CCARDESA has been facilitating the implementation of the APPSA programme, which is supported by the World Bank in three countries (Malawi, Mozambique, and Zambia) since 2013. Malawi was capacitated to be the Centre of Leadership in maize-based farming systems. Mozambique was supported to be a leader in rice-based farming systems. On the other hand, Zambia was supported in becoming a leader in legume-based farming systems. Angola and Lesotho joined in later in 2019.The Republic of Angola’s RCoL deals with cassava and cassava-based farming systems, while Lesotho deals with some horticulture products. Other SADC countries, Botswana, Comoros, Democratic Republic of Congo, Eswatini, Madagascar, Mauritius, Namibia, Seychelles, South Africa, United Republic of Tanzania and Zimbabwe are yet to establish new Regional Centres of Leadership (RCoLs). In this regard, a study was commissioned by CCARDESA covering the following areas:
- Identify the priority research and development commodities for the National Agriculture Research and Extension Systems (NARES) for each SADC Member State (except Angola, Lesotho, Malawi, Mozambique, and Zambia). In the process, the study found it necessary to propose at least three priority research and development commodities, ranked in terms of priority, with detailed analysis centred on priority product one research and development commodity.
- Assess the regional competitiveness of the selected priority research and Development commodity,
- Assess the gaps or challenges in terms of (1) human resources (2) infrastructure (3) finance (4) and climate-relatedchallenges and others surrounding the prioritised commodity or commodities. This is done to develop priority interventions to support establishing and operationalising RCoLs.
- Assess high-level policies, initiatives, institutional arrangements, and even budgeting decisions that have cross-cutting relevance to food systems resilience, including supporting the sustainable management of RCoLs and natural resources.
- Identify CCARDESA’s role in strengthening the RCoLs response to food security and resilience challenges.
Report Structure
Part 1 of this report presents the findings of the Gap Assessment conducted for the Regional Centres of Leadership (RCoLs) in Malawi, Mozambique, and Zambia. Since 2013, these countries have been capacitated to focus on maize-based farming systems in Malawi, rice-based farming systems in Mozambique, and legume-based farming systems in Zambia. The assessment identifies gaps based on literature review, questionnaire responses from focal persons, and field visit outcomes. It details how the gaps were assessed, the magnitude of the challenges, and covers two main components: the level of capacity in agriculture research, knowledge, and technology generation, and the strengthening of regional centres through upgrading facilities, enhancing programs, and training scientists. The report then provides recommendations, key lessons, and strategies for addressing the identified gaps in each country.
Part 2 of the report is dedicated to the Needs Assessment for establishing RCoLs in the remaining SADC Member States, which include Botswana, the Democratic Republic of Congo, Eswatini, Madagascar, Mauritius, Namibia, South Africa, Tanzania, and Zimbabwe. The methodology for need identification in each country involved secondary and primary data collection, use of a questionnaire, follow-ups, literature review, and analysis of emerging needs. Key variables targeted include the availability of production inputs, supportive infrastructure for production, marketing, and distribution, warehousing and post-harvest logistics, export market potential, access to finance, ease of exporting within the SADC region, growth potential in sales or profitability, commodity governance, attractiveness in terms of the external environment, government support, climate change resistance, research and technology transfer opportunities, and skill levels within the commodity. Part 2 presents the findings on these variables, conclusions, and recommendations for each country, and highlights the implications for CCARDESA in planning, coordinating, monitoring, and evaluating both existing and new RCoLs.
Findings
Part 1: Gap Assessment for Malawi, Mozambique, and Zambia Regional Centres of Leadership (RCoLs)
Malawi: Maize-Based Farming Systems
The gap needs assessment of the Malawi RCoL on maize-based farming systems has highlighted significant achievements in areas such as enhancing germplasm collection and characterization, germplasm improvement, crop management, and post-harvest activities. There has been some improvement in terms of access to technology and knowledge products. Training and capacity-building initiatives have been widened, including farmer-research-extension feedback mechanisms. Furthermore, some improvements have been noted regarding upgrading research infrastructure, including physical infrastructure, farm, laboratory, and office equipment. Capacities of experts have been improved through training. Despite such achievements, some gaps have been identified that are related to the need for further research, infrastructure development, and equipment. Gaps in human resources and financial constraints were identified as factors that limited the optimal performance of the Malawi RCoL to carry out its regional mandate in the maize system.
To address these gaps and needs, the assessment proposes further interventions covering the following areas: Upscaling of research on new varieties of seeds and continued germplasm collection and conservation. There is also a need for further research into technologies that deal with drought and climate change and on seeds and production methods that are tolerant to pests and diseases, including research on how to improve the management of aflatoxin problems in crops such as maize and groundnuts. Other areas recommended include upscaling the dissemination of research outputs, making use of the services of the African Regional Intellectual Property Rights Organization (ARIPO). Furthermore, additional infrastructure support for scaling up is needed, including additional laboratory equipment. There is also a need to address staff turnover and to put in place a robust resource mobilization strategy to address resource predictability challenges. Mainstreaming climate resilience and strengthening monitoring, evaluation, and learning is also key.
Implementing these recommendations will require concerted efforts and investments from the Malawian government, research institutions, development partners, and the private sector. It will also require a shift in mindset and approach, from a project-based and donor-driven model to a more strategic, sustainable, and stakeholder-oriented model of agricultural research and innovation. CCARDESA, as the regional coordinating body for agricultural research and development in the SADC region, has a vital role to play in supporting the implementation of these recommendations and in facilitating greater regional collaboration, learning, and exchange among the RCoLs and other research and innovation actors. By working together and leveraging their comparative advantages, the RCoLs and their partners can create a more resilient, productive, and competitive agricultural sector.
Mozambique: Rice-Based Farming Systems
The National Rice Development Programme (NRDP-2016-27) and the National Rice Programme (PNA 2022) emphasizes the importance of the rice sub-sector for food security in Mozambique. Despite historical and ecological advantages, the rice sector faces significant challenges such as low adoption of improved technologies, insufficient infrastructure, limited financial services, and the impact of climate change. These issues underscore the critical role of the Rice Leadership Research Center (RCoL) in generating knowledge and solutions to enhance rice production. The Center for Coordination of Agricultural Research and Development for Southern Africa (CCARDESA) is conducting a needs assessment to strengthen the existing Regional Centers of Leadership (RCoLs) in the SADC region. Mozambique established the Rice Leadership Research Center (RCoL) in Namacurra, assuming its mandate as a leader in the rice sector and respective production systems in the region. The objective of the assessment is to identify areas for improvement for the full operationalization of the RCoL at the level of human resources, infrastructure, financing, institutional policies, and more.
Although physical infrastructure was built for the RCoL, it remains practically in operational. This is due to several factors: the assembly of the center itself was never completed, with significant parts of the equipment either missing or not yet assembled; statutorily, the RCoL does not exist in the current structure of IIAM, preventing the formalization of autonomous operations with its own budget; and the staff currently assigned to the RCoL is insufficient and requires adequate training to conduct research at the level of a Center of Excellence. Despite not being formally inaugurated, the current facilities need post-cyclone rehabilitation and structural adjustments to meet the needs of the laboratories. Additionally, investments are needed to capitalize on the Center's action and make its operation financially viable, such as alternative energy sources, an irrigation system, and the structuring and leveling of production areas. CCARDESA is called upon to resume its role as an instrument for channeling macro support for the establishment of the Center, mobilizing resources, and lobbying at the government level to address the challenges that currently make the Center practically inactive.
The findings were organized into a SWOT analysis:
Strengths
- The RCoL possesses modern infrastructure, laboratories, and production equipment.
- It has significant scientific and technological capacity.
- A young, trainable, and dedicated team is in place, contributing to increased rice yields.
- The National Rice Program supports the RCoL’s mission of identifying and maintaining rice varieties.
Weaknesses
- High energy costs and inadequate energy sources hinder research activities.
- Production fields require significant improvements.
- The official inauguration and formalization of the RCoL have been repeatedly postponed.
- Lack of internal revenue generation mechanisms and an approved organizational structure.
- Insufficient connectivity and interaction with other regional centers.
Opportunities
- The RCoL’s location in Zambézia facilitates technological interaction and dissemination.
- Potential to organize regional training and coordinated planning.
- Proximity to the Namacurra rice factory could enhance seed production and revenue generation.
- Opportunity to substitute rice imports with locally produced varieties.
- Training and capacity building during periods of relative inactivity.
Threats
- Cyclones and climate change altering agroecological conditions.
- Lack of institutional coordination with organizations like IRRI and FAO.
- Inadequate market infrastructure for domestic rice.
- Excessive rice imports undermining local production.
Summary of Gaps
- Approval of the RCoL structure and financing model.
- Rehabilitation and equipping of facilities, particularly following Cyclone Fredy.
- Improvement of production fields and installation of necessary infrastructure.
- Enhanced training for human resources.
- Institutionalization of internal revenue generation mechanisms.
Recommendations
- Formal inauguration and operationalization of the RCoL with an appropriate organizational structure.
- Accelerated approval of the new IIAM organizational structure.
- Adoption of a sustainable financial model for the RCoL.
- Active involvement of CCARDESA in mobilizing funding.
- Maximized training efforts for RCoL staff.
- Promotion of exchange programs between RCoLs.
- Ensured readiness and equipping of infrastructure.
- Establishment of internal revenue generation mechanisms.
Key Lessons
- The importance of formalizing and institutionalizing the RCoL to enhance its functionality and sustainability.
- The necessity of coordinated efforts and resource mobilization to support the RCoL’s operations.
Conclusions The RCoL in Namacurra faces significant challenges, but with strategic interventions and support, it has the potential to greatly enhance rice production and contribute to food security in Mozambique. Immediate actions are needed to formalize its operations, improve infrastructure, and strengthen the capacity of its staff to ensure its long-term success.
Zambia: Legume-Based Farming Systems
The findings of the assessment indicate that the RCoL has made commendable progress in developing improved legume varieties, with at least 23 varieties released during the implementation of the Agricultural Productivity Programme for Southern Africa (APPSA) project. In terms of disseminating technologies across participating countries, Zambia shared the most legume seed varieties with its neighbors. The RCoL has also enhanced its research infrastructure and built human capacity through training. However, significant challenges remain, including aging infrastructure, inadequate financial resources, limited value addition, and the need for stronger research-extension-private sector linkages. Notably, the development of improved varieties has slowed down since the conclusion of the APPSA project, highlighting the need for sustained support and a clear vision for the RCoL's long-term objectives.
To address these challenges and enhance the RCoL's effectiveness, the assessment proposes a set of key recommendations, which incorporate strategic insights from stakeholders. These recommendations include developing a clear definition and vision for what an RCoL should ideally look like, investing in infrastructure modernization, strengthening value addition and commercialization, enhancing collaboration with regional and international partners, and establishing sustainable funding mechanisms. The assessment also highlights the importance of addressing the concerns raised by private sector stakeholders regarding the need for improved collaboration and the fact that some industry players have set up their own research facilities due to perceived gaps in the RCoL's capacity.
The successful implementation of these recommendations will require concerted efforts from the government, research institutions, development partners, and the private sector, with CCARDESA playing a crucial coordinating role in facilitating collaboration, resource mobilization, and knowledge sharing among the RCoLs and other agricultural research and development actors in the region.
Part 2: Needs Assessment Towards the Establishment of RCOLs in the Remaining SADC Member States
In the remaining SADC Member States, the distribution of priority research and development commodities was fairly spread with no duplications as follows: South Africa (Citrus), Namibia (Beef), Mauritius (Sugar Cane), Zimbabwe (Horticulture), Democratic Republic of Congo (Green Coffee), Eswatini (Wheat), Botswana (Cowpeas), Madagascar (Sorghum), Tanzania (Rice). By the time of finalising this report, Seychelles had yet to submit her contribution.
The majority of countries identified the following factors as causing moderate to significant challenges to the optimal performance of their chosen priority product from both a need and institutional policy point of view. The details for each country are presented under each country’s write-up.
Availability of inputs for production.
Sixty-seven per cent (67%) of countries identified this as a challenge. Furthermore, a review of literature in most countries confirmed the features of this challenge as being both quantitative in the form of shortages of inputs and qualitative in the form of absence of quality inputs. Input challenges ranged from seeds through limited seed multiplication, shortage of pesticides, herbicides, fertilisers and working capital to buy other inputs. At a policy level, policies that facilitate the trading of high-breed seed varieties within the SADC Member States were deemed a significant challenge by 67% of Member States. There needs to be a stronger alignment of national and regional policies to harmonise regional seed systems to facilitate ease of trading and information sharing.
Limited Supportive Infrastructure:
Infrastructure as a challenge was mentioned by at least 67% for productive infrastructure. Furthermore at least 78% of Member States for challenges related to distribution infrastructure while 89% of Member States identified marketing infrastructure as a challenge. In terms of production infrastructure, specific challenges included water shortages, electricity challenges, poor industrial buildings, few processing plants, limited irrigation infrastructure, greenhouses, research buildings and others. In terms of infrastructure for distribution, the challenge was characterised by issues such as poor roads and transport facilities and long distances to the market, among others. Regarding the availability of marketing infrastructure, challenges included soft infrastructure in the form of skills and hard infrastructure in the form of selling points. Marketing of products was also affected by weak media engagement and communication infrastructure, especially in remote areas. 78 % of Member States identified policies that favour infrastructure development as weak.
Availability of warehousing, including management of post-harvest/production logistics (Mentioned by 89% of Member States).
This challenge featured issues such as the need for more storage facilities to reduce losses throughout the product value chain, from pre-planting to planting, post-harvest, distribution, and marketing.
Export market potential (Mentioned by 56% of Member States).
This challenge featured issues such as limited access to SADC and international markets because of poor product standards, poor marketing strategies, and other trade barriers. The private sector also expressed concerns regarding many impediments to trade due to tariff and non-tariff barriers within the SADC region.
Access to finance (Mentioned by 100% of Member States).
All SADC Member States highlighted this challenge. Features accompanying it include weak financial inclusion, budget constraints, limited credit creation, and a lack of other innovative financing schemes. At the policy level, 89% of countries identified the ease of access to finance and innovative Public Expenditure review as significant hindrances.
Ease of exporting across the SADC region (Mentioned by 67% of Member States):
This was accompanied by trade barriers, standards issues, and other regulatory challenges related to export markets in the SADC region. The existence of a regulatory framework that supports production and exports was regarded as weak by 78% of Member States, and trade barriers were identified 67% of Member States.
Potential for growth in sales or profitability (Mentioned by 56% of Member States):
Reference was made to challenges such as unpredictable prices that could be so low as to lead to negative returns.
Governance of the commodity (Mentioned by 89%):
Factors such as the poor legislative environment in terms of coming up with some incentives were found to be significant, including weak Institutional and Enabling Environment for Technology Adoption
The attractiveness of the commodity in terms of the External environment (Mentioned by 78%). Some countries were affected by external environments such as Sanitary and Phytosanitary (SPS) measures and other technical barriers to trade in their attempt to export products globally.
Level of government support for the commodity (Mentioned by 56%):
Concerns were raised about limited Government support in terms of research. Policies encouraging investment in agricultural research were weak in 67% of the countries. This extends to policies related to land management and the distribution of water resources.
Research and technology transfer (Mentioned by 56%):
Key challenges mentioned included Low technology generation adoption. Furthermore, it has been found that Agricultural research is not optimally funded. Seventy-eight per cent (78%) of the countries added that weak institutional and enabling environment for technology adoption was a significant hindrance. Research laboratory equipment for Research and Development (R&D) needed improvement. At the policy and institutional levels, this challenge included the lack of policy incentives towards the importation of technology and industrial retooling/upgrading (78%)
Climate challenge (Mentioned by 67%):
Features highlighted in literature to accompany this included the frequency of droughts, cyclones, desertification, rise in temperature, food insecurity and lack of compliance with Environmental and Social Safeguards (ESS)
The commodity's level of skills and other human resources (Mentioned by 56%).
The main challenges included limited skills in various stages of the product value chain. 67% of the countries that indicated weak policies to facilitate training also mentioned this at the policy level.
Collaboration among researchers, extension agents, private sector collaborators, civil society, farmers and other stakeholders (Mentioned by 67%).
Features included areas for improvement among stakeholders regarding linkages with Extension Services, usage of media and other communication tools. There also needs to be more collaboration with out-growers, agro-processors, farmers, advisory service providers and the private sector in the dissemination activities.
Given the above challenges and policy shortfalls, support for new RCOLs should aim to address the identified challenges and needs, including those that are policy related. The specific details and recommendations for each country are in the main finding report and are mainly aligned with all the challenges observed in this Executive Summary.
