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The SDP Case Study 1 Process and Partnership for Pro-Poor Policy Change SDP STAKEHOLDERS, HISTORICAL TIME LINES & THE CHANGES Tuesday, 22nd February 2005.

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Presentation on theme: "The SDP Case Study 1 Process and Partnership for Pro-Poor Policy Change SDP STAKEHOLDERS, HISTORICAL TIME LINES & THE CHANGES Tuesday, 22nd February 2005."— Presentation transcript:

1 The SDP Case Study 1 Process and Partnership for Pro-Poor Policy Change SDP STAKEHOLDERS, HISTORICAL TIME LINES & THE CHANGES Tuesday, 22nd February 2005

2 The SDP Case Study 2 INTRODUCTION SDP is an integrated R&D development project - Started in 1997 (Oct 96) Designed to have 2 phases (2 & 4 years respectively - to end in July 2003 but has been extended to March 2005 DFID & GoK-funded

3 The SDP Case Study 3 Collaboratively implemented by MoLFD (lead), KARI & ILRI Works closely with dairy industry stakeholders, key players & partners Consumption to production – all aspects of dairy systems

4 The SDP Case Study 4 Stakeholders grouping Dairy industry wide players – smallholder dairy farmers and the small traders Steering committee Collaborating institutions Chore staff and management Key players Partners

5 The SDP Case Study 5 PRE-PROJECT ACTIVITIES KARI & ILCA (ILRI) established a programme based at KARIs Mtwapa RRC, from 1988 to 1994 This was in response to the governments (MoLD) need to improve smallholder dairy in the coastal region (to meet milk demand & improve incomes of rural community at coast)

6 The SDP Case Study 6 Program was to identify and resolve biological, social and economic constraints to the development, adoption and increase in productivity of the smallholder dairying in the coastal lowlands designed along a production-to- consumption system approach

7 The SDP Case Study 7 Planned to be implemented in an integrated research and development approach - in close collaboration with MoLD through NDDP (Dutch) and with the participation of other institutions (KETRI, etc.) This ensured research-extension- farmer linkages - resulting in farmer managed technology trials

8 The SDP Case Study 8 On station proven technologies also tested systematically with farmers through: –Farmer/extension staff visits to the long-term on-station experiments; –Research-extension managed demonstration plots on selected farms; –Field days held on these farms and those of early adopters; and –Farmer-managed trials on some 300 farms in 4 districts of the coastal lowlands.

9 The SDP Case Study 9 Planning and review processes established between researchers, extension staff and farmers were institutionalized into cluster consultative meetings As a result the cluster mechanism for strengthening research-extension-farmer linkages was naturally replicated through KARI centres

10 The SDP Case Study 10 FROM COAST TO HIGHLANDS From lessons of integrated & collaborative approaches to resolving smallholder dairy farmers problems at the coast, it was decided the experiences could benefit other parts of the country This led to discussions (1993 - between MoLD, KARI, ILCA and ODA ) to seek further support and resources to extend coastal experience and model of research-extension-farmer collaboration to the highlands

11 The SDP Case Study 11 The discussions resulted in ODA sponsoring a workshop (March 1995) for stakeholders & key players in the industry to plan and develop a collaborative dairy project for implementation by MoLD, KARI and ILRI W/shop produced a draft logframe showing where more support for the smallholder dairy development was required

12 The SDP Case Study 12 Participants, identified the need for a dairy system Research and Development project to support smallholders supplying, or with potential to supply, the Nairobi milk market A committee (MoLD, KARI and ILRI) was formed to prepare a proposal for DFID consideration. DFID had given approval for the project (SDP) by December 1995 to start in 1996 – started in August 1997

13 The SDP Case Study 13 SDP designed on the lessons from coast programme – mainly that, for SDP to succeed there is need for:- –Active participation of all major dairy industry stakeholders and key players in the identification and resolution of technical, socio- economic and policy constraints along the dairy production-to- consumption chain;

14 The SDP Case Study 14 –Effective linkages with MoLFD and related ministries at policy as well as operational level; –Effective linkages with the private sector for provision of output and input services; and –Effective means to implement proposals by feeding directly into design of pilot initiatives.

15 The SDP Case Study 15 As a result, SDP was designed to be managed through SC - comprising of major dairy industry stakeholders and key players & chaired by MoLFD (DLP) - at the apex, meets quarterly SC membership: KENFAP, KNFC,KDPA, DRSK, KEBS, UoN, MoH, MoCD&M, DVS and DPIS section of MoLFD

16 The SDP Case Study 16 SDP Management structure SDP MANAGEMENT MoLFD/KARI/ILRI Manager Ass. Manager Advisor/FM Dairy Systems Appraisal Policy and Institutional Reforms Validation and Dissemination STEERING COMMITTEE MoLFD – DLP/DVS/DPD, KARI, ILRI, KEBS, DFID, MoH/PH DRSK, KDPA, KENFAP, KNFC, UoN

17 The SDP Case Study 17 SDP RESPONDING TO CHANGING P&I ENVIRONMENT SDP designed for 2 phases – initially 4 & 6 yrs respectively but finally 2 & 4 yrs Integrated R&D, Consumption to production – all aspects of dairy systems Original emphasis was on farm technology and for the SH dairy sector supplying Nairobi

18 The SDP Case Study 18 SDP changes over time are reflected in logframes goals and purposes as summarized in the following: -

19 The SDP Case Study 19 Goals for the 3 project phases 1.Improved access by dairy farmers to efficient, demand driven services, technologies, advice and information 2.Contribution to sustainable improvements in the livelihoods of poor people in Kenya

20 The SDP Case Study 20 3.Improved access by poor dairy farmers to goods, services and output markets, and by other farmers to agricultural knowledge services –* Super goal for phase 3 - Contribution to sustainable improvements in the livelihoods of poor people in Kenya

21 The SDP Case Study 21 Purpose - 3 project phases 1.Required actions for creation of a supportive operational environment for smallholders supplying the Nairobi milk market agreed 2.Improved access by smallholder dairy farmers to technologies, advice and information

22 The SDP Case Study 22 3.Policies and institutions support: a) dairying by the poor and b) effective agricultural knowledge systems in support of the poor

23 The SDP Case Study 23 1st change in 1999 - necessary in order to closely reflect ideas introduced during the projects But major change was in 2000 on realisation that it was difficulty to have an impact in the prevailing P&I environment

24 The SDP Case Study 24 CHANGES OF SC MEMBERSHIP OVER IMPLEMENTATION PERIOD SC initial membership was – MoLFD, KARI, ILRI and DFID & other dairy industry stakeholders & key players as ex-officio (when and as necessary except in case of DFID) This arrangement was changed after the 1 st SC meeting to include more SH

25 The SDP Case Study 25 Expanded to include: DVS, Commissioner of Co-op and MD (KDB) as full members and Chief, Public Health (MoH), MD (KEBS), Chairman, AP (UoN), DRSK, KENFAP, KNFC & KDPA as ex-officio

26 The SDP Case Study 26 Also incorporated in the SC were Chief of APD & HDBB and the Heads of Extension and the Planning Divisions Since then, there is no difference of SC membership

27 The SDP Case Study 27 Notable changes of SC have been brought about by changes in the participating institutions – MoLFD (5 DLPs), KDPA (3 Chairmen), KDB (3 MDs), KARI (2 reps.) There were also changes from the other institutions but not as impacting

28 The SDP Case Study 28 OTHER CHANGES MoLFD Ministers & PSs Change in Ministry structure – DLP to SDDLP due to combining 2 depts. Change of other key actor such as Technical Manager at KDB Change at top at KARI and ILRI Change at DFID – 3 Senior advisors

29 The SDP Case Study 29 Gradual Change of Mind Set by Key Players in the Dairy Industry Major challenge to the project has been on how to deliver at the purpose level – Policies and institutions support: a) dairying by the poor and b) effective agricultural knowledge systems in support of the poor

30 The SDP Case Study 30 Two issues have attracted a lot of attention: –Recognition of the importance of the informal (traditional) milk markets in the dairy industry (employment, moderation of prices, nutrition of the poor); and –The need for use of alternative (lactoperoxidase – LP) system of milk preservation where the cold chain system is not feasible.

31 The SDP Case Study 31 Initially, the two areas were almost considered taboo by regulators SDP was seen to promote illegal activities in its attempt to highlight these issues Change has been observed in the way the issues are now being addressed – no longer outright rejection or seen as taboo

32 The SDP Case Study 32 CHANGE IN SDP MANAGEMENT 3 Task Teams were formed to assist management of technical activities The 3 initial managers are all gone (2001, 2002 & 2004

33 The SDP Case Study 33 MAJOR EVENTS AND ACTIVITIES DURING THE PROJECT LIFE RA – impact on understanding of the dairy industry Assessment of Public Health Hazards of informal Milk Marketing in Kenya –Active debate on PH risks –PH Committee set up at KDB (2001)

34 The SDP Case Study 34 Focus on P&IR after Snapshot O-P review Coming up with a new strategy after recognition that SDP could not deliver alone (advocacy) Partnership with like minds

35 The SDP Case Study 35 The new strategy was based on: –Multi-pronged approaches; –Use of different media and approaches; –Strong and diverse partnerships; and –Flexibility to respond to opportunities and developments.

36 The SDP Case Study 36 Partnership and strategy culminated in the very successful Policy Forum of May 2004 and an accelerated change of mind sets by some

37 The SDP Case Study 37 Acknowledgement: The Success of SDP is due to financial support by the Kenya Government, through MoLFD and KARI, and the British Government, through DFID and the effort of many MoLFD, KARI, ILRI staff and those of other collaborating Institutions who have put up with the demands of the projects activities

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