WORKING FOR AGRICULTURE AND RURAL DEVELOPMENT IN CWAR

By James Achanyi- Fontem, camlink99@gmail.com

The issue of AGRICULTURE AND RURAL DEVELOPMENT focused on agriculture landscape in sub-Saharan Africa, rural Community and development, local sourcing, benefits and challenges with the role of government, private sectors and civil society. These issues were well rooted in the presentation made by Dr. Dorothy A. Effa(PhD) who is the Director in charge of Policy Planning Monitoring and Evaluation at the Ghanaian Ministry of Food and Agriculture. Common characteristics of Agriculture Landscape in Sub Saharan Africa, Dorothy A. Effa(PhD) said, shows that agriculture employs more than half of the total labour force according to a report the International Monetary Fund (IMF) in 2012. Smallholder farms constitute approximately 80% of all farms in sub Saharan Africa and employ about 175 million people directly farming-less than 2 hectares according to AGRA report in 2014. AGRICULTURE and RURAL DEVELOPMENT is mostly rain fed with joint and extended family farms, while livestock remains a key asset for the poorest, particularly in arid and semi-arid settings. On agriculture contribution to GDP, it is on the average 15% of total GDP,3 % in Botswana and South Africa and more than 50% in Chad for example. It is noted that the high contribution of the agricultural sector to GDP underlines the limited diversification of most African economies. Agriculture production and productivity in Sub Saharan Africa remains significantly lower than the global average. Agricultural growth has been underpinned by area expansion and African governments have increased their investment in agriculture and are involving the private sector. With this, the structure of agriculture production in sub Saharan Africa has radically changed in the last two decades and traditional farming systems are inevitably changing from polycultures to monocultures as many technical and institutional factors drive these changes.

The Challenges of Agric. Production include low yields, inadequate market information, unavailability of inputs on a timely basis or in the quantity required. There is also the lack of credit, risk management and price formation mechanisms. Seasonality of agricultural input requirements, spatial dispersion of farmers, poor transport infrastructure from farm to the marketing, institutional capacity for research and extension is weak as the weak farmers’ associations. To face these challenges, the different countries have to positive agricultural policies within the current global Sustainable Development Goals (SDGs). Since the 2003 Maputo Declaration, less than 20% of the countries have achieved their commitment. The Malabo Declaration of 2014 came to accelerate agricultural growth with the pledged to end hunger in Africa by 2025. In order for the Central and West Africa sub regions to achieve the SDGs, agriculture and rural development must be prioritized. According to the UN definition, rural development is a process of change, by which the efforts of the people themselves are united, those of government authorities to improve their economic, social and cultural conditions of communities in to the life of the nation and to enable them to contribute fully to national programs are a reality. Rural development is a strategy designed to improve the economic and social life of rural poor and it is a process, which aims at improving the wellbeing and self-realization of people living outside the urbanized areas through collective process. This builds on infrastructures, public service and communication to improve on the health, education and living conditions of the population.in order to generate employment through farming, storage and economic activities. Scientifically, it is believed that local sourcing can reduce poverty and improve food safety and security, where companies are offering their suppliers long-term contracts, competitive prices, and access to information, as well as investing in improving the livelihoods of the poor in developing countries Outsourcing relationships need to consider the economic, environmental and social effects in order to be sustainable. Company/contractor agreements must be reviewed in order to ensure that social responsibility aspects are appropriately managed. and rural-urban migration on the ascendancy, local sourcing can be used as a way to address high unemployment rate as well as generate total economic growth.

Nestle sourced 70% of raw materials locally from the region in 2015 and has plans to increase. Sourcing of raw materials sh0uld comply with responsible Sourcing guideline (RSG) criteria, with traceability and transparency throughout the supply chains. The challenges facing the sub region however include inability to supply quantity and quality, build the capacity and invest in research. The national governments are called upon to put in place the public infrastructure necessary for the efficient operation of the private sector, enacting and enforcing rules and regulations that create safe and predictable environment for private investors, establishing a regulatory role in land tenure, ensuring through land registration and enforceable contracts that land ownership is secure, establishing viable financing opportunities for agricultural enterprises and good governance and transparent public administration, macroeconomic discipline and stability, and political stability. The national governments should provide favourable incentive framework which provides farmers and processors with good incentives to adopt new and sustainable technologies and diversify production into higher value crops. Through policy and institutional reforms that encourage and support private investments in agricultural value chains, the governments can support mechanisms and processes designed to create and strengthen farmer organizations, create mechanism for media engagement to ensure appropriate messaging and as a means of awareness creation and promotion of best practices. The role of private sector Investments should be to ensure superior service delivery to the end consumer with the objective of maximizing service at an affordable price. Financial institutions (FIs) should play a key role in the agri-business sector, primarily on the credit front due to the priority sector lending requirement. They should be an integral component of the agri-system and finance should be available at each and every stage of the value chain in order to make the agri-system sustainable The role of private sector investments should include promotion of grading, branding, packaging, as well as Investing in research and development strategies, investing in smallholder agriculture -models that maximize benefits to smallholder farmers. Civil Society Organisations (CSO) considered as non-state actors have four vital functions which include planning, implementation, reform and accountability. CSO planning provides ideas, evidence and expertise, thereby participating in dialogue/consultations to determine priorities. This can be done through advocacy at all levels starting from district assembly planning sessions and using community radio story design strategies. CSOs should be considered as service providers extending best practices , supporting training and advocacy They should be involved in accountability, holding all partners accountable and promoting mutual accountability by setting indicators. It is understood that CSO constituencies have legitimate and accountable representation and resources should made available to support their operations.

Civil society should be allowed to access to platforms for ensuring planning and accountability at all levels and also within their organisations, variable capacity of all actors and therefore the need to build capacity of members. It is expected that all CSOs evolve from the grass roots to regional and national levels. This would facilitate having an apex for all the organisations. They should build more synergies among themselves, be more proactive, engaging and impactful. The above issues have been recognized at the regional level, and it is for this reason that the non-state actors guide for CAADP implementation was developed. In conclusion, we can say there is urgent need to address the production gap and enhance the adaptive capacity of Africa's agricultural landscapes, considering the rapidly growing population and changing climate. We should guarding against the expansion and encroachment of farm land by protecting smallholders against the impacts of climate change, and improving regional trade for increased agricultural productivity, through enhancing infrastructure, technologies. Business skills uplifted will create an enabling environment in the CWAR. On the other hand, agricultural and rural development in developing countries must be founded on higher productivity of small-scale farmers. A more efficient access to land, water, technology, financial resources and other institutions that support poor farmers is fundamental. Improvement of transport and communication infrastructure, storage facilities, crop processing technologies and marketing solutions are needed to face the new market environment. It is important to have a clear understanding of where public investment needs to be made in support of the private sector in agriculture and agro-processing. The rural environment is continuously changing, the development mode of thinking. This is also changing rural development policies which need systematic adaptations. Since we all know the problems, this is the time to stop talking and act for achieving SDGs by 2030.

CWAR STAKEHOLDER CONVENING 2016 TOOK PLACE IN ACCRA, GHANA

By James Achanyi Fontem, Email: camlink99@gmail.com

The Chief Executive Officer of Nestle Central and West Africa Region, Kais MARZOUKI chaired a stakeholder convening in Accra, Ghana on the 25th November, 2016 with approximately 35 participants attending. The participants were from Gabon, Senegal, Cote D’Ivoire, Nigeria, Cameroon, Burkina Faso, Benin and Ghana. The multi-national company brought together top level personalities from nutrition societies, nutrition and food safety, paediatrics association, dietetic associations, ministry of food and agriculture, lecturers of university, food and drug authority, GAIN (Global Alliance for Improved Nutrition), Ministry of Education, Laboratory Analysts, Ministry of Trade, GIZ, Royal Netherland Embassy, FAO, Ministry of Economy and Investment Sustainability, OXFAM and Civil Society Organisations. Kais MARZOUKI told participants that his company has been aiming at creating shared value at all levels to improve on wellbeing of populations in the Central and West Africa region countries of their implantation. He added that their company operates on a policy guided and driven by purpose and shared values which enhance the quality of life of people and thereby contributing to a healthier future for all. For over 150 years, the company has been providing quality and safe nutrition through its over 2000 brands in 189 countries around the world. It has 436 companies implanted in85 countries. The regional head office in Accra, Ghana has existed since 1957. The recent meeting in Accra, Ghana was the second Stakeholders Convening in Central and West Africa. The head office is located in the vicinity of the Kotoka International Airport area and the working language is English. Nestle believes that for a company to be successful over the long term and create value for shareholders, it must create value for society. At company, this means creating superior, long-term value for shareholders by offering products and services that help people improve their nutrition, health and wellness.

To achieve this, Creating Shared Value (CSV) is the approach it is taking to the business as a whole. Besides nutrition, it is focusing on water and rural development, given their critical importance not only to business but also to the employees, farmers, suppliers, distributors and communities where they operate. CSV encourages business to create economic and social value simultaneously by focusing on the social issues that iy is uniquely capable of addressing. It builds on a strong base of performance in environmental sustainability and compliance, and recognizes the vital role of engaging and collaborating with other organisations.

In order to engage further in Creating Shared Value in the Central and West African region, Nestle decided to hold a second regional stakeholder convening in Accra, Ghana after the first held in Bonaberi=Douala, Cameroon. The purpose of this convening was to: Discuss and obtain feedback on its CWAR’s Creating Shared Value initiatives (progress made since previous convening) Understand stakeholder perceptions of CWAR’s performance on specific issues Stimulate fresh thinking / ideas on issues Understand opportunity and risk, both present and future, for particular issues Prioritise key actions on issues to take them into account in the company’s strategy. Invited stakeholders had expertise aligning with topics covered in Creating Shared Value strategy noted above, and an understanding of regional and/or local business environment. These stakeholders include, but were not limited to: Government organisations Non-governmental organisations International or multilateral organisations Academics and Industry associations It was hoped that participants saw the convening as an opportunity to engage constructively with Nestlé CWAR, and discuss key challenges, future direction and expectations while also identifying areas for developing and executing collaborative solutions. After accepting to participate in this stakeholder convening, participants were asked to complete a number of tasks prior to, during and after the event. Prior to the convening, external participants were asked to: oRead some background material relating to the business and Creating Shared Value oFill out a short online form to inform the convening’s content and logistics During the convening, participants were asked to: oProvide constructive yet candid feedback oEducate and openly challenge Nestlé oIdentify opportunities for improvement and potential collaboration After the convening, participants were asked to: •Provide any amendments to the meeting minutes for completeness and accuracy Expectations of the CWAR Convening by the participants were as follows: •Respond to any questions from stakeholders about content and logistics prior to the convening During the session, Nestlé was expected to: •Listen to and learn from feedback from stakeholders •Respond to concerns and recommendations After the session, the company: •Shared the main summary and the minutes of the meeting with stakeholders •Maintained open channels of communication with stakeholders Key discussion points, conclusions and outcomes were noted and circulated confidentially to all participants. Because Chatham House Rules1 were used during the convening, any content from the session were not attributed to the speakers. This report on the convening is expected to be used to inform further on Creating Shared Value strategy and communications. Themes handled by experts included: Nutrition education and meeting the SDG’s Developing rural communities (women empowerment / water & sanitation/ youth employment) Agriculture The Central and West Africa region is considered to have the fastest growing population expected to reach 441 Million by 2020. There is increased internet communication connectivity. Due to the fact that Nestle operates in a complex environment, cannot tackle issues alone, wants to be part of the solution it considers effective dialogue and collaboration as key for collaborative initiatives between private and public sectors, civil society, multilaterals and academia. Overall comments on 2014 feedback shows that in the area of Industrialization and investment strategy, there was increased use of locally sourced raw materials, support of landlocked countries and creation of more jobs opportunities. More effort in nutrition education and information tackled perception issues (salt, BMS) and help to build HCP knowledge in nutrition. In order to make progress, it all starts with listening to stakeholders, who make Constructive feedback, educate and challenge the company, give fresh and innovative thinking solutions through Identification of opportunities for improvement. During the shared value convening, Nestle listens and learns from the feedback before responding to r concerns and recommendations. It is expected to integrate key learning strategies into future action plans after identifying possible areas of collaboration.

CWAR STAKEHOLDER CONVENING 2016 HELD IN ACCRA, GHANA

By James Achanyi Fontem, Email: camlink99@gmail.com

The Chief Executive Officer of Nestle Central and West Africa Region, Kais MARZOUKI chaired a stakeholder convening in Accra, Ghana on the 25th November, 2016 with approximately 35 participants attending. The participants were from Gabon, Senegal, Cote D’Ivoire, Nigeria, Cameroon, Burkina Faso, Benin and Ghana. The multi-national company brought together top level personalities from nutrition societies, nutrition and food safety, paediatrics association, dietetic associations, ministry of food and agriculture, lecturers of university, food and drug authority, GAIN (Global Alliance for Improved Nutrition), Ministry of Education, Laboratory Analysts, Ministry of Trade, GIZ, Royal Netherland Embassy, FAO, Ministry of Economy and Investment Sustainability, OXFAM and Civil Society Organisations. Kais MARZOUKI told participants that his company has been aiming at creating shared value at all levels to improve on wellbeing of populations in the Central and West Africa region countries of their implantation. He added that their company operates on a policy guided and driven by purpose and shared values which enhance the quality of life of people and thereby contributing to a healthier future for all. For over 150 years, the company has been providing quality and safe nutrition through its over 2000 brands in 189 countries around the world. It has 436 companies implanted in85 countries. The regional head office in Accra, Ghana has existed since 1957. The recent meeting in Accra, Ghana was the second Stakeholders Convening in Central and West Africa. The head office is located in the vicinity of the Kotoka International Airport area and the working language is English. Nestle believes that for a company to be successful over the long term and create value for shareholders, it must create value for society. At company, this means creating superior, long-term value for shareholders by offering products and services that help people improve their nutrition, health and wellness. To achieve this, Creating Shared Value (CSV) is the approach it is taking to the business as a whole. Besides nutrition, it is focusing on water and rural development, given their critical importance not only to business but also to the employees, farmers, suppliers, distributors and communities where they operate. CSV encourages business to create economic and social value simultaneously by focusing on the social issues that iy is uniquely capable of addressing. It builds on a strong base of performance in environmental sustainability and compliance, and recognizes the vital role of engaging and collaborating with other organisations.

In order to engage further in Creating Shared Value in the Central and West African region, Nestle decided to hold a second regional stakeholder convening in Accra, Ghana after the first held in Bonaberi=Douala, Cameroon. The purpose of this convening was to:  Discuss and obtain feedback on its CWAR’s Creating Shared Value initiatives (progress made since previous convening)  Understand stakeholder perceptions of CWAR’s performance on specific issues  Stimulate fresh thinking / ideas on issues  Understand opportunity and risk, both present and future, for particular issues  Prioritise key actions on issues to take them into account in the company’s strategy. Invited stakeholders had expertise aligning with topics covered in Creating Shared Value strategy noted above, and an understanding of regional and/or local business environment. These stakeholders include, but were not limited to:  Government organisations  Non-governmental organisations  International or multilateral organisations  Academics and  Industry associations It was hoped that participants saw the convening as an opportunity to engage constructively with Nestlé CWAR, and discuss key challenges, future direction and expectations while also identifying areas for developing and executing collaborative solutions. After accepting to participate in this stakeholder convening, participants were asked to complete a number of tasks prior to, during and after the event. Prior to the convening, external participants were asked to: o Read some background material relating to the business and Creating Shared Value o Fill out a short online form to inform the convening’s content and logistics During the convening, participants were asked to: o Provide constructive yet candid feedback o Educate and openly challenge Nestlé o Identify opportunities for improvement and potential collaboration After the convening, participants were asked to: • Provide any amendments to the meeting minutes for completeness and accuracy Expectations of the CWAR Convening by the participants were as follows: • Respond to any questions from stakeholders about content and logistics prior to the convening During the session, Nestlé was expected to: • Listen to and learn from feedback from stakeholders • Respond to concerns and recommendations After the session, the company was expected to: • Share the main summary and the minutes of the meeting with stakeholders • Maintain open channels of communication with stakeholders Key discussion points, conclusions and outcomes were noted and circulated confidentially to all participants. Because Chatham House Rules1 were used during the convening, any content from the session were not attributed to the speakers. This report on the convening is expected to be used to inform further on Creating Shared Value strategy and communications. Themes handled by experts included:  Nutrition education and meeting the SDG’s  Developing rural communities (women empowerment / water & sanitation/ youth employment)  Agriculture The Central and West Africa region is considered to have the fastest growing population expected to reach 441 Million by 2020. There is increased internet communication connectivity. Due to the fact that Nestle operates in a complex environment, cannot tackle issues alone, wants to be part of the solution it considers effective dialogue and collaboration as key for collaborative initiatives between private and public sectors, civil society, multilaterals and academia. Overall comments on 2014 feedback shows that in the area of Industrialization and investment strategy, there was increased use of locally sourced raw materials, support of landlocked countries and creation of more jobs opportunities. More effort in nutrition education and information tackled perception issues (salt, BMS) and help to build HCP knowledge in nutrition. In order to make progress, it all starts with listening to stakeholders, who make Constructive feedback, educate and challenge the company, give fresh and innovative thinking solutions through Identification of opportunities for improvement. During the shared value convening, Nestle listens and learns from the feedback before responding to r concerns and recommendations. It is expected to integrate key learning strategies into future action plans after identifying possible areas of collaboration.

FAO CHIEF TECHNICAL ADVISOR FOR AFRICA SPEAKS ON SENSIBLE NUTRITION SYSTEM

By James Achanyi-fontem, camlink99@gmail.com

Chief Technical Advisor, Mawuli Sablah , spoke on Nutrition Mainstreaming in Africa during a shareholder value convening in Accra, Ghana on November 25, 2016 and attributed 45% of global deaths of infants to malnutrition of children in Africa. She said, global distribution of deaths among children less than 5 years of age caused in 2013 was due to diarrhoea (postnatal 9%), Pneumonia (neonatal 13%), Malaria 7%, Injuries 5%, Meningitis 2%, AIDS 2%, Measles 2% and other diseases 16%. She presented some forms of malnutrition in children including low-weight for height; argue malnutrition resulting to thinness of the child and chronic malnutrition resulting to stunting for age compared to normal growth. According to the FAO expert, the cycle of poverty starts from the first years of life. The first year launch the base of human capital. Feeding in the first 1000 days of a child is imperative for the development of the child’s apprenticeship for future gains. Socio-emotional competence predicts the success and productivity of the child and economic growth alone does not guarantee for eradication of chronic malnutrition of a child. Well-nourished children have well developed brains, while malnourished children have retarded growth. In Cameroon, 32.6 % of children below the age of 5 tears are stunted. The target of health projects around the world today is to eradicate malnutrition in all its forms. Mawuli Sablah informed participants at the sha4ed value convening that Africa countries face problems of malnutrition and need to invest intelligently to reverse the situation. To start with, the countries have to invest in production ingredients I their plantations, invest in transformation, storage, transport and the market chain.advertise and educate the populations on brands toencourage consumption of locally produced foods.

The challenges in the food chain focus on production, availability, access and use of the final products. Looking at this in detail, we realise that there is pressure on on natural resources, climate change, demograghic growth, rapid urbanisation and other factors influencing progress on human health and nutrition, exploitation fo natural resources, civil agitations and competition. All these problems made African countries not to achieve the Millennium Development Goals. As we enter the period of Sustainable Development Goals (SDG), counties have to work to improve on issues related to stunting, wasting, over-weight, anemia, exclusive breastfeeding, adult over-weight, obesity and diabetes. Countries have to act on factors for the amelioration of nutritional values through education and health, improvement of food and farming systems, water and hygiene, encorgaing women’s autonomy and social protection which all surround nutrition. Initiatives and global engagements include reducing stunting to 10% and under-weight to 5% by 2025 according to the Malabo declaration. African leaders and decision makers have to change their ways of acting and invest more on nutrition. In conclusion, mutual contributions for improving on food and nutrition systems require financial resources, good governance, engagement, appropriation and leadership, multi-sectored involvement, research and exploitation of data results.