and its products.

2.1. Status of Cassava Production in Tanzania

Cassava is grown in almost all the agro-ecological zones in the country as a food security crop. According to the Annual Agriculture Sample Survey (AASS) 2016/2017 report, the crop is grown by more than 1.9 million farmers on a total of 853,015 ha of small plots of land averaging

0.4 ha per household. However, there are few large-scale farmers with more than 20 ha.

The major cassava producing areas are Lake Zone, Southern Zone, Western Zone and Eastern zones. In the Lake Zone, cassava is mainly grown in Mwanza, Geita, Mara, Kagera, Simiyu and Shinyanga regions; Southern Zone in Lindi, Mtwara and Ruvuma regions; Western Zone in Kigoma region and in Eastern Zone in Morogoro, Tanga and Coast regions. Land suitability for cassava across the country at different levels is shown in Appendix 1. Cassava production and productivity for the last 10 years from 2008/2009 to 2017/2018 has been fluctuating (Figure 2). The lowest cassava production recorded was about 4.02 million tons in 2016/2017 and the highest was 8.4 million tons in 2017/2018. The highest productivity was 8.5 tons/ha in 2017/2018 and lowest 3.35 tons/ha in 2016/2017 (Appendix 2).

The low yield is attributed to, among others, both biotic and abiotic factors such as disease, climate change, use of low-yielding planting materials, low soil fertility and low uptake of recommended agronomic practices. Appendix 3 shows the current cassava production (2018/2019), and projections for 2024/2025 and 2029/2030. Highest projections are observed in six (6) Regions (Kigoma, Mtwara, Mwanza, Pwani, Kagera and Ruvuma – in that order) with above one million tons fresh cassava in both 2024/2025 and 2029/2030.

Figure 2: Area, production and productivity of fresh cassava 2008/2009 to 2017/2018.

Source: MoA, 2019

The average productivity of fresh cassava for the past 12 years is six tons per hectare which is 25% of the potential productivity of 25 tons per hectare. However, the current improved varieties have potential yield ranging from 12 to 50.8 t/ha (Appendix 5).

In Nigeria (the world leading cassava producer), average productivity decreased from 11.2 (2007) to 8.76 t/ha (2017) whereas area under production increased from 3.87 million ha in 2007 to 6.79 million ha in 2017. Hence, the increased production of up to 59.5 million tons is a result of area expansion. In Cambodia productivity increased from 12 t/ha in 2003 to 20t/ha in 2013.

Cassava production in Tanzania is less mechanized regardless of its labour intensive in activities such as planting, weeding, harvesting and peeling. Most small-scale farmers are using hand hoe and few are using tractors during land preparation. Inadequate access and use of appropriate technologies to support such activities contributes to low scale of production and elevated costs of production per unit area.

Photo 2a (Above): Cassva pressing machines. Photo 2b (below): A woman operating a cassava grating machine (Credit: IITA)

2.2. Cassava Consumption

Most of the cassava in Tanzania is either consumed as fresh roots or as traditionally processed product. The per capita consumption of cassava is 157 kg per year based on the 2012 population census. The estimated annual domestic demand of dry cassava for food security is approximately 2.2 million tons equivalent to 6.6 tons of fresh cassava (National Food Security Forecast report, 2018). For decades, cassava is mainly grown as food security crop and is mostly processed into flour to make stiff porridge (ugali), snacks, biscuits or eaten as raw boiled or fried. In 2017/2018, Cassava contributed 17% of the National Food Basket after maize. Apart from the roots, traditionally cassava leaves are also consumed as leafy vegetable (kisamvu); the leaves have high content of protein, minerals and vitamins. Leaves are sold by vendors in the streets as one of the sources of income in many places in the country. Some limited amount of cassava leaves are being processed and used for making confectionaries and livestock feeds. Most of what is produced is used for human consumption and limited amount for export

and animal feed.

Photo 3: Packed cassava leafy vegetable (kisamvu). (Credit: MoA)

In Tanzania, there is limited use of cassava and its products unlike in other countries where it is processed to various products such as glucose syrup, bio-ethanol, biodegradable plastic, plywood and paperboard adhesives.

2.3. Research and Development

Cassava research activities are under the mandate of the Tanzania Agricultural Research Institute (TARI) in collaboration with the Commission for Science and Technology (COSTECH), Sokoine University of Agriculture, University of Dar es Salaam, Tanzania Official Seed Certification Institute (TOSCI), Centre for Agriculture Mechanization and Rural Technology (CAMARTEC), International Institute of Tropical Agriculture (IITA), Alliance for Green Revolution in Africa (AGRA), International Centre for Tropical Agriculture (CIAT) and Mennonite Economic Development Associates (MEDA).

TARI has seven research stations dealing with cassava technology development namely Kibaha, Mikocheni, Hombolo, Ukiriguru, Naliendele, Tumbi and Maruku. By 2019, a total of 25 improved varieties that are high yielding, drought and disease tolerant, have been officially released through various breeding programs (Appendix 5). Despite such efforts, limited farmers are using improved varieties. A study conducted by the Association for Strengthening Agricultural

Research in Eastern and Central Africa (ASARECA) in 2014, revealed that only about 5% of seeds used in Tanzania are certified and these are particularly of cereals. At that period, cassava seed certification was optional as per Seed Act No. 18 of 2003.

There are a number of ongoing and recently accomplished cassava research initiatives namely; Commercially sustainable, quality-assured cassava seed distribution system (locally known as Muhogo Mbegu Bingwa), New cassava varieties and clean seeds to combat CMD and CBSD project (5CP), Community phyto-sanitation, Building an economically sustainable seed system in Tanzania for cassava (BEST Cassava); African cassava agronomy initiative (ACAI); Cassava adding value for Africa (CAVA) and Next generation cassava breeding (NextGen). These initiatives focus on breeding programs, improving cassava seed systems, better application of agronomic practices in cassava production and value addition and marketing in order to address the bottlenecks of low production and productivity (Appendix 4).

Photo 4: Technician transplanting tissue culture cassava plantlets under Semi-Autotrophic Hydroponic (SAH) technology. (Credit: IITA)

2.4. Cassava Seed Systems

Cassava seed systems in Tanzania are characterized by semi-formal, formal and informal system. Under an informal seed system, farmers get planting materials (cuttings) from their own farms or neighbors without proper quality control mechanisms. In a semi-formal seed

system, cassava planting materials are produced by Non-Governmental Organizations (NGOs), Community Based Organizations (CBOs) and selected individual farmers or farmer groups identified for cassava planting materials (seed) multiplication without formal registration. The formal seed system involves official registration of seed producers by Tanzania Official Seed Certification Institute (TOSCI) and quality control following the established cassava seed certification protocol.

Currently, the Agricultural Seed Agency (ASA), AMINATA Seed Company in Tanga, Techgrow Services Ltd in Chalinze – Coast region, Kakindo Farm in Kagera and another 456 trained cassava seed entrepreneurs under BEST cassava project, are taking part in quality cassava planting material production. Based on TOSCI data, registered cassava planting material multiplication farms for production of Pre-basic (PB), Basic (B), certified (C) and Quality Declared Seeds (QDS) classes have increased from 102.2 ha in 2015 to 398.85 ha in 2020 where large proportion of land is under QDS (Figure 3). It is estimated that approximately 30,000 cassava farmers have accessed cassava planting materials through formal channels.

Photo 5: Inspectors assessing a field growing cassava quality declared (QDS) seeds (Credit: IITA)

The registered farms in 2020 have the potential to produce approximately 40.96 million cuttings per year enough to plant 4,096 ha, which is less than one percent of the area under cassava production for the 2018/2019 season. On the other hand, there is a total of 160 trained authorized

seed inspectors nation-wide, out of which 110 have been trained on cassava planting materials inspection skills. The national target is to train two authorized seed inspectors per district (there are 185 districts council in the country) and hence the current deficit is about 240 inspectors.

Figure 3: Proportion of Land under Formal Cassava Seed System. Source:TOSCI

2.5. Postharvest Management and Value Addition

The role of postharvest management of freshly harvested cassava root is essential, owing to the rapid physiological deterioration of the root soon after harvest. The root can be processed into different forms for human consumption, animal feed and as industrial raw materials for paper, textiles and alcoholic drinks (Falade and Akingbala 2010). However, utilization of cassava root in food and other industrial applications is limited by the rapid postharvest physiological deterioration (PPD), which reduces its shelf life and degrades its quality attributes (Sánchez et al. 2006).

In Tanzania, cassava processing is dominated by small-scale processors concentrated in Eastern, Southern and Lake Zones. Cassava is mostly processed manually with limited use of improved processing technologies such as cassava chipper, grater, presser and milling machine. Few entrepreneurs have started processing cassava into High Quality Cassava Flour (HQCF) as they are facing challenges in obtaining good quality chips and grits to meet the required standards and volumes due to low use of improved processing technologies and volume of production.

However, the quality of chips and grits are highly influenced by kind of drying facilities, water quality, type of processing equipment and storage facilities. For instance, it has been reported that, the use of solar drier was efficient and enhance quality of the products when compared

to open sun-drying method (CAVA, 2012 report). Most of the small-scale processors use unimproved drying facilities, such as raised platforms, mats or on the ground surfaces compared to medium scale processors who are using advanced drying facilities like flash drier and solar driers.

Photo 6: Cassava mobile grater. (Credit: IITA)

Photo 7: Drying grated cassava on raised platforms in the sun to make high quality cassava flour (Credit: IITA)

Currently, there is no large-scale cassava starch producing plant operating in the country. One established in the 1980’s failed due to inconsistent supply of cassava as raw materials. Therefore, industries import large quantities of starch despite the huge existing potential for producing starch from cassava roots. For instance, between 2013 and 2017 Tanzania imported a total of 25.9 thousand tons of starch worth approximately TZS 23.24 billion. Such amount could be saved or used to improve the local starch processing and eventually improve the income of cassava producers. However, some efforts from the private sector are underway to re-establish such industries in Lindi, Tanga and Coast Regions.

2.6. Marketing and Market Potential

Cassava and its products are mostly marketed within the country for food and very little for industrial use and export. The available data indicate that Tanzania exports cassava and its products to countries such as Burundi, DRC, Rwanda, Botswana, United Arab Emirates, Oman, Mozambique, Kenya, Uganda and China. According to UnComtrade, between 2014 and 2017 Tanzania exported fresh or dried cassava valued at 19.51 million USD where the major importing countries were Rwanda, Burundi, China, United Arab Emirates and Netherlands (Table 1).

Table No. 1: Values in USD for Exported Fresh and Dried Cassava from Tanzania

YEAR	TOTAL VALUE IN USD	VALUE USD (RWANDA DESTINATION)	VALUE IN USD (BURUNDI DESTINATION)
2017	2M	1.7M	268K
2016	8.8M	8.3M	548K
2015	5.7M	5.3M	411K
2014	2.1M	2.1M	–
2013	911K	604K	292

Source: UnComrade Database

In Tanzania, cassava and cassava products have no structured market; products are sold on the open market, common shops and supermarkets for household consumption and very little for animal feed. However, there are untapped market opportunities that could enable the cassava subsector to grow. These include, high quality cassava flour for blending with cereal flour, glucose syrups, industrial alcohol, biodegradable plastics, plywood and cassava flour- based paperboard adhesives.

Despite of the existing market opportunities, there are a number of challenges which hinder the marketing of cassava and cassava products. The challenges include; poor quality of products, limited utilization of cassava and its by-products, inadequate market information systems and poor market infrastructure. In addition there is uncoordinated efforts of the stakeholders which

leads to inconsistence of supply of required products per specific market segment. Furthermore, price of cassava and cassava products is high, partly due to high transportation cost, inefficiency of postharvest management technologies, bulkiness and poor infrastructures in rural areas.

Photo 8: A farmer transporting cassava using a bicycle. (Credit:IITA)

Photo 9: Preparing ridges for planting cassava, one of the recommended good agronomic practices for the crop (Credit: IITA)

A study report by CAVA (2012) showed that, there are several potential uses of cassava which are not fully exploited in the country. Table 2 presents the potential demand for cassava -based products in different market segments over the short, medium and long – term. According to Bennett et al. (2012) the estimated potential long -term demand of cassava would be 530,000 to 640,000 MT/year of root equivalent if HQCF inclusion in industrially baked products (bread and biscuits) is done on voluntary basis; and at 570,000 to 720,000 MT/year in case HQCF inclusion is made mandatory by the Presidential Cassava Initiative. It was pointed out that wheat substitution levels with HQCF could range from 10% to 50% depending on the final product (FAO and IFAD 2004, Adebayo Abass et al. 2013). The potential demand would be even higher if a policy on blending maize flour with cassava flour is implemented.

Table 2: Potential demand for cassava based products by market segments in Tanzania

Market segment	Cassava product	Current de- mand	Short term de- mand (t/annum)	Long term demand (t/annum)
Wheat mills	HQCF	0	0	17,500 – 35,000
Bakeries	HQCF	Limited	150 – 300	2,300 – 4,700
Biscuits	HQCF	50 – 100	1,000 – 2,000	5,000 – 10,000
Home use	HQCF	Limited	1,000 – 2,500	11,000 – 25,000
Small-scale mills	Grits/chips	Limited	1,300	50,000
Animal feed	Chips/grits	10 – 15	1,000	40,000 – 45,000
Clear beer	Improved makopa	0	0	1,000 – 2,400
Traditional beer	Improved makopa	0	900	10,000 – 12,000
Starch	Fresh root	0	0	228,000

Source: Bennett et al. (2012)

2.7. Opportunities in Cassava Sub-sector

Tanzania has a great potential for the development of the cassava sub-sector as it has vast land suitable for production of the crop. There are a number of improved varieties with high yielding potential and disease tolerance, availability of technology dissemination channels and local farm machinery manufacturers. Other opportunities include political will, presence of trained researchers and ongoing cassava research and market opportunities at national, regional and international levels given the diverse uses of cassava (Figure 4). The lines indicate various opportunities for cassava commercialization. According to Lekule et al. (2006) cassava roots can replace 20 to 100 percent cereal-based energy in animal feed without adverse effects on performance if properly processed and diets balanced.

Figure 4: Diverse uses of Cassava

The Constraints/Challenges Facing Cassava Sub-Sector Development Cassava production is constrained by many challenges including; inadequate application of Good Agricultural Practices (GAPs) which include low use of improved varieties, non and low

use of recommended fertilizer rates, improper plant spacing, poor weed control, inadequate

availability of quality planting materials, lack of effective surveillance and quarantine measures resulting into persistent pest and diseases outbreak. Although cassava is drought tolerant, adverse climatic changes have negative impacts on production of cassava particularly at early stages of field establishment.

Other challenges include; inadequate use of mechanization along the value chain; inadequate use of improved processing technologies; limited technical and business skills for actors along the value chain; access to markets and market information; high post-harvest losses; low quality of product; and poor coordination among stakeholders along the value chain.

Cassava commercialization in Tanzania is facing some challenges on access to finance and improved technologies. However, there are strengths and opportunities for the development of the sub-Sector towards improved production and productivity, processing and trading. The table below summarizes the SWOC analysis for the cassava sub-sector in the country.

Table 3: Summarized SWOC analysis in cassava sub-sector

SWOC ANALYSIS IN CASSAVA SUB-SECTOR
CRITERIA	STRENGTHS	WEAKNESSES	OPPORTUNITIES	CHALLENGES
Production and productivity	Availability of improved cas- sava varieties for cultivationExistence of research and training insti- tutionsAvailability of arable land for cassava production	Inadequate human and financial resources to disseminate improved technologiesInadequate linkage between farmers, extension and technologies developersLow adoption rate of good agricultural practices by cassava farmers Inadequacy of famers training centers with limited facilities	Presence of enabling national policy environmentPresence of stakeholders platformsExistence of development partners willing to support cassava sub–sector along the value chain	Financial resources constraintFrequent weather changes affecting productionHigh level dependence on rainfed agricultureLow soil fertility
	Existence of documented GAPs tech- nologies	Political will to support cassava sub-sector development	Limited use of improved technology in mechanization
	Presence of Ward Agricul- tural Re- source Cen- ters (WARCs)	Presence of programs and initiatives to support cassava agronomy improvementPopulation growth and increased demand for cassava and cassava products	Emerging pests and diseasesPoor feeder road networkLarge number of unskilled labour force
		Available labour force
		Existence of favorable weather conditions for cassava production
Technology de- velopment and transfer	Presence of Agricultural Research Institutes (ARIs) Existence of skilled, knowledgeable, and experienced research and extension staff	Inadequate modern facilities and equipment for research e.g. biotechnology Quality analy- sis for cassa- va products	Political will and enabling environment Available local, regional and international collaborators such as CIAT, IITA, AGRA, MEDA Growing Private Sector	Inadequate resources to conduct extensive research Frequent weather changes affecting field experiments Inadequate irrigation infrastructure to support research

SWOC ANALYSIS IN CASSAVA SUB-SECTOR
CRITERIA	STRENGTHS	WEAKNESSES	OPPORTUNITIES	CHALLENGES
	Ongoing research programs to develop improved technology along the cassava value chain Available released cassava varieties for up scaling	Inadequate integration of market demand aspects in breeding new varieties Weak linkage between research and extension Low adoption rate of improved technology	Availability of local machinery manufacturers and artisans Potential land for research Presence of Local organizations for technology development	Inadequate knowledge and income to farmers
Seed systems	Presence of formal cassava seed system Available seed technologies (TC laboratories, varieties, SAH) Available quality control institute (TOSCI) and certification standards	Low availability and accessibility of quality planting materials Inadequate resources for the production of Early Generation Seeds Low participation of seed companies	Private sector inclusiveness in seed systems Increasing demand for improved seeds Presence of tissue culture laboratory Plant protection act and regulations supporting phytosanitary measures	Unwillingness to pay for quality seeds by farmers Low multiplication ratio (1:10) Inadequate infrastructure to support massive seed multiplication
		Small scale cassava seed farms
Post-harvest management	Availability of processing technologies (chipping, grating, presser and solar drier) Existence of Post-harvest management guidelines and training manual	Inadequate access to improved processing technologies by farmers (peeling machinery, drying technologies, storage and other related infrastructure) Low quality of cassava commodity	Availability of potential markets for processed products Political will to support value addition Industrialization policy Diversified uses of cassava products	Inadequate capacity to cope with the demand of processed products Limited access to finance for capital by farmers to invest in processing machines Lack of large scale processing plant

SWOC ANALYSIS IN CASSAVA SUB-SECTOR
CRITERIA	STRENGTHS	WEAKNESSES	OPPORTUNITIES	CHALLENGES
	Availability of Cassava processing equipment manufacturer	Inadequacy of quality storage facilities		Inadequate awareness on the use of standards Limited use of TBS mark by processors and product developers High rates of electricity tariffs
Trade and mar- keting	Presence of phytosanitary protocol to allow market access for Cassava products Presence of Registered companies for exporting cassava Presence of Tanzania Investment Center (TIC) Presence of Cooperative Societies Presence of National coordination Ministries and Departments to facilitate international trade	Poor coordination of cassava stakeholders (Traders, product developers) Lack of large scale processing facilities and low quality products Existence of several charges Weak linkage between producers and market	Presence of Financial arrangements supporting agriculture (NMB, TIB, TADB) Availability of transportation and communication infrastructures Emergence of industries that use cassava products as raw materials Increasing demand for cassava at National, Regional and International levels	Inadequate quantity and quality of products Unstable product price Unstructured cassava marketing mechanism Inadequate quality products aggregation centers Change of preference

SWOC ANALYSIS IN CASSAVA SUB-SECTOR
CRITERIA	STRENGTHS	WEAKNESSES	OPPORTUNITIES	CHALLENGES
Coordination	Government – legal and regulatory framework Existence of ASDP II program Presence of Regional and International integrationExistence of Private sectors forums	Inadequate harmonization of National, Regional and International frameworks Fragmented and duplication of initiatives Inadequate linkage among the leading Ministries	Existence of Regional and International integration Existence of Cooperative Societies Good Governance and political will Existence of several cassava stakeholders	Inadequate data and information on cassava initiatives along the value chain Inadequacy of producers and processors platforms
		Less attention from cooperative societies on food crops
		Weak cassava dialogue platforms

Cassava roots infected with Cassava Brown Streak Disease (Credit: IITA)

CHAPTER THREE

3.0. THE MAIN PLANNING FRAMEWORKS

Overview

Poverty reduction in the United Republic of Tanzania is guided by the Tanzania Development Vision 2025 and various development frameworks which collectively aim at developing and promoting transformational initiatives under various sectors including the agriculture sector. Some of the development frameworks include:- Long Term Perspective Plan, the Second Five Year Development Plan 2016-2021, the Sustainable Development Goals (SDGs); National Agriculture Policy of 2013; Agricultural Sector Development Program Phase II (ASDP II); the Cooperative Development Policy of 2002; the Small and Medium Enterprises Policy of 2003; the National Public Private Partnership (PPP) Policy of 2009; Tanzania Agriculture and Food Security Investment Plan (TAFSIP 2011) and the ruling Party Manifesto (2015-2020 and 2020- 2025).

3.1. Tanzania Development Vision 2025

The Tanzania Development Vision 2025 explains the long-term national objectives of attaining economic development through high quality livelihood, peace, stability and unity, good governance, a well-educated learning society and a competitive economy capable of producing sustainable and shared benefits.

3.2. National Agriculture Policy (2013)

The National Agriculture Policy (NAP, 2013) aims at developing an efficient, competitive and profitable agriculture industry that contributes to the improvement of the livelihoods of Tanzanians and attainment of broad-based economic growth and poverty alleviation. The policy emphasises on commercialization of crops through increased application of improved technologies to enhance production, productivity and competitiveness in crop development including cassava, to take advantage of existing comparative and competitive advantages of agricultural produce.

3.3. Agricultural Sector Development Plan Phase II (ASDP II) 2018-2028

The program’s objective is to transform subsistence smallholders into sustainable commercial farmers by enhancing and activating sector drivers and support to increase productivity and profitability of targeted commodities. The program facilitates and support sustainable water and land management; productivity and profitability; commercialization and value addition and improves sector enablers. Cassava is among the priority crops in the implementation of the

ASDP II whereby more efforts are concentrated to increasing production, processing and marketing.

3.4. The Sustainable Development Goals (SDGS)

The Sustainable Development Goals (SDGs) are inter-governmental agreed set of targets relating to international development. The SDGs transitioned from the Millennium Development Goals (MDGs) and builds on the 2030 Agenda for Sustainable Development. They also recognise that eradicating poverty in all its forms and dimensions including extreme poverty is the greatest global challenge and an indispensable requirement for sustainable development. Goals 2 and 8 are particularly relevant for inclusive development of the agricultural sector. Goal 2 commits to “achieve food security and improved nutrition and promote sustainable agriculture”. The implementation of the National Cassava Development Strategy will complement the realization of SDG 2.

3.5. Ruling Party Manifesto (2015-2020 and 2020-2025)

The Chama Cha Mapinduzi (CCM) policies perspective is rooted on implementation of the Tanzania Development Vision 2025. Generally, CCM Election Manifesto of 2015-2020 is addressing government commitment to meet the main development goals of transforming agriculture from subsistence to commercial farming. The intention being to increase production and productivity for national food and nutritional security, strengthen economic growth, and catalysing industrialization to enable the country to reach the “middle income countries” level. Increasing production and productivity of cassava will enhance national food and nutrition security and complement the implementation of the Ruling Party Manifesto.

3.6. Small and Medium Enterprise Development Policy (SMES ) 2003

SMEs Development Policy aims to promote income generating activities and support diversification of private sector activities in the context of the agricultural sector. This includes creating commercial opportunities in marketing and processing of agricultural products. The implementation of the National Cassava Development Strategy will complement the implementation of SMEs policy since most of farmers who engage in cassava production, processing and marketing are SMEs.

3.7. Cooperative Development Policy (2002)

The policy objectives aimed at encouraging establishment and continuous operation of member-owned and member-controlled cooperatives that are economically strong and capable of operating as viable independent business entities. The policy also recognizes and supports small producer group initiatives including cassava farmers with the view of transforming them into future economically strong cooperatives. The implementation of NCDS objective number nine is in line with the implementation of the Cooperative Development Policy.

3.8. Other Development Frameworks

Other frameworks includes the Seed Act of 2003 and its amendment of 2014 where seed and propagated materials (cassava planting material) are regulated; Plant Health Act of 2020

which regulate plant and plant products phytosanitary issues including restriction of movement of infected planting materials from one area to another; the Second Five Year Development Plan- FYDP II (2016/17-2020/21) which emphasizes on nurturing industrialization for economic transformation and human development; the Tanzania Agricultural and Food Security Investment Plan of 2011 (TAFSIP), Agricultural Sector Development Strategy (ASDS) and Comprehensive Africa Agricultural Development Program (CAADP) which is the continental framework for African countries to achieve social economic growth and food security through transformation of the agricultural sector.

Therefore, this strategy is in line with a number of policies, strategies and programs and is centered on key strategic issues along the cassava value chain. The strategic issues are cassava research and development, production and productivity, post-harvest management and value addition, technology transfer, cassava commercialization, markets and marketing infrastructure, capacity building and coordination of cassava sub-sector initiatives as elaborated in chapter four.

Training bakers to substitute wheat flour with cassava flour in their baked products such as bread and cookies (Credit: IITA)

CHAPTER FOUR

4.0. STRATEGIC INTERVENTIONS

Overview

This chapter presents critical issues, vision, mission, overall objective, strategic interventions, targets and indicators to be achieved in a ten-year period (2020 – 2030). Detailed implementation plan is shown in Appendix 6.

4.1. Critical Issues

The situational analysis identified some constraints and critical issues which hinder cassava development in the country. The issues identified are;

Low production and productivity
1. Inadequate postharvest management and value addition technologies
1. Limited markets and marketing infrastructures
1. Limited institutional coordination
1. Inadequate access to financial services

4.2. Vision

A modernized, commercialized, highly productive and profitable cassava sub-sector that sustainably contribute to food and nutrition security and wealth creation.

4.3. Mission

A transformed cassava sub-sector from subsistence to commercial through creation of enabling environment and application of improved technologies.

4.4. Overall Objective

To provide a strategic framework that will promote and facilitate coordinated implementation of interventions regarding cassava development to ensure food and nutrition security and income generation.

4.4.1. Strategic Objectives

In view of the identified critical issues, 12 strategic objectives were formulated under five major themes as well as the targets and key performance indicators that focus on transforming the cassava sub-sector by 2030.

4.4.2. Description of the Strategic Objectives (SO) Theme 1: Research for Development

SO 1: Strengthen and Facilitate Research and Development

Rationale

A number of cassava research initiatives supported by the Government of Tanzania, international organizations and development partners have led to the development of improved varieties, using conventional and modern biotechnology protocols, that are high yielding; tolerant to diseases, insect pest and drought; high dry matter content; low cyanogenic potential and other end-user traits. However, the major focus was to ensure food security and hence inadequate attention was paid to the current growing market demands for industrial use. In addition, there are inadequate modern research facilities, well-equipped laboratories and limited number of researchers in some disciplines. Therefore, NCDS aims at strengthening and facilitating TARI and other research institutions to conduct market-oriented research that will respond to questions of end users for sustainable development of the cassava sub-sector.

Strategies

The cassava research strategies for providing sustainable food security, commercialization and industrial solutions are;

Facilitate market-oriented cassava variety and product development;
1. Facilitate, development and evaluation of improved agronomical packaging (soil fertility, farming practices and pest management);
1. Facilitate the development and promotion of nutrient dense varieties; and
1. Facilitate development of improved cost effective farm and post-harvest technologies.

Target

Release 20 market preferred improved cassava varieties by 2030;
1. Construct one modern laboratory and rehabilitate four laboratories for disease detection and nutrient quality assessment by 2030;
  1. Develop, evaluate and disseminate at least five agronomic packages and farm machinery technologies by 2030;
  1. Release at least five varieties which are nutrient dense by 2025; and
  1. Develop, evaluate and promote at least six post-harvest technologies by 2030.

Key Performance Indicator

Number of cassava varieties developed and adopted by farmers;
Number of laboratories constructed, retooled and in use;
Number of agronomic package developed, promoted and adopted;
Number of agronomic packages developed, promoted and adopted;
Number of nutrient dense varieties released, promoted and adopted; and
Number of machinery developed, evaluated, promoted and adopted.

SO 2: Strengthening the capacity of public and private institutions responsible for technology development, extension services and training

Rationale

Among the challenges facing cassava development is inadequate and low application of improved technologies along the value chain. There is inadequate extension services due to low numbers of trained research personnel and extension staff. In addition, service providers are not well equipped with technical know-how and working tools. Farmers and processors have inadequate knowledge on application of improved technologies such as Good Agricultural Practices (GAP), Good Manufacturing Practices (GMP), inadequate entrepreneurship and marketing skills. To address these challenges, the strategy aims at strengthening the capacity of the stakeholders along the value chain so as to ensure efficiency and quality services.

Strategy

Build the capacity of cassava stakeholders at all levels on various skills. These include:

Facilitate and strengthen the capacity of cassava researchers, extension officers and laboratory technicians on agronomy, breeding, virology, entomology, pathology, pre and postharvest management;
Facilitate cassava stakeholders exchange visits with countries where cassava has been strongly commercialized, for sharing knowledge on cassava enterprise development; and
Establish farmer training centers in major cassava growing zones through Public Private Partnership.

Target

At least sixty cassava researchers, extension officers and laboratory technicians capacitated on relevant skills by 2030;

At least 24 cassava value chain stakeholders participate in exchange visits for sharing knowledge on cassava enterprise development by 2030; and
At least 15 farmer training centers established in cassava producing zones by 2030.

Key Performance Indicator

Number of cassava researchers, extension officers and laboratory technicians trained;
Number of stakeholders trained ;
Number of stakeholders participating in exchange visits; and
Number of farmer training centres established and operational.

Theme 2: Production and Productivity

SO 3: Increase Cassava Production, Productivity and Profitability Rationale

Cassava is grown by over 1.9 million farmers with scattered small scale farms of about 0.4 hectares. The productivity of fresh cassava for the past 12 years (2006/2007 to 2018/2019) ranged from 3.4 to 8.5 tons/ha which is far below the potential productivity of 25 tons per hectare. In the same period, average production of fresh cassava ranged from 4 to 8.4 million tons despite of the presence of high yielding varieties with potential yield ranging from 12 to 50.8 t/ha (Appendix 5). Low production and productivity is attributed to improper land preparation, limited use of improved technologies (seeds, fertilizers, herbicides), changing climate and poor knowledge on cassava production among farmers and service providers, among others.

Thus, the strategy aims to improve production techniques to triple the current cassava production from 8.2 million tons (2018/2019) to 24 million tons by 2030. The increased production of cassava will happen through increasing yields of existing land through production intensification, and land expansion through conversion of agricultural or fallow land to cassava production. However, emphasis will be on intensification since area expansion could lead to encroachment into some of the reserved forested areas in different regions which may pose serious risks to biodiversity, carbon storage and other environmental services.

Strategies:

The following strategies will be put in place to ensure increased productivity and production:-

Improve production and productivity of cassava through application of improved technologies;
- Improve technology transfer mechanisms along production value chain;

Establish clusters (zoning) and or block farming; and
- Train on and promote use of GAP in cassava (land preparation, pest and disease management, timely planting, timely weeding, use of improved seeds, fertilizers, herbicides).

Targets:

Increase cassava productivity from 8.3 tons per hectare in 2018/2019 to 16 tons per hectare by 2030;
Increase the area under cassava production from the current 990,835 ha to 1.5 million hectares by 2030
Increase the number of farmers cultivating cassava from 1.9 million to 2.2 million by 2030;
Increase annual cassava root production from 8.2 million tons in 2018/2019 to 24 million tons by 2030; and
Increase number of public and private institutions involved in technology transfer to foster commercial cassava production by 10% in 2030.

Key Performance Indicators

Quantities of cassava produced per unit area;
Number of hectares under cassava production;
Quantities of cassava produced per year;
Number of farmers growing cassava;
Number of clusters (zones) or block farms established;
Percentage of new private and public institutions involved in cassava technology transfer;
Number of farmers using GAP in cassava production;

SO 4: Strengthen and Promote the Use of Improved Agricultural Mechanization Technologies in Cassava Production

Rationale

Despite of cassava production being labour intensive, its production in Tanzania is not fully mechanized. Majority of farmers are using simple farming tools such as hand hoe and only a few are using tractors in land preparation. Poor land preparation and crop management have negative impact on the overall performance of crop and yield. Low use of agricultural machinery leads to farmers cultivating small cassava farms and increased costs of production

per unit area. Mechanised farming is hindered by a number of factors including high costs of agricultural machinery; low purchasing power by most farmers; lack of comprehensive agro- mechanization packages; non-compatibility of farm technologies to local conditions; inadequate trained operators and quality control mechanism for agricultural machinery and insufficient after-sale services to agricultural machinery and implements.

The strategy will provide enabling environment for cassava mechanization activities along the production value chain. The strategy will promote establishment of privately-owned service provision centres for land cultivation, tillage, weeding, harvesting and post-harvest processing machinery. Local artisans will be embraced to execute repairs and make locally adopted machines.

Strategies

Introduce and adapt labour saving technologies to improve timeliness and efficiency of farm operations;
- Facilitate and promote private sector investment in establishing mechanization service provision centres equipped with necessary machines along the cassava value chain; and
- Facilitate and support local artisans to manufacture and disseminate quality and affordable farm implements.

Targets

At least ten new types of cassava machinery (for ploughing, ridging, planting, weeding, harvesting, post-harvesting, etc) introduced by 2030;
Twenty mechanization service provision centres established in 7 major cassava producing Zones by 2030;
Twenty established service provision centres linked with credit facilities for them to acquire modern farming machinery by 2030
Identify and facilitate seven local artisans to manufacture three types of prototype machines by 2030.
At least 30% of farmers mechanise cassava production by 2030.

Key Performance Indicators

Number and type of machinery introduced and adopted;
Number of mechanization service provision centres established and functioning;
Number of service centres linked with credit facilities;

Number of local artisans manufacturing cassava related mechanisation machines; and
Percentage of farmers mechanising cassava production.

SO 5: Improve Availability and Accessibility of Cassava Seed and other Inputs Rationale

Availability of agricultural inputs at the right quantity, quality and timely is fundamental for cassava crop development. Currently, there is inadequate supply of agricultural inputs including quality planting materials whereby less than one percent of area under cassava production is accessing quality planting materials from the formal seed system. There is also inadequate supply of early generation seed (Figure 2) attributed to the lack of massive multiplication technology and irrigation infrastructure. In addition, few farmers are using fertilizers and other inputs in cassava production due to low purchasing power, distance from the source and low motivation due to unstable markets. Cassava formal seed system is still at infant stage with a limited number of seed multipliers and 110 inspectors that do not match with the demand (ref. cassava seed systems). The strategy is therefore aiming at creating an enabling environment for effective and efficient private–led cassava input supply system.

Strategies

Strengthen seed system for delivering improved cassava varieties to farmers and other users;
Strengthen association of seed growers and other value chain actors;
Mobilize and facilitate public and private institutions to invest in input development and supply; and
Strengthen and promote appropriate use of other inputs (pesticides, fertilizer) and irrigation to foster cassava production.

Target

Increase availability of quality cassava planting materials from 40.96 million cuttings in 2018 to 3.5 billion cuttings by 2030;
1. Ensure at least 30% of the area under cassava production are planted with planting materials of improved varieties by 2030;
1. Increase area of registered cassava planting material multiplication farms from 398.85 ha 2020 to 15,000 ha by 2030;
1. Develop and disseminate cassava fertilizer rates and facilitate establishment of at least 5 large scale input suppliers by 2030;
1. Train and deploy at least 100 authorised seed inspectors and 20 cassava input suppliers by 2030; and

At least 50% of early generation cassava seed farms equipped with modern irrigation facilities by 2030.

Key Performance Indicators

Number of quality planting materials produced and accessed;
Percentage of areas planted with improved cassava seed;
Number of seed companies and individual seed producers officially registered;
Number of famers using agricultural inputs in cassava farming;
Number of seed inspectors and agro-dealers capacitated; and
Number of seed farms equipped with modern irrigation facilities;

Theme 3: Post-harvest Management

SO 6: Facilitate and Strengthen Cassava Post-Harvest Management, Product Development and Value Addition

Rationale

Production of high quality products from cassava roots involves peeling, washing, grating, dewatering, pulverising, sieving/sifting and drying. All these operations are labour-intensive as they depend on human labour to a great extent. This is partly attributed to inadequate accessibility and availability of appropriate processing and drying technologies.

The quality and volume of processed products is low and inconsistency in supply is common. Currently, there are no large scale processing plants producing high value cassava products such as starch, modified starch, syrup and bio-ethanol. However, there are about 10 medium and 150 small-scale processing factories producing HQCF and dried chips. The perishable nature of the crop and limited cassava processing plants as well as inadequacy of improved post-harvest technologies are major bottlenecks for increasing production and also contribute significantly to post-harvest loss. The strategy, therefore, intends to facilitate and improve post- harvest management practices and processing technologies for sustainable development of the cassava sub-sector.

Strategies

Strengthen and facilitate introduction of cost effective post-harvest management technologies;
1. Strengthen and support local manufacturers of cassava processing machines to fabricate appropriate and affordable machines;
1. Facilitate the establishment of primary cassava processing centers and aggregators at the production catchment;
1. Facilitate establishment of medium and large scale high value products processing plants in major cassava growing zones through Public Private Partnership (PPP);

Upscaling the existing cassava processing plants; and
- Ensure adherence to good processing procedure (GMP).

Target

Facilitate 100 processing groups with improved peeling, drying and storage technologies by 2030;
1. Five manufacturers of processing equipment facilitated by 2030;
1. Fifty primary Agro-Processing Centers (ACP) and product aggregators at production catchments established and equipped with 200 mobile processing units by 2030;
1. Fifteen medium and five large scale high value cassava products processing plants established and operational under PPP by 2030;
1. Upscaling 150 cassava processing plants by 2023; and
1. Good manufacturing practices manual developed and adopted by 2023.

Key Performance Indicators

Number of technologies introduced and adopted;
Number of processing machinery manufacturers facilitated;
Number of processing units established;
Number of products developed and commercialized;
Number of cassava processors facilitated; and
Number of processors trained with good manufacturing practices (GMP).

Theme 4: Market, Trade and Industrialization

SO 7: Strengthen and Facilitate Phytosanitary Services to Manage Pest Risk and Compliance with International Trade Requirements

Rationale

Sanitary and phytosanitary services are governed by the Plant Health Act No.04 of 2020 and its regulations, the Tanzania Seed Act No. 18 of 2003 and its Amendments of 2014 and other regional and international requirements on aspects of plant protection. The key role being, to prevent the entry and spread of exotic diseases and pests from other countries, ensure timely detection of diseases and pests and their control measures.

Competent national authorities including the Tanzania Plant Health and Pesticides Authority (TPHPA) will be involved to provide technical support on sanitary and phytosanitary measures. Cassava production and product development should comply with the relevant phytosanitary laws and regulations on import/export. However, there is inadequate personnel and equipment to execute inspection and certification in some border posts, limited field surveillance and phytosanitary inspection at farm level and low awareness of cassava stakeholders on phytosanitary issues. The Cassava Development Strategy, therefore, aims at strengthening

plant quarantine and phytosanitary services for compliance with local, regional and international market requirements.

Strategies

Enhance phytosanitary compliance to national, regional and international standards and protocols;
1. Strengthen capacities of plant health inspectors within the country at border posts;
1. Establish decentralised network for surveillance of cassava pests and diseases;
1. Strengthen capacity of plant health services to manage pest risk threats and maintain pest risk document for public use.

Target

Conduct surveillance annually;
Develop and disseminate phytosanitary guidelines and training manual by 2025.
All border posts retooled with improved equipment by 2030;
Train 200 plant health services inspectors by 2030;
Train 100 extension officers in cassava growing districts for decentralised surveillance network by 2030;
Train 1,000 cassava stakeholders on phytosanitary compliance by 2030; and
Prepare and maintain pest risk analyses for external cassava pest and disease threats by 2030.

Key Performance Indicators

Number of surveillance reports produced;
Number of border posts retooled;
Number of plant health personnel trained;
Number of extension officers trained;
Number of cassava stakeholders trained;
Number of pest risk analyses prepared;
Guideline and training manual in place.

SO 8: Promote and Facilitate Cassava Commercialization Rationale

Cassava commercialization involves transformation of subsistence – oriented farming system towards market patterns of production for profit maximization. Despite of the existing potential of suitable land and growing market at both Local and International levels, there is low investment along the cassava value chain in support of cassava commercialization. This is attributed to among others, the weak linkage between stakeholders including service providers, policy makers, financial institutions and cassava producers; unreliable data and information and unsupportive infrastructures along the value chain. These hinder investors in making decisions on the type and level of investment. Therefore, the strategy intends to create an enabling environment to support investments along the cassava value chain. It also intends to establish a commercialized model such that farmers are well linked to service providers as well as ultimate markets as stipulated in figure 5 below.

Figure 5: Cassava Commercialization Model

Strategies

To develop cassava investment plan in alignment with ASDP2, TAIDF, FYDP2 by 2022;
Facilitate improvement of basic infrastructure along the cassava value chain (feeder roads, storage facilities, water, electricity); and
Enhance enabling environment for investment along the cassava value chain.

Target

National cassava investment plan developed and disseminated by 2022;
Identify four large scale and 10 medium scale investment areas by 2030;
Improve 30% of infrastructure in major cassava producing zones by 2030; and
Develop 400,000 ha for cassava enterprise investments by 2030;

Key Performance Indicators

National cassava investment plan document;
Number of investment areas identified and promoted;
Number and type of infrastructure improved; and
Land developed for investment.

SO 9: Strengthen Cassava Product Markets and Marketing Infrastructure Rationale

Currently, there is inadequate appropriate transport facilities, established markets and marketing infrastructure as well as quality storage facilities (warehouses) for both fresh and processed cassava products. The weakness of structured markets contributes to inefficient responses to the growing cassava demand at local, regional and international levels. The quantity and quality of cassava products developed and traded locally in Tanzania rarely meet minimum quality standards and volumes required by international markets. There are many factors that hinder the market performance of cassava products in Tanzania such as low adoption of cassava product specifications, unstable prices, limited support for collective marketing, low cassava product diversification and inadequate marketing information. Despite these constraints, there is a great potential for cassava market expansion within and outside Tanzania due to the growing population as well as the rapid growth of animal feed demand and textile, pharmaceutical, and confectionary industries where cassava and cassava products can be deployed.

To address the matter, NCDS will create a conducive environment to establish structured markets for cassava and cassava products to ensure smooth trading. It will also facilitate private sector participation in cassava business and investments.

Strategies

Establish a system for marketing cassava products at domestic, regional and international markets;
1. Strengthen and facilitate cassava marketing infrastructure and networking;
1. Facilitate and promote cassava product diversification to increase market share at national, regional and international levels; and

Develop, review and promote use of national, regional and international standards of cassava products.

Target

Market system for cassava products (fresh roots, chips, flour and starch) enhanced by 2030;
Five small scale and one large scale cassava collection centres established per district in major cassava growing areas by 2030;
Two hundred farmers and processor groups transformed into Agricultural Marketing Cooperatives (AMCOS) by 2030;
Cassava diversified into new products (glucose syrup, modified starch, blending cereal with HQCF and ethanol) for new markets by 2030;
At least five cassava product specifications /standards adhered to by 2030; and
A total of 500,000 cassava stakeholders trained on entrepreneurship and marketing skills by 2030.

Key Performance Indicators

Cassava market system in place;
1. Number of diversified products being traded;
1. Number of cassava based cooperatives established;
1. Numbers of small and large collection centres established and utilised; and
1. Number of cassava product quality standards adopted.

Theme 5: Policy and Enabling Environment

SO 10: Strengthen Cassava Related Policy and Facilitate Coordination Among Cassava Stakeholders Along the Value Chain

Rationale

The National Agriculture policy and other related policies, strategies and programmes have recognized cassava as an important food and income generating crop. However, there is deficiency in the implementation of those policy directives that create an institutional environment to facilitate sustainable commercial cassava production, despite of the expanding market opportunities for cassava and cassava products at all levels. Similarly, there are limited coordination of efforts among stakeholders along the cassava value chain leading to low growth rate and performance of the cassava sub-sector.

Strategies

Strengthen collaboration and linkages between national, regional and international institutions involved in the cassava value chain;
Facilitate and strengthen regulatory environment for growth of the cassava sub-sector; and
Strengthen and coordinate all cassava development initiatives and related policies.

Target

Cassava stakeholders platforms identified, established and strengthened by 2025;
1. Key development partners and other stakeholders identified and coordinated annually; and
1. Policy and regulatory environments for growth of the cassava sub-sector strengthened by 2030.

Key Performance Indicator

Number of platforms formed at various levels;
1. Number of policies and regulatories developed, reviewed and adopted; and
1. Number of development partners and other stakeholders coordinated.

SO 11: Strengthen Cassava Stakeholders’ Access to Financial Services Rationale

Financial services are among the key support services required for commercial Cassava production, processing and marketing activities. However, there is limited access to financial services by some cassava stakeholders which contributes to low level of operations and investment along the cassava value chain. In addition, some financial institutions are reluctant to support farmers and small-scale cassava related entrepreneurs due to uncertainty for loan recovery. Similarly, some cassava farmers are not organized into cooperatives or any structured model/associations hence creating difficulties for the service providers such as banks and other financiers to provide their services efficiently. Therefore, NCDS aim at improving financial services to cassava value chain actors and establishing the crop insurance schemes to protect them from unforce risks and bank loans

Strategies

Strengthen and facilitate accessibility to financial services by cassava stakeholders along the value chain;

Strengthen and facilitate crop insurance scheme to protect cassava value chain actors; and
1. Promote cooperatives/associations for cassava farmers.

Target

At least 10,000 cassava stakeholders linked with financial institutions by 2030;
Cassava Farmers guarantee and ensure scheme established by 2030; and
At least 50 percent of cassava producers and processors groups promoted and facilitated to form cooperatives (AMCOS) and SACCOS by 2030.

Key Performance Indicators

Number of stakeholders linked to financial institutions;
1. Number of financial institutions supporting cassava commercialization;
1. Number of cooperatives and SACCOS established;
1. Number of farmers accessing bank loans.

SO 12. Strengthen the Availability and Accessibility of Robust Cassava Data along the Value Chain

Rationale

Availability and accessibility of cassava information is vital for development and sustainability of the cassava value chain. However, the collection and dissemination of information to various actors in the sector is inefficient. This calls for a well-structured system for data collection and packaging in order to have an efficient mechanism for timely sharing of information related to cassava production, processing and marketing.

Nevertheless, accurate cassava information is largely neither available nor reliable for policy formulation and decision making. In addition, there is limited participation of the private sector in the collection, processing and dissemination of cassava information. Moreover, there is conflicting and inconsistent information from various sources.

Strategies

Promote and strengthen appropriate system for data collection, analysis and dissemination of cassava information;
Promote and strengthen collaboration with other stakeholders on the participation of cassava data collection, analysis and dissemination and
Align data on cassava industry with other agriculture data and information systems.

Target

Appropriate tools for data collection, analysis and dissemination of cassava information promoted and strengthened by 2030;
250 stakeholders participate in cassava data collection, analysis and dissemination by 2025 and
Quarterly bulletin on cassava industry disseminated by 2025

Key Performance Indicators

Tools to collect and analyse cassava data in place and used;
1. Number of stakeholders participating in data collection, analysis and dissemination;
1. Number of farmers, processors, traders registered and
1. Inventory of cassava products in place.

An improved solar dryer (Credit: IITA, MoA)

CHAPTER FIVE

5.0. IMPLEMENTATION, MONITORING AND EVALUATION

This chapter outlines key roles of NCDS implementing actors, monitoring, evaluation and proposed budget for five years implementation plan. For effective strategy implementation, efficient monitoring and evaluation are essential. Through monitoring and evaluation, achievements and challenges during the implementation will be identified and addressed.

5.1. Implementation Arrangement

The governance of the NCDS will be under the Agricultural Sector Lead Ministries (ASLMs). These are President’s Office – Regional Administration and Local Government (PO – RALG); Ministry of Agriculture (MoA) and Ministry of Industry and Trade (MIT).

The implementation of the various aspects of the strategy will involve several relevant institutions/ organisations including but not limited to; Tanzania Investment Centre (TIC); research institutions; universities; private sector institution and service providers; financial institutions; local and international organization, development partners such as FAO, IITA, AGRA, MEDA, World Vision, WFP, CARE, UNIDO and Africare.

Generally, the government will create and sustain an enabling policy and institutional framework such as good governance, supportive laws and regulations which include maintenance of conducive and stable micro and macro-economic policy framework and attractive investment opportunities. This will ensure optimum private sector participation in the implementation of the strategy. Other implementers are farmers, processors, traders, transporters and agro-dealers.

The strategy will be implemented in two phases of five years each. For effective and smooth implementation of the NCDS by different stakeholders a clear demarcation of assigned responsibilities and roles is proposed:

5.1.1. The Ministry of Agriculture

The Ministry of Agriculture will be responsible for supervising implementation, monitoring, evaluating and coordinating all activities of the strategy. It will also facilitate resource mobilization, oversee implementation of the strategy and ensure institutional coordination among various actors along the cassava value chain.

5.1.2. Agricultural Sector Lead Ministries

The Agricultural Sector Lead Ministries constitutes the Ministries responsible for Industries and Trade, President’s Office and Regional Administration and Local Government (PO- RALG), Ministry of Lands, Housing and Human Settlement Development, Ministry of Water, Ministry

of Livestock and Fisheries, Prime Minister’s office – Investment. These ministries with their institutions will provide favourable environment for the implementation of the strategy.

5.1.3. Development Partners

Development partners in Tanzania have been intensively involved in key areas of interventions that are covered in this strategy. They have been providing assistance in terms of fund and technical interventions to achieve the set objectives and drive the agricultural sector economy. It is therefore expected that development partners will compliment Government efforts to support initiatives geared towards improving development of the cassava sub-sector.

5.1.4. Regional Secretariats and Local Government Authorities

Regional Secretariats and Local Government Authorities will support and incorporate cassava sub-sector development at lower levels through projects and programmes implemented in their jurisdictions. They will also facilitate acquisition of agricultural land and provide necessary support services including roads, market centers, extension services and business support to agro-based entrepreneurs for achieving the anticipated vision of the strategy.

5.1.5. Research, Seed Agencies, Academic and Regulatory Institutions

There are several research, academic and regulatory institutions in the country which are relevant for implementation of the NCDS. Their roles in relation to cassava development interventions are in areas of research, technology transfer, training, quality assurance and marketing.

5.1.6. Private Sector Organizations

The private sector including producers’ organizations, processors, traders, input supplier and machinery manufacturers who plays a significant role in carrying out various investments in cassava sub-sector are the key NCDS implementing actors.

5.1.7. Direct Beneficiaries

Direct beneficiaries of this strategy includes farmers, processors, distributors, traders and service providers. In light of this, it is expected that they will participate effectively in decision making at all levels for purpose of effective implementation of the strategy.

5.1.8. Financial Institutions

Financial services are vital to the implementation of this strategy. Therefore, the financial service providers are expected to be active partners in achieving the envisaged vision of this strategy. In this regard they are encouraged to avail credit facilities and services with affordable conditions for both rural and urban stakeholders. However, it is envisaged that the strategy will be financed with resources from a number of sources including, the government, development partners, Private sector investors, NGOs and financial institutions.

5.1.9 Non- Governmental Organizations

Non-Governmental Organizations (NGOs) are expected to complement Government efforts in the implementation of this strategy. NGOs interventions in supporting the National Cassava Development Strategy in Tanzania range from institutional capacity building and direct provision of financial and non-financial services.

5.2 Coordination, Monitoring and Evaluation

During program implementation the coordination team shall develop indicators for monitoring and evaluation of different programs and also decide on the monitoring system to be used. Nevertheless, some few examples of indicators are being provided in chapter four that can be expanded and used to evaluate the programs to be developed.

5.2.1. Coordination

The strategy aims at strengthening linkages amongst actors along the cassava value chain that include policy makers, politicians, researchers, processors, producers, traders and consumers. This will be achieved through quarterly and or annual stakeholders and National Cassava Steering Committee (NCSC) meetings.

The NCSC will be a coordination platform of all the cassava stakeholders in the country and will comprise representatives from key actors along the value chain. The representatives will be drawn from both governmental and non-governmental institutions. Electronic platforms will be formed to link large number of stakeholders to ensure timely availability of information on volume, quality, location and price of the products. At policy making level, there will be a strong national, regional and diplomatic linkage to ensure effective cassava business and technology sharing along the value chain. The National Cassava Steering Committee has to oversee all cassava initiatives and provide technical backstopping and/or advice to the end users.

5.2.2 Monitoring

Monitoring of the strategy will involve implementation of the M&E framework which includes collecting and managing data on the planned activities against set targets and indicators. The process will also involve measuring and assessing implementation of activities on a continuous basis and provide feedback.

The Ministry of Agriculture (MoA) will collaborate with Local Government Authorities and other stakeholders in monitoring the strategy. The process will be based on the set targets and activities and receive update on the achievements and challenges in the course of implementation. The actors responsible for implementing the strategy shall be obliged to regularly prepare reports and submit them to the strategy focal person appointed by the Permanent Secretary in the Ministry responsible for agriculture, for compilation and submission

to the Director of Crop Development. The reports will further be submitted to higher levels as it can be decided by the coordinating Ministry. These will include monthly, quarterly and annual reports (Appendix 6).

5.2.3 Review of the Strategy

The strategy will be reviewed after five years in order to align it with the regulatory framework and the economic, social and political changes in the country. The review process will be conducted by a team of technical experts to be appointed by the Permanent Secretary, MoA to undertake the assignment.

5.2.4 Evaluation

The MoA in collaboration with other stakeholders will conduct mid-term evaluation of the strategy at the end of the fifth and tenth year in order to assess the effectiveness for its implementation, achievements, challenges, and impact and for the purpose of being informed on future plans.

5.3 A Summarized Estimated Budget for NCDS Implementation Phase I

During phase one (2020 to 2025), implementation of NCDS will involve breeding of the new market oriented varieties, taking inventory of cassava initiatives and value chain actors for better coordination, improve post-harvest handling, improve market and market infrastructure as well as establishment of commercial farming to ensure consistent supply of industrial raw materials. Major focus is centred at increasing domestic market share through promoting industrial use of cassava and cassava products. To achieve that, approximately 113,362 million shillings is required for implementing five major themes namely research for development (2,210 million); production and productivity (2,000 million); post-harvest management (12,000 million), marketing, trade and industrialization (65,922 million); and policy and enabling environment (31,230 million) as indicated in Table 3 below.

Table 3: Estimated Budget for NCDS implementation Phase One (2020-2025)

THEMES	OBJECTIVES	BASELINE	TARGET	ESTIMATED BUDGET (Million Tsh)
Research for develop- ment	Strengthen and facilitate cassava research and development;	26 released varieties, including nutrient rich 4 regular research labo- ratories 2 agronomic packages	10 new released varieties, including 5 nutrient-rich 2 upgraded and 1 new research laboratory	1,710
		2 IPM packages	3 new agronomic packages
		1 farm mechanization technology	2 new IPM packages
		4 post-harvest technolo- gies	3 new farm mechanization technologies
			7 new post-harvest technologies
	Strengthening the capacity of public and private institutions responsible for technology development, extension services and training	35 researchers, 7,307 extension officers and limited number of technicians conducting cassava research & extension 6 cassava value chain actors have applied improved knowledge 5 centers training in cassava technologies	New training provided to 10 researchers, 100 extension officers and 20 lab technicians 18 cassava value chain actors applying knowledge from exchange visits 10 new centers training farmers in cassava technologies through PPP	500
Sub-total Research for development	2,210
Production and productivity	Increase cassava Production, Productivity and Profitability;	Productivity 8.3 t/ha Production 8.2 million tons 0.99 million ha under production	Productivity 12 t /ha Production 14 million tons 1.3 million ha under production	700
	Strengthen and promote the use of improved Agricultural mechanization technologies in cassava production;	2 types of mechanization machinery No. of Cassava mechanization provision centers 5% area under mechanization	3 new mechanization machinery being used by farmers 10 mechanization provision service centers established 20% of area under mechanization	600

THEMES	OBJECTIVES	BASELINE	TARGET	ESTIMATED BUDGET (Million Tsh)
	Improve availability and accessibility of cassava seed and other Inputs;	800 ha commercial cassava seed production 80 million quality cassava cuttings/year 40,000 ha planted with improved varieties derived from quality seed 25% cassava seed producers registered Limited input dealers specific for cassava	20,000 ha commercial cassava seed production 1.6 billion quality cassava cuttings 260,000 ha planted with improved varieties derived from quality cassava seed >90% cassava seed producers registered 10 dealers providing inputs for cassava	700
Sub-total Production and Productivity	2,000
Post-harvest Manage- ment	Facilitate and strengthen cassava post-harvest management, product development and value addition	5 processing groups being facilitated now 2 large-scale processors being facilitated now 4 equipment manufacture exists and 3 promoted. Limited number of Prima- ry cassava processing centers (intermediate centers)	Facilitate 30 SMEs and processing groups 5 larger scale processor with improved technolo- gies by 2025 5 equipment manufac- turers promoted. Establish 20 primary (intermediate) cassava processing centers 5 mobile processing units by 2025 5 medium and 2 large scale high value cassa- va products processing plants established 150 small scale pro- cessing units up-scaled to medium by 2025 and updated GMP manual developed by 2023	12,000
		No mobile processing unit
		No. of medium/large scale processing factory for high value cassava
		Products processing plant
		150 small scale process- ing unit
		3 GMP manual available
Sub-total Pos-tharvest Management	12,000
Market, Trade and Industrializa-	Strengthen and facilitate phytosanitary services to manage pest risk and for compliance with International Trade require- ments	Cassava value actors trained in phytosanitary compliance	Train 500 cassava value chain actors on phy- tosanitary compliance
tion	Less than 200 Plant health service inspectors	Train 50 plant health service inspectors on cassava related threats

THEMES	OBJECTIVES	BASELINE	TARGET	ESTIMATED BUDGET (Million Tsh)
		Surveillance on cassava is irregularly conducted	Conduct surveillance annually	532
Old phytosanitary guidelines	Updated phytosanitary guidelines
Inadequate number of inspection equipment at border posts	Border posts tooled with inspection equipment
Limited knowledge of district extension officers on cassava pests and disease surveillance	Train 200 district extension officers on surveillance of cassava pests and diseases
	Strengthen cassava products market and marketing infrastructure	Only 15 small collection centers available (in Handeni and Mkuranga districts) 7 AMCOS (Kichauka in Karagwe, and other 6 in Handeni) deals with Cassava Three standards on cassava already developed 7,500 cassava producers trained on entrepreneur- ship	50 new small scale and 10 large scale cassava collection centers estab- lished 50 Farmer processing groups transformed into AMCOS/cooperatives Five cassava product specifications standard adopted Additional 10,000 cas- sava producers trained on entrepreneurship	14,880
	Promote and fa- cilitate cassava commercializa- tion in Tanzania	None existence of National Cassava investment plan 1600 ha currently allocated for CSTC to produce cassava, CPB on negotiation to acquire 100,000 ha Limited improved rural infrastructure (road, electricity, water) in rural areas	Development cassava investment plan Identification and allocation of land to 4 new large and 8 medium scale cassava investment areas Additional 200,000 ha for cassava large scale investment developed Basic infrastructure in identified investment area improved by 30%	50,510

THEMES	OBJECTIVES	BASELINE	TARGET	ESTIMATED BUDGET (Million Tsh)
Sub-total Market, Trade and Industrialization	65,922
Policy and enabling environment	Strengthen cassava related policy and coordination among cassava stakeholders along the value chain	Agriculture policy of 2013, ASDP II, 5YDP TACCAPA Platform 3 seed grower associations QDS guideline in place	Review cassava related policy Develop policy briefs to facilitate smooth trading Operationalize National NCSC 3 zonal cassava platforms formed	590
			Develop/create 5 new seed growers’ associations
	Strengthen access to financial services by Cassava value chain actors	3 Billion Tsh NMB Bank loan to Handeni cassava farmers Large project CSTC –USD 8,000,000 Medium Projects Kolping Society of Tanzania Tsh 100 million (project)	Mobilize Banks and DPs to offer financial support to cassava actors Link 3,000 cassava actors with financial institutions Formation of operational cassava related SA- COS/ cooperatives	30,000
		JV Biotech Tsh. 100 million
		However, there is limited data on financial invest- ment in cassava
	Strengthen the	Production and productivity Data (ARDS) Presence of farmers’ registration system at MoA Presence of M- Kilimo, E-soko	Appropriate tool for data collection and dissemination developed Cassava farmers, processors and traders registered annually 100 stakeholders take part in cassava data collection	550
	availability and
	accessibility of
	robust cassava
	data along the
	value chain
	Strengthen monitoring and evaluation	Limited number of evaluation reports on crop performance	Evaluation report prepared annually	90
Policy and Enabling Environment	31,2300
Grand Total	113,272

Above: Snacks and foods prepared from cassava. Below: Packed cassava flour (Credit: IITA, MoA)

CHAPTER SIX

6.0. SUSTAINABILITY AND ENVIRONMENTAL ISSUES

6.1. Sustainability

At national level, there is clear evidence of sustainability given that, the Government is devoting its resources both human and financial capital to support development of the cassava sub- sector. This is reflected by the already established Tanzania Agricultural Research Institute where a total of seven research institutes, located at different agro-ecological zones, are working on cassava technology development. There is established partnership and networking between cassava producing countries at national, regional and international institutions associated with cassava development that will be strengthened to ensure regular availability of technologies, information and funding. The involvement of beneficiaries (e.g. farmers, processors, traders and agencies) in the planning and implementation process of the strategy contribute to the sustainability of the strategy as they become owners of the initiated interventions and voluntarily contribute to the functioning or implementation of NCDS. Improved production, productivity, value addition and marketing of cassava products will be motivating factors to the stakeholders.

6.2. Environmental Issues

The implementation of NCDS could have negative impacts on the environment if not well planned particularly from establishment of new cassava fields and effluents from large-scale cassava processing industries. Cassava processing produces large amount of solid and liquid wastes which are high in organic matter constituents and cyanide. It is estimated that one ton of fresh cassava produces about 20 kg of solid wastes (Men Sarom et al 2014) from cassava chips processing. The solid wastes, if properly managed, can be utilized in many ways including as fertilizer, animal feed and in aquaculture productions. Liquid (water) waste on the other hand if not well managed has potential to pollute ground water or lakes and has a strong and unpleasant smell that can reach 200 to 300m from the processing factory. To address environmental issues, the implementation of NCDS will advocate utilization of improved production and processing technologies as well as skilled manpower to ensure environmental health is not compromised.

To achieve this, the following will be considered:

Continuous awareness creation and monitoring on establishing new cassava fields to reduce environmental problems associated with deforestation;
1. Training of farmers on environmental issues related to cassava farming;
1. Undertaking Environmental Impact Assessment at least after every five years.
1. Capacity building of cassava stakeholders on integrated production and processing management; and
1. Develop and promote alternative uses of both solid and liquid wastes.

REFERENCES

Adebayo Abass et al (2013). Potential for Commercial Production and Marketing: Experiences from small-scale cassava processing project in East and Southern Africa. IITA Ibadan, Nigeria.

ASARECA/KIT (2014). Tanzania Seed Sector Assessment: A Participatory National Seed Sector Assessment for the Development of an Integrated Seed Sector Development (ISSD) Programme in Tanzania. April 2014, Entebbe, Uganda.

Ben Bennett et al. (2012). Cassava: Adding Value for Africa, Driving Demand for Cassava in Tanzania: the next step.

Comtrade Data Base, (2018) of the United Nations.

Food and Agriculture Organization of the United Nations (FAO) (2020) Rome, Italy: FAOSTAT 2020.

FAO Food Outlook (November 2018); Biannual report on Global food markets.

FAO and IFAD. 2004. Global Cassava Market Study: Business opportunities for the use of cassava. Proceedings of the Validation Forum on the Global Cassava Development Strategy, Vol. 6. FAO, Rome, Italy.

Falade K.O and Akingbala J.O (2010). Utilization of cassava for food. Review International, pp 27.

Kapinga, R., Westby, A., Rwiza, E., Bainbridge, Z. and Nsanzugwanko, A. (1998) Diversification of cassava utilisation in the Lake Zone of Tanzania: a case study. Tropical Agriculture (Trinidad) 75, 125–128.

Lekule F.P, Shem M.N., Laswai G.H., Sarwat S.V., Mutayoba S.K. and Mtunda K. (2006). Cassava and livestock Feeds; In Proceedings of a workshop on Cassava Production, Processing and Utilization for improving income Generation in Tanzania, National Museum, Dar es salaam Tanzania (14th to 16th August 2006).

Men Sarom et al (June 2014). Environmental Impacts Assessment on the Production and Processing of Cassava in Cambodia; Phnom Penh, Cambodia pg 27.

Ndunguru G. T. and Undolle P.M. (2006). Marketing opportunities for cassava in Tanzania: Policies and Strategies; In Proceedings of a workshop on cassava production, processing and utilization for improving income generation in Tanzania; National museum, Dar es salaam Tanzania. 14th to 16th August 2006).

Otekunrin, O.A. and Sawicka, B. (2019). “Cassava, a 21st Century Staple Crop: How can Nigeria Harness Its Enormous Trade Potentials?” ACTA Scientific Agriculture Vol.3, August 2019.

Ruling Manifesto 2020-2025.

Sánchez, T. Chávez, A. L. Ceballos, H. Rodriguez-Amaya, D.B., Nestel,P and Ishitani M. (2006). Reduction or delay of post-harvest physiological deterioration in cassava roots with higher carotenoid content. J. Sci. Food Agric., 86 (4) (2006), pp. 634-639.

United Republic of Tanzania. AGISTATS For Food Security Report 2018/2019 Vol I, Ministry of Agriculture Dodoma.

United Republic of Tanzania (2016/2017). Annual Agriculture Sample Survey Initial Report, Dodoma.

Other report and policies consulted.

United Republic of Tanzania (2013). National Agriculture Policy Ministry of Agriculture Food Security and Cooperatives, Dar es salaam.

United Republic of Tanzania (1997). The Agricultural and Livestock Policy, 1997. Ministry of Agriculture and Cooperatives Dar es Salaam, Tanzania.

United Republic of Tanzania (1995). Tanzania Development Vision 2025, Planning Commission, Dar es Salaam.

United Republic of Tanzania (1996). National Investment Promotion Policy, President Office, Planning Commission Dar es Salaam.

United Republic of Tanzania (2002). Small and Medium Enterprise Development Policy, Ministry of Industry and Trade, Government Printer, Dar es Salaam.

United Republic of Tanzania (2010). Mkakati wa Kukuza Uchumi na Kupunguza Umaskini Tanzania II, Wizara ya Fedha na Uchumi Dar es Salaam.

United Republic of Tanzania (2011). The Tanzania Five Year Development Plan 2011/2012- 2015/2016, President Office, Planning Commission Dar es Salaam.

APPENDICES

Appendix 1: Major Cassava Growing Regions in Tanzania

Main cassava cropping zones in Tanzania (Source: TARI Kibaha)

Key
	High production
	Moderate production
	Low / no production

Appendix 2: Area under Cassava Production, and Cassava Production and Productivity from 2005/06 – 2018/2019

Period (Year)	Area (000 Ha)	Production (000 Tons)	Productivity (t/ha)
2005/2006	993.17	6,158.30	6.2
2006/2007	779.07	5,198.93	6.67
2008/2009	1,081.38	5,916.44	5.47
2009/2010	872.999	4,547.94	5.21
2010/2011	739.79	4,646.52	6.28
2011/2012	954.51	5,462.45	5.72
2012/2013	863.68	4,755.16	5.51
2013/2014	800.45	4,992.76	6.24
2014/2015	1,094.90	5,886.44	5.38
2015/2016	1,111.66	6,614.35	5.95
2016/2017	1,202.216	4,025.265	3.35
2017/2018	983.502	8,372.211	8.51
2018/2019	990.835	8,184.093	8.3

Appendix 3: Current Cassava Production and Projections per Region

No.	Region	Current Status of Cassava Production (2018/2019)	Projections Fresh (Tons)
Dry (Tons)	Fresh (Tons)	% Share in annual production	2024/2025	2029/2030
1	Kigoma	364,649	1,093,947	13.31	1,863,633	3,196,800
2	Mtwara	319,381	958,143	11.66	1,632,279	2,800,800
3	Mwanza	249,619	748,857	9.11	1,275,743	2,188,800
4	Pwani	241,189	723,567	8.80	1,232,659	2,114,400
5	Kagera	240,600	721,800	8.78	1,229,649	2,109,600
6	Ruvuma	217,803	653,409	7.95	1,113,139	1,910,400
7	Tanga	173,092	519,276	6.32	884,632	2,000,000
8	Geita	157,288	471,864	5.74	803,861	1,380,000
9	Mara	150,470	451,410	5.49	769,016	1,320,000
10	Lindi	118,114	354,342	4.31	603,652	1,500,000
11	Rukwa	110,918	332,754	4.05	566,875	745,400
12	Tabora	85,414	256,242	3.12	436,530	600,200
13	Morogoro	63,056	189,168	2.30	322,264	510,000
14	Katavi	47,094	141,282	1.72	240,686	300,000
15	Dodoma	46,715	140,145	1.71	238,749	410,000
16	Mbeya	44,474	133,422	1.62	227,296	250,000
17	Shinyanga	30,605	91,815	1.12	156,415	201,200
18	Dar es salaam	21,466	64,398	0.78	109,708	100,000
19	Songwe	16,140	48,420	0.59	82,488	100,000
20	Singida	10,861	32,583	0.40	55,508	96,000
21	Njombe	10,253	30,759	0.37	52,401	55,000
22	Kilimanjaro	7,682	23,046	0.28	39,261	41,000
23	Simiyu	7,242	21,726	0.26	37,012	40,000
24	Arusha	2,263	6,789	0.08	11,566	13,200
25	Manyara	1,974	5,922	0.07	10,089	12,000
26	Iringa	957	2,871	0.03	4,891	5,200
	Total	2,739,319	8,217,957	100.00	14,000,000	24,000,000

Appendix 4: List of initiatives in the cassava Sub – sector

THEME	PROJECT FOCUS	FUNDING AGENCY	LEAD ORGANIZATION	TIME FRAME
Cassava breeding	Variety development	AGRA-PASS	Sugarcane Research Institute now TARI-Kibaha	2011-2015
Cassava breeding	World Bank: East Africa Agri- cultural Productivity Program (EAAPP-GOT)	Directorate of Research and Development -MALF	2010-2015
Variety develop- ment using Ge- nomic Selection	Next Generation Cassava	Bill and Melinda Gates Foundation	Cornell University – TARI is a partner in Phase II	2018-2022
Seed Systems	Developing cassava seed systems involving private sector	SSTP (AGRA-USAID)	TARI-Kibaha (former Sugarcane Research Institute)	2014-2017
Piloting the commercialization of the cassava seed system using Cassava Seed Entrepreneurship	Bill and Melinda Gates Foundation	Muhogo Mbegu Bingwa -Mennonite Economic Development Associates (MEDA)	2012-2015
Piloting early generation seed produc- tion in ‘New Cassava Varieties and Clean Seed to Combat CBSD and CMD’ project	IITA (Funded by Bill and Melinda Gates Foundation)	International Institute of Tropical Agriculture (IITA)	2011-2015
Piloting Involvement of farmers in Cas- sava Brown Streak Controlling ‘Com- munity Phyto-sanitation Project’	Bill and Melinda Gates Foundation	TARI-Kibaha (former Sugarcane Research Institute)	2012-2017
Piloting clean seed in ‘Great Lakes Cassava Initiative’	Bill and Melinda Gates Foundation	Catholic Relief Services (CRS)	2008-2012
Scaling up cassava seed entrepre- neurship and early generation seed in ‘Building an Economically Sustainable Seed System Cassava (BEST cassa- va)’	Bill and Melinda Gates Foundation	Mennonite Economic Development Associates (MEDA)	On going
Agronomy	Fertilizer recommendations for cassa- va in ‘Agronomy Cassava Initiative in Africa (ACAI)’	Bill and Melinda Gates Foundation	International Institute of Tropical Agriculture (IITA)	On going
Cassava Diseases	Cassava Disease Diagnostics	Bill and Melinda Gates Foundation	Mikocheni Agricultural Research Institute (MARI)	completed

THEME	PROJECT FOCUS	FUNDING AGENCY	LEAD ORGANIZATION	TIME FRAME
Cassava Pests	Whitefly control in Cassava	Bill and Melinda Gates Founda- tion	Natural Resource Institute (NRI)- TARI-Mikocheni is participating	On going
Cassava Process- ing	Value addition	Government of Tanzania for MUVI, MIVARF-GoT, VECO	Prime Minister’s office	completed
Value Addition	Cassava Value Addition in Africa	Natural Resource Institute (NRI)- Tanzania Food and Nutrition Centre (TFNC) was participating	completed
Small scale cassava processing	Common Fund for Commodity (CFC)	International Institute of Tropical Agri- culture (IITA)	completed
Cassava Transfor- mation	Upscaling cassava technologies in ‘Technologies for African Agricultural Transformation (TAAT)’	African Development Bank (AFDB)	International Institute of Tropical Agri- culture (IITA) – TARI is a partner	Launched 2018

Appendix 5: List of Released Cassava Varieties

Variety	Year of release	Owner(s)/Maintainer and seed source	Optimal production alti- tude range (M a.s.l)	Places recommended	Yield (t/Ha)
1. Kibaha	2003	TARI- Kibaha	0-1000	Pwani; Morogoro, Lindi, Mtwara, Tanga	30.0
2. Naliendele	2003	TARI- Kibaha	0-1000	Pwani, Morogoro, Lindi, Mtwara, Tanga	12.0
3. Mumba	2003	SRI Kibaha	0-1000	Pwani, Morogoro, Lindi, Mtwara, Tanga	29.0
4. Kiroba	2004	SRI Kibaha	0-1400	Pwani, Morogoro, Lindi, Mtwara, Tanga, Lake Zone Regions	26.0
5. Hombolo 95	2004	SRI Kibaha	0-1000	Pwani, Morogoro, Lindi, Mtwara, Tanga	39.0
6. Rangi Mbili	2009	ARI-Ukiriguru	900-1800	Mwanza, Kagera, Shinyanga, Mara, Kigoma, Tabora	16-23
7. Meremeta	2009	ARI-Ukiriguru	900-1800	Mwanza, Kagera, Shinyanga, Mara, Kigoma, Tabora	16-23
8. Mkombozi	2009	ARI-Ukiriguru	900-1800	Mwanza, Kagera, Shinyanga, Mara, Kigoma, Tabora	16-23
9. Belinde	2009	ARI-Ukiriguru	900-1800	Mwanza, Kagera, Shinyanga, Mara, Kigoma, Tabora	16-23
10. Kasala	2009	ARI-Ukiriguru	900-1800	Mwanza, Kagera, Shinyanga, Mara, Kigoma, Tabora	16-23
11. Suma	2009	ARI-Ukiriguru	900-1800	Mwanza, Kagera, Shinyanga, Mara, Kigoma, Tabora	16-23
12. Kyaka	2009	ARI-Ukiriguru	900-1800	Mwanza, Kagera, Shinyanga, Mara, Kigoma, Tabora	16-23
13. Pwani	2011	ARI Naliendele	0-600	Pwani; Morogoro, Lindi, Mtwara, Tanga	50.8
14. Mkumba	2011	ARI	0-1400	Dodoma, Singida, Lake Zone regions	20.6 – 23.3
15.Makutupora	2011	ARI Naliendele	700-1500	Dodoma, Singida	30.3
16. Dodoma	2011	ARI Naliendele	700-1500	Dodoma, Singida	36
17. Chereko	2014	ARI Kibaha	0 – 750	Pwani; Morogoro, Lindi, Mtwara,Tanga,
18. Kizimbani	2014	ARI Kibaha	0 – 1400	Pwani; Morogoro, Lindi, Mtwara, Tanga, Lake zone regions	15.5 – 22.6

Variety	Year of release	Owner(s)/Maintainer and seed source	Optimal production alti- tude range (M a.s.l)	Places recommended	Yield (t/Ha)
19. Mkuranga -1	2014	ARI Kibaha	0 – 1400	Pwani; Morogoro, Lindi, Mtwara,Tanga, Lake Zone regions	19.8 – 21.6
20. Kipusa	2014	ARI Kibaha	0 – 750	Pwani; Morogoro, Lindi, Mtwara,Tanga	18.6
21. RARI – CASS 1	2020	TARI	0-1400	Southern, Eastern, Central, Western and Lake Zones	30.7
22. TARI – CASS 2	2020	TARI	0 – 1400	Southern, Eastern, Central, Western and Lake Zones	28.2
23. TARI – CASS 3	2020	TARI	0 – 1400	Southern, Eastern, Central, Western and Lake Zones	35.3
24. TARI – CASS 4	2020	TARI	0 – 1400	Southern, Eastern, Central, Western and Lake Zones	39.4
25. TARI – CASS 5	2020	TARI	0 – 1400	Southern, Eastern, Central, Western and Lake Zones	30.9

Appendix 6: QUARTERLY MONITORING SHEET

Strategic objective:	Quarterly target (cumulatively)	Actual performance
Strategy:	Target (Annually)	Key performance indicator	Baseline data	Month 1	Month 2	Month 3	Month 1	Month 2	Month 3

Appendix 7: QUARTERLY ACTIVITY MONITORING SHEET

No.	Planned activities	Targets	Implementation performance	Remarks
Implemented activities	Achievements

Appendix 8: Strategy Implementation Plan

Strategy	Targets	Activities	Performance indicators	Responsible Institution/ organization	Time frame
STRATEGIC OBJECTIVE 1: Strengthen and facilitate cassava research and development
Facilitate market-oriented cassava varieties and product development	Release additional 20 market preferred improved cassava varieties by 2030 Construct one modern and retool four laboratories with improved facilities for disease detection and nutrient quality assessment by 2030	To conduct market research to identify market requirements Collection and maintenance of germplasm with required traits To develop new varieties with superior traits for food security and industrial uses Fund mobilization to support research activities and retooling of research laboratories to improve their performance	Number of cassava varieties developed and adopted by farmers Number of laboratories constructed, retooled and in use	MoA, TARI, IITA, COSTECH, DPs, private sectors, farmers and pro- cessors	2020- 2030
		To retool national research centers to improve their performance
Facilitate development and evaluation of improved agronomical packaging (Soil fertility, farming practices and pest management)	Develop, evaluate and disseminate at least five new agronomic packages and three farm machinery technologies by 2030	To support establishment of integrated cassava crop management practices and development of agronomic packages To package technologies that suit specified category of stakeholders	Number of agronomic packages developed, promoted and adopted	MoA, TARI, IITA, DPs, NGOs, private sector, farmers, service providers	2020- 2030
		To develop, evaluate and disseminate farm machinery technologies
		To develop tailor-made agronomic package for farmers in specific environment

Strategy	Targets	Activities	Performance indicators	Responsible Institution/ organization	Time frame
Facilitate the development and promotion of nutrient dense varieties	Release at least five varieties which are nutrient dense by 2025	To collect superior germplasm with nutrient dense traits To develop and promote use of nutrient dense varieties	Number of nutrient dense varieties released, promoted and adopted	MoA, TARI, IITA, DPs, NGOs, private sector, farmers, service provider	2020 – 2025
Facilitate development of improved cost effective farm and post-harvest technologies.	Develop, evaluate and promote at least 14 post- harvest technologies by 2030	To develop and evaluate appropriate mechanical operations along the value chain To support development of appropriate methods for storage of fresh roots and processed cassava products	Number of machinery developed, evaluated, promoted and adopted	MoA, TARI, IITA, DPs, private sector, farmers, service provider	2020- 2030
		To promote use of appropriate post- harvest technologies
STRATEGIC OBJECTIVE 2: Strengthen the capacity of public and private institutions responsible for technology development, extension services and training
Facilitate and strengthening the capacity of cassava researchers, extension officers and laboratory technicians on agronomy, breeding, virology, entomology, pathology, pre and post-harvest management	At least 60 cassava researchers, extension officers and laboratory technicians capacitated on relevant skills by 2030	To carry out training need assessment and resource mobilization To support short and long courses training for cassava specialists in various disciplines	Number of cassava specialists trained	MOA, TARI, DPs, IITA, SUA, LGAs	2020- 2030

Strategy	Targets	Activities	Performance indicators	Responsible Institution/ organization	Time frame
Facilitate cassava value chain actors exchange visits with countries in which cassava has strongly commercialized for sharing knowledge on cassava enterprise development	At least 24 cassava value chain actors applied knowledge from exchange visits for sharing knowledge on cassava enterprise development	To identify technologies and countries to be visited To organize fund for supporting exchange visits at regional and international levels.	Number of stakeholders who participated in exchange visits	MoA, MIT, MATs,, Private Sector, DPs, PO- RALG, inter- national organiza- tions, TARI, LGAs, farmers	2020 -2030
Establish farmer training centers in major cassava growing zones through Public Private Partner- ship	At least 15 centers training farmers in major cassava producing zones by 2030	To identify and sensitise private sector investors to establish training centers To support TOT training to extension staff, lead farmers and processors on GAP and GMP	Number of farmer training centers established and operational	MoA, MATI, PO- RALG, LGAs,	2020- 2030
		To support establishment of demo plots to demonstrate improved tech- nology along the value chain
		To equip Ward Agricultural Resource centers (WARC) for dissemination of improved technologies
STRATEGIC OBJECTIVE 3: Increase Cassava production, productivity and Productivity
Improve production and productivity of cassava through application of improved technologies	Increase production from 8.2 million tons 2018/2019 to 24 million tons and productivity from 8.3 to 16 tons/ha by 2030	Sensitization and promotion of use of best-fit technological packages for different locations (improved seeds, fertilizers and other GAP) among cassava farmers	Number of demo plots established Number of farmers trained	MoA, TARI, SUA, IITA LGAs, Public institutions, Private sector and Farmers	2020- 2030
		To carry out soil fertility test and land mobilization for commercial cassava production in potential districts	Number and size of cassava farms established
		Facilitation of extension agents to deploy cassava production technologies to target farmers	Number of extension agent trained

Strategy	Targets	Activities	Performance indicators	Responsible Institution/ organization	Time frame
Improve technology transfer mechanisms in production value chain	Number of public and private institutions involved in technology transfer to foster commercial cassava production increased by 10 % by 2030.	To identify and sensitize public and private institutions to take part in technology transfer process To develop technology packages and technology transfer channel based on end users category	Number of private sector involved Number of tech- nology packages developed and adopted	MoA, TARI, IITA, LGAs Universities and Private Sector	2020- 2030
		To publicize technology transfer channel to the community through simple and clear communication means
Clustering (zoning) and or establishment of Block farming	Number of farmers cultivating cassava increase from 1.9 million to 2.2 million by 2030 Area under cassava production increased from the current 990,835 ha to 1.5 million ha by 2030	To develop and distribute tools to profile farmers to enable establishment of clusters and or block farming in major cassava producing Zones for better access to agricultural services and information To sensitize and mobilize public in- stitutions (JKT trainees and prisons, MATIs, colleges, schools), private institutions and commercial farmers to establish large scale farms (block farms) in major cassava growing zones	Number of hect- ares under cassa- va production Number of clusters or zones formed Number of block farms established	MoA, TARI, IITA, LGAs universities and private sector, TACAPPA, MEDA	2020- 2030
		To link established clusters for knowledge and experience sharing

Strategy	Targets	Activities	Performance indicators	Responsible Institution/ organization	Time frame
Training and promoting use of GAP in cassava production (land prepa- ration, pest and disease management, timely planting, timely weeding, use of improved seeds, fertilizer, herbicides)	At least 300,000 farmers trained on GAP	To conduct farmers training and demo plots establishment at strategic locations to demonstrate the best practices for cassava crop management.	Number of farmers trained Number of farmers using GAP in cassava production	MoA, TARI, IITA, LGAs universities and private sector, TACAPPA, MEDA	2020- 2030
STRATEGIC OBJECTIVE 4: Strengthen and promote use of agricultural mechanization in cassava sub-sector
Introducing and adapting labour saving technologies to improve timeliness and efficiency of farm operations	At least 10 new types of cassava machinery (for ploughing, ridging, planting, weeding, harvesting, post- harvesting, etc) introduced by 2030	Identify, introduce, test and validate labour saving technologies in cassava farming e.g. planters, harvesters and weeders Establish sites to demonstrate the use of newly introduced machines Provide attractive incentives and facilitate local artisans to study introduced prototypes for adaptation to local conditions	Number and type of machinery intro- duced and adopted Number of farmers having acquired modern farming equipment	MoA, universities, DPs, private sector, LGAs, VETA INTERMECH, CAMARTEC, TRIDO and SIDO	2020 -2030
		Conduct Training of Trainers to selected farmers and technicians on the use of new agro-machineries

Strategy	Targets	Activities	Performance indicators	Responsible Institution/ organization	Time frame
Facilitate and promote private sector investment in agro-machinery along cassava value chain	Twenty mechanization service provision centres established in seven agro – ecological zones by 2030	To mobilize and sensitize agro- machinery stakeholders on the existing investment potential along cassava value chain To support establishment of private led agro-machinery hiring centres	Number of machinery hiring centres established Number of machin- ery hiring centers established	Private sector, MoA, LGAs, MITI, service providers, TACAPPA	2020- 2030
		To sensitize policy makers to provide incentive packages for local manufacturer of Agro-Machinery
Facilitate and support local manufacturers of agro-machines to manufacture and disseminate farm implements	Introduce three types of prototype machines by 2030 At least 30% of farmers mechanise cassava production by 2030	To identify local manufacturers of agro- machinery, their capacities and capability To support development and dissemination of demand driven proto – type technologies.	Number of local manufacturers supported Number of proto- type developed and disseminated	Private Sector, MoA, LGAs, MATI, service providers, SIDO, TIRDO, INTERMECH,	2020 – 2030
STRATEGIC OBJECTIVE 5: Improve availability and accessibility of cassava seed and other inputs
Strengthening seed system for delivery of improved cassava varieties to farmers and other users (public and private)	Increase availability of quality cassava planting material from 40.960 million cuttings in 2020 to 3.5 billion cuttings by 2030 Ensure at least 30% of the area under cassava production is planted with quality planting materials of improved varieties by 2030	To develop effective cassava seed system through Public Private Part- nership Register all cassava seed producers To mobilize and sensitize cassava producing districts to allocate land for cassava seed multiplication To promote the use of improved cassava planting materials among farmers	Number of quality planting materials produced and dis- tributed % of area planted with improved cas- sava seed	MoA, TARI, TOSCI Seed company, ASA, LGAs , pri- vate sector, DPs, Public institutions and NGOs	2020- 2030 2020 -2030
		To introduce improved techniques for mass production and storage of early generation seeds (tissue culture, Semi- Autotrophic Hydroponic -SAH)

Strategy	Targets	Activities	Performance indicators	Responsible Institution/ organization	Time frame
Strengthen association of seed growers and other value chain actors	Increase area of number of registered cassava planting materials multiplication farms from 398.85. hectares 2020 to 15,000 hectares by 2030	To support formation, registration and training of Cassava Seed growers association Increase the number of seed companies engaging in cassava seed multiplication	Number of seed companies, associations, and individual seed producers officially registered	MoA, TACAPPA, TOSCI, TARI, IITA, MEDA and LGAs	2020 – 2030
Mobilize and facilitate public and private institutions to invest in input development and supply	Identify and facilitate five large scale input suppliers by 2030 Train and deploy at least 100 authorised seed inspectors and 20 input suppliers by 2030	To increase TOSCI performance by improving both working facilities and human resource capacity and capa- bilities To organize input suppliers and facilitate establishment of input supply centers proximity to farming catchment area	Number of seed inspectors and agro dealers capacitated Number of private sectors involved in input supply	MoA LGAs, TOSCI, ASA, LGAs, private sector, service pro- viders, input sup- pler (agro-dealer)	2020 -2030
		To mobilize and support establish- ment of private led commercial plant- ing material multiplication
		To support input suppliers to provide quality inputs and services
Strengthen and promote appropriate use of other inputs (pesticides, fertilizers) and irrigation to foster cassava production	Develop and disseminate cassava fertilizer rates and facilitate establishment of at least five large scale input suppliers by 2030 At least fifty percent (50%) of early generation cassava seed farms equipped with modern irrigation facilities by 2030	To support training to identified cassava stakeholders on the importance of using agro inputs in cassava production To support establishment of demonstration plots on various agro inputs recommended for increasing cassava production and quality To equip cassava seed farms with irrigation facilities	Number of famers using agricultural input in cassava farming Number of seed farms equipped with modern irrigation facilitie	MoA, LGAs, Irriga- tion Commission, private sector, service providers, seed companies, input supplier (agro-dealer), farmers	2020- 2030

Strategy	Targets	Activities	Performance indicators	Responsible Institution/ organization	Time frame
STRATEGIC OBJECTIVE 6: Facilitate and strengthen postharvest management and value addition
Strengthen and Facilitate introduction of cost effec- tive post-harvest man- agement technologies	Facilitate 100 SMEs and processing groups. 20 larger scale processor with improved peeling, processing, drying and storage technologies by 2030	To support access to improved demand driven processing and drying facilities to small scale, medium and large scale processors. To support processors with skills on the use of improved technologies To mobilize resources to support processing technology improvement	Number and type of technology introduced Number of processors service provider empowered	MoA. MITI, TARI, TRA, LGAs, DPS,	2020- 2030
Strengthen and support local manufacturers of cassava processing machines to fabricate appropriate and affordable machines	Five manufacturers of processing equipment facilitated by 2030.	To take inventory of existing processing technologies on demand and capabilities of local manufacturer To support local manufacturers to fabricate cassava processing equipment at affordable price	Number of processing machinery manufacturer facilitated Type of equipment manufactured sold.	MoA, MITI, SIDO, UNIDO, INTERMECH, CAMARTEC, private sector, DPs	2020- 2030
		To support learning tour for local agro-machinery manufacturers to countries with improved cassava processing technologies.	Number of cassava machinery sold
Facilitate establishment of primary cassava processing centers and aggregators at the pro- duction catchment	Fifty primary Agro-Processing Centres (ACP) and aggrega- tors at production catchments established and equipped with 200 mobile processing unit by 2030	To identify potential processors group/individuals and suitable sites for establishment of primary cassava processing centers. To support procurement, construction and maintenance of primary processing centers To link mini cassava processing centers with medium and large scale processors to address the common market	Number of primary processing units established Number of aggre- gators established and operational	MoA, MITI, SIDO, UNIDO, INTERMECH, CAMARTEC, private sector, DPs, processors, processing machine manufacturer

Strategy	Targets	Activities	Performance indicators	Responsible Institution/ organization	Time frame
Facilitate establishment of medium and large scale high value prod- ucts processing plants in major cassava growing zones through public pri- vate partnership (PPP)	Fifteen medium and five large scale high value cassava products processing plants established and operational under PPP by 2030 Five new products developed and commercialized by 2030	To identify potential investors and land for processing plants establish- ment To support establishment of medium and large scale processing plants to respond to a growing demand for specified cassava products	Number of pro- cessing plants established Number of new products devel- oped and adopted	MoA, Ministry of Finance and Plan- ning, MATI, DPs, LGA, processor, private sector	2020 -2030
		To promote markets for the devel- oped products at local, regional and international levels
Upscaling of existing processing plants and enhance Good Manufac- turing Procedures (GMP)	At least 150 processing plant upscaled by 2025 and GMP manual developed by 2023	To identify gaps on existing process- ing units To Mobilize investors and facilitate owners of the processing plant to im- prove their processing technologies	Number of proces- sors facilitated	MoA, MITI, private sector, universities, public and interna- tional institutes	2020- 2030
STRATEGIC OBJECTIVE 7: Strengthen and facilitate phytosanitary services for compliance with international trade requirement
	Conduct surveillance annually Train 1,000 cassava value chain actors on phytosanitary compliance by 2030 Review and disseminate updated phytosanitary guide- lines and training manuals by 2025.	To conduct annual surveillance and quarantine measures to prevent spread and introduction of new pests To review and disseminate phy- tosanitary guidelines To conduct training sessions on phy- tosanitary compliance	Number of sur- veillance reports produced Updated phytosan- itary Guideline and training manual in place Number of cassa- va stakeholders trained	MoA, PHS, NGOs, TARI, MATI, LGAs, private Sector, DPs, universities	2020 -2030

Strategy	Targets	Activities	Performance indicators	Responsible Institution/ organization	Time frame
Strengthen capacities of plant health inspectors within the country at bor- der posts	All border posts re-tooled with improved equipment by 2030 Train 50 plant health service inspectors on cassava related protocol by 2030	To support and re-tool border posts with improved equipment To conduct training session to plant health inspectors at border posts to improve inspection services	Number of border posts retooled Number of plant health personnel trained	MoA, PHS, NGOs, TARI, MATI, LGAs, TPRI, IITA, DPs	2020 – 2030
Establish decentralized network for surveillance of cassava pests and diseases	Train 200 extension officers in cassava growing districts for decentralized surveillance network by 2030	To conduct training to District Agri- cultural produce inspectors (District Plant Protection Officers -DPPO’s), extension officers and farmers on management of cassava epidemics and pest monitoring	Number of exten- sion officers trained	MoA, PHS, NGOs, TARI, MATI, LGAs, TPRI, IITA, DPs	2020 – 2030
Strengthen capacity of plant health services to manage pest risk threats and maintain pest risk documents for public use	Prepare and maintain pest risk analyses for external cassava pests and disease threats by 2030	To identify internal and external eco- nomic pests and Develop Pest risk document for public use To create awareness on how to man- age identified pests	Number of pest risk analyses pre- pared	MoA, Private Sector, DPs, LGAs, NGO,	2020 -2030
STRATEGIC OBJECTIVE 8: Promote and facilitate cassava commercialization
To develop cassa- va investment plan in alignment with ASDP II, TAIDF, FYDPII	National cassava investment plan developed and dissemi- nated by 2022 At least four large-scale and 10 medium-scale investment areas identified by 2030	Analyze investment opportunities in the industry in support of cassava commercialization To carry out a detailed feasibility study to identify investment oppor- tunities and prepare cassava invest- ment road map To create awareness to potential investors and key actors on identified investment opportunities along the value chain	Cassava invest- ment plan docu- ment in place Number of invest- ment opportunity identified Number of inves- tors in support of cassava commer- cialization identi- fied	Ministry of Land, private sector, LGAs, DPs, MoA	2020- 2030

Strategy	Targets	Activities	Performance indicators	Responsible Institution/ organization	Time frame
Facilitate improvement of basic infrastructure along the cassava value chain (feeder roads, stor- age facilities, electricity) by 2030.	Improve 30% of basic infra- structures in major cassava producing zones by 2030	To identify infrastructure gaps along the cassava value chain To mobilize ministries and institutions responsible (TARURA, REA, TAN- ESCO, Water Authority) for basic infrastructures (feeder roads, storage facilities, electricity, water supply, land) to support improvement of the required services	Number and type of infrastructure improved	Ministry of work, MoA, Private Sec- tor, LGAs, Develop- ment Partners	2020- 2030
Enhance enabling envi- ronment for investment along the cassava value chain	Develop 400,000ha for cassa- va enterprise investments by 2030	To harmonize and improve land acquisition procedures for both local and foreign cassava investors Mobilize LGAs to locate land and sensitize both local and international investors to develop the located land based on national land policy and regulations To provide supportive policy to inves- tors by developing and disseminating investment packages to stakeholders	Area of land in hectares devel- oped Number and type of investment in place Number and type of Investment in- centives developed and adopted	Ministry of work, MoA, Private Sec- tor, LGAs, Develop- ment Partners	2020 – 2030
*STRATEGIC OBJECTIVE 9: Strengthen cassava products market and marketing infrastructure*
Establish a system for marketing cassava products at domestic and international markets	Market system for cassava products (fresh roots, chips, flour, starch, ethanol) en- hanced by 2030	To identify and take inventory (doc- umentation) of all cassava products, product developers and scale of production at various levels To conduct market potential and de- mand survey at domestic and inter- national levels To organise stakeholders to ad- dress market demand for identified products including wheat and starch import substitution	Cassava market system in place Number and vol- ume of cassava market identified Number of cassava market chain actor identified	MoA, Private sec- tor, LGAs, farmers, processors	2020- 2030

Strategy	Targets	Activities	Performance indicators	Responsible Institution/ organization	Time frame
Strengthen and facilitate cassava marketing infra- structure and networking	Five small-scale and one large-scale cassava collection centers established in major cassava growing Districts by 2030 Two hundred farmers and processors groups trans- formed into Agricultural Marketing Cooperatives (AM- COS) by 2030 At least 500,000 farmers equipped with entrepreneur skills and Effective national market information centers and e-platform established by 2030	To mobilize resources to support establishment of strategic marketing centers To mobilize farmers and proces- sors to form functional and effective cooperatives and AMCOS to address identified market segment To facilitate establishment of cassa- va products aggregation and trading centers equipped with quality stor- age facilities in cassava growing areas To organise and support trainings on business skills to cassava stakehold- ers To collect and package marketing information and disseminate through ICT application and stakeholders’ platforms	Number of markets and storage cen- ters established Number of cooper- atives established Number of stake- holders equipped with business skills A document on marketing informa- tion in place Quantity of cassa- va product market- ed	MOA, private sec- tor, NGOs. CBO, large scale proces- sors and traders, Ministry of Industry, Trade and Invest- ment, PO- LGAs, Cooperatives Telecom Compa- nies (TTCL, Tigo, Vodacom and Airtel), MVIWATA, MoA, private sector	2020- 2030
Facilitate and promote cassava products di- versification to increase market share at domes- tic, Regional and interna- tional levels	Cassava diversified into new products (feeds, starch, glucose syrup, ethanol, glue, blending cereal with HQCF, paper clips, confectionaries) introduced and adopted by 2030	To identify new cassava products with high demand worldwide and develop program to increase market share To Support development of new cassava products (charcoal bri- quettes, chip boards, animal feeds, beer making etc) and explore mar- kets within and beyond Tanzania	Number of diversi- fied products being traded	MoA, MATI, MoFA, MOHA, Po- RALG, private sector,	2020- 2030
		To develop blending ratio of high quality cassava flour with cereals and its mandatory use

Strategy	Targets	Activities	Performance indicators	Responsible Institution/ organization	Time frame
Develop, review and promote use of national, regional and international standards of cassava products	Five national, regional and in- ternational cassava products specification adopted by 2030	To take inventory of the existing cas- sava product standard at national, regional and international levels To identify gaps, review and develop new cassava products standard to meet market demand	Number of cassa- va specifications adopted Number of cassava stakeholders using the standard	IITA, MOA, TFNC, TFDA, SIDO, pri- vate sectors, TBS
		To conduct stakeholders workshops on standard compliance at all levels
STRATEGIC OBJECTIVE 10: Strengthen cassava related policy and facilitate coordination among cassava stakeholders along the value chain
Strengthen collaboration and linkages between national, regional and international institutions involved in cassava value chain	Cassava stakeholders coordi- nation platform strengthened by 2025 Key development partners identified and coordinated annually	To identify public and private stake- holders in research, production, pro- cessing and marketing of cassava at national, regional and international levels To conduct cassava stakeholders’ workshop and facilitate establish- ment of sector wide operational platforms, national and regional plat- forms, clusters and associations	Number of key partners identified Number of plat- forms and forums established and operational Number of work- shops conducted	MoA, IITA, TARI, international orga- nizations, develop- ment partners	2020 -2030

		Establish strong and operational Na- tional Cassava Steering Committee (NCCC)
		To support national, regional and international forums to strengthen coordination and experience sharing

Strategy	Targets	Activities	Performance indicators	Responsible Institution/ organization	Time frame
Facilitate and strength- en policy and regulatory environment for growth of cassava sub-sector by 2030	Policy and regulation strengthened by 2025	To analyze, review and develop policies and regulation for smooth investments and growth of cassava sub-sector To support formulation and devel- opment of policy directives on fortifi- cation and blending of cassava with cereals and as substitute for wheat flour and imported starch to increase market share	Number of policies developed and/ or, reviewed and adopted Number of policy directives devel- oped and adopted	MoA, PM Office, PO –RALG, private sector, IITA, DPS, cassava stakehold- ers	2020 – 2030
STRATEGIC OBJECTIVE 11: Strengthen cassava stakeholders access to financial services
Strengthen and facilitate accessibility to financial services to cassava stakeholders along the value chain	At least 10,000 cassava stakeholders linked with fi- nancial institutions by 2030.	To sensitize and mobilize local and international development partners to support cassava development activities To support establishment of cassava value chain actors led AMCOS and SACCOS in major cassava produc- ing areas	Number of devel- opment partners, banks, NGOs mo- bilized to support cassava sub-sector Number of farm- ers receiving bank loans	MoA, MIT, Private Sector, TADB, NMB, SACCOS, AMCOS, DPs	2020 – 2030
		To sensitize and mobilize financial institutions to support cassava sub- sector
		To strengthen linkage of cassava stakeholders along the value chain with financial institutions through forums and publication of loan schemes

Strategy	Targets	Activities	Performance indicators	Responsible Institution/ organization	Time frame
Promote cooperative/ associations for cassava stakeholders to enhance financial stability	At least 500% of cassava pro- ducers and processors group facilitated to form coopera- tives (AMCOS) and SACCOS by 2030	To sensitize and mobilize cassava stakeholders to establish coopera- tives and SACCOS To train cassava stakeholders on financial management skills	Number of cooper- atives and SAC- COS established
	Fund raising scheme estab- lished by 2030
Strengthen and facilitate crop insurance scheme to protect cassava value chain actors	Cassava Farmers guarantee and ensure scheme estab- lished by 2030	Awareness creation on importance of Crop Insurance Identify Insurance Company and link with Cassava value chain actors Conduct training to cassava value chain actors on access and servicing of crop related insurance schemes	Number of farmers accessing bank loans Number of in- surance scheme established Number of cassava actors trained	MoA, MIT, private sector, TADB, NMB, SACCOS, AMCOS, Insurance Companies,	2020 – 2030
Enhance enabling envi- ronment for investment along the cassava value chain	Develop 400,000 ha for cassava enterprise investments by 2030	To harmonize and improve land acquisition procedures for both local and foreign cassava investors Mobilize LGAs to locate land and sensitize both local and international investors to develop the located land based on national land policy and regulations To provide supportive policy to inves- tors by developing and disseminating investment packages to stakeholders	Area of land in hectares devel- oped Number and type of investments in place Number and type of Investment in- centives provided	MoA, LGAs, NBS, TARI, IITA, private sector, farmers and processors organi- zation	2020 – 2030

Strategy	Targets	Activities	Performance indicators	Responsible Institution/ organization	Time frame

S0 12. Strengthen the availability and accessibility of robust cassava data along the value chain
Promote and strengthen appropriate system for data collection, analysis and dissemination of cassava information	Appropriate tools for data col- lection, analysis and dissemi- nation of cassava information promoted and strengthened by 2030	To facilitate development of im- proved cost-effective data collection, analysis and dissemination tools To facilitate registration and mobiliza- tion of cassava farmers, processors, aggregators and traders To package and disseminate rele- vant cassava information to stake- holders	Tools to collect and analyse cassava data in place	MoA, LGAs, NBS, TARI, IITA, private sector, farmers organization
Promote and strengthen collaboration with other stakeholders on their par- ticipation in cassava data collection and dissemi- nation	Two hundred and fifty stake- holders participate in cassava data collection, analysis and dissemination by 2030	To sensitize and train stakeholders on data collection and management To facilitate stakeholders to take part in data collection and management	Number of stake- holders partici- pating in cassava data collection and dissemination	MoA, LGAs, NBS, TARI, IITA, private sector, farmers organization

Ministry of Agriculture, Government City – Mtumba,

P.O. Box 2182, Dodoma.

Tel: +255 (026) 2321407/ 2320035

Fax: +255 (026) 2320037

Email: ps@kilimo.go.tz

Tanzania-CASSAVA_DEVELOPMENT_STRATEGY Download

TABLE OF CONTENTS

FOREWORD

LIST OF ABBREVIATIONS

ACKNOWLEDGEMENT

EXECUTIVE SUMMARY

CHAPTER ONE

1.0. INTRODUCTION

1.1. Background

1.2. Layout and Approaches

1.3. The Purpose of the Strategy

CHAPTER TWO

2.0. SITUATION ANALYSIS

2.1. Status of Cassava Production in Tanzania

2.2. Cassava Consumption

2.3. Research and Development

2.4. Cassava Seed Systems

2.5. Postharvest Management and Value Addition

2.6. Marketing and Market Potential

2.7. Opportunities in Cassava Sub-sector

CHAPTER THREE

3.0. THE MAIN PLANNING FRAMEWORKS

Overview

3.1. Tanzania Development Vision 2025

3.2. National Agriculture Policy (2013)

3.3. Agricultural Sector Development Plan Phase II (ASDP II) 2018-2028

3.4. The Sustainable Development Goals (SDGS)

3.5. Ruling Party Manifesto (2015-2020 and 2020-2025)

3.6. Small and Medium Enterprise Development Policy (SMES ) 2003

3.7. Cooperative Development Policy (2002)

3.8. Other Development Frameworks

CHAPTER FOUR

4.0. STRATEGIC INTERVENTIONS

Overview

4.1. Critical Issues

4.2. Vision

4.3. Mission

4.4. Overall Objective

4.4.1. Strategic Objectives

4.4.2. Description of the Strategic Objectives (SO) Theme 1: Research for Development

Strategies

Target

Key Performance Indicator

SO 2: Strengthening the capacity of public and private institutions responsible for technology development, extension services and training

Strategy

Target

Key Performance Indicator

Theme 2: Production and Productivity

Strategies:

Targets:

Key Performance Indicators

SO 4: Strengthen and Promote the Use of Improved Agricultural Mechanization Technologies in Cassava Production

Strategies

Targets

Key Performance Indicators

SO 5: Improve Availability and Accessibility of Cassava Seed and other Inputs Rationale

Strategies

Target

Key Performance Indicators

Theme 3: Post-harvest Management

Strategies

Target

Key Performance Indicators

Theme 4: Market, Trade and Industrialization

Strategies

Target

Key Performance Indicators

SO 8: Promote and Facilitate Cassava Commercialization Rationale

Strategies

Target

Key Performance Indicators

SO 9: Strengthen Cassava Product Markets and Marketing Infrastructure Rationale

Strategies

Target

Key Performance Indicators

Theme 5: Policy and Enabling Environment

Strategies

Target

Key Performance Indicator

SO 11: Strengthen Cassava Stakeholders’ Access to Financial Services Rationale

Strategies