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Develop Quality Management Systems and Good Agricultural Practices (GAP) for Priority Value Chains - TCP/BOT/3904








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    Project
    Formulation of a Value Chain Development Strategy for Livestock Marketing Co-operative Societies in Botswana - TCP/BOT/3902 2024
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    The Botswana Agricultural Marketing Cooperative Union (BAMCU) is a primary cooperative society that represents over 50 000 smallholder livestock farmers across Botswana, organized through 50 member cooperatives. BAMCU's primary business is the marketing of livestock, particularly cattle, to the Botswana Meat Commission and various beef retail outlets, including butcheries and retail meat markets. Over recent years, BAMCU has experienced a significant decline in service utilization by its member cooperatives. This decline is attributed to delayed payments from customers, intense competition from individual farmers and feedlots, the lack of a formal market for profit maximization, insufficient storage facilities for value addition, and high transportation costs to distribution centres. These challenges have prevented farmers from maximizing their income, thus limiting contributions to rural development and socio-economic progress in Botswana. To address these challenges and enhance profitability for farmers, BAMCU aims to diversify its services along the beef value chain. The key objectives of this initiative include the establishment of an abattoir, the processing and selling of meat, and the export of live cattle in accordance with the Presidential directive CAB 9SP/2020.
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    Brochure, flyer, fact-sheet
    Empowering women in fisheries value chains - Good practices from Cabo Verde, Côte d’Ivoire and Senegal
    Coastal Fisheries Initiative - Promoting sustainable fisheries in coastal areas
    2023
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    This fact-sheet aims to promote the dynamism of women processors of fishery products in West Africa with regards to organization, processing, commercialization and diversification aspects. It showcases the work carried ou by women in terms of production of dried and salted grouper in Maio pilot site (Cabo Verde), production and commercialization of smoked tuna in FFT stove in Locodjro (Côte d'Ivoire) and production and commercialization of dried shrimps and molluscs in Saloum’s islands, Niodior (Senegal). The purpose is to: i) improve the efficiency of the value chain in fishing communities by sharing forms of organizational structures, good processing, and commercialization practices of fishery products by women; and ii) raise awareness to wider audience of fisheries stakeholders so they know more options for product improvement based on CFI experience.
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    Food Loss and Waste Reduction through a Value Chain Development Approach to Transform Food Systems COVID-19 Response and Recovery - TCP/JAM/3804 2024
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    Contemporary food systems are presently falling short in their aim to provide nutritious and healthy food while contributing to inclusive and sustainable livelihoods. Despite the Caribbean region's potential to produce sufficient food for all, the prevalence of malnutrition, obesity, and diet related non communicable diseases is increasing. In Jamaica, this is further compounded by an approximate 30 percent of food loss and waste (FLW) within the agrifood system, caused by several challenges that were further aggravated by the COVID-19 pandemic. First, technical capacity gaps among stakeholders, including insufficient data collection and analysis mechanisms, hinder a comprehensive understanding of FLW throughout the agricultural value chain. Second, labour shortages caused by COVID-19 restrictions and transportation disruptions resulted in increased loss and waste, particularly for perishable agricultural produce. Third, biosecurity and safety measures are crucial in reducing food loss and waste. Implementing appropriate measures to prevent the transmission of diseases, including COVID-19, at each link in the value chain is necessary to ensure the safety of workers and minimize spoilage. Fourth, small farmers face challenges in terms of poor production and post harvest handling practices, as they lack the technical skills and capital to upgrade their operations, and there is limited capacity within the MoAFM to provide training and support.

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