Post-Harvest Loss Management Strategy

AFRICAN UNION COMMISSION
POST-HARVEST LOSS MANAGEMENT STRATEGY
AUGUST 2018
TABLE OF CONTENTS
TABLE OF CONTENTS .................................................................................................. i
ABBREVIATIONS AND ACRONYMS ........................................................................... v
ACKNOWLEDGEMENTS ............................................................................................. vi
EXECUTIVE SUMMARY.............................................................................................. vii
PART 1: BACKGROUND ............................................................................................. 1

1.1. Overview ................................................................................................................ 1
1.2. Process Of Developing The Post-Harvest Loss Management Strategy ........... 3
1.3. Concept of Post-Harvest Loss Management ...................................................... 3
1.4. Demand for Development Assistance in Post-Harvest Loss Management ..... 5
1.5. Structure of the Document................................................................................... 6
PART 2: RATIONALE FOR AFRICAN UNION POST - HARVEST MANAGEMENT

STRATEGY .................................................................................................................... 7
2.1. Overview Of Post-Harvest Losses In Africa ....................................................... 7
2.2. Critical Post-Harvest Loss Points ....................................................................... 8
2.3. Relevance of Post-Harvest Losses to Food and Nutrition Security ................. 9
2.4. Ending Hunger in Africa by 2025....................................................................... 11
2.5. Observations from Consultative Missions ....................................................... 15
2.5.1. Consultative Missions ..................................................................................... 15
2.5.2. Key Observations from Consultative Missions ............................................ 15
2.6. Observations from Country Studies ................................................................. 17
PART 3: STRATEGIC POST-HARVEST ISSUES FROM SELECTED NATIONAL

LEVEL STRATEGIES .................................................................................................. 20
3.1. Background ......................................................................................................... 20
3.2. Summary Status of Post-Harvest Losses ......................................................... 20
3.2.1. Overview of Current Status of PHL in Study Countries ............................... 20
3.2.2. Ethiopia ............................................................................................................ 21
3.2.3. Kenya ................................................................................................................ 23
3.2.4. Tanzania ........................................................................................................... 25
3.2.5. Zambia .............................................................................................................. 25
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3.2.6. Zimbabwe ......................................................................................................... 25
3.3. Summary of PHLM Strategic Issues Emanating from Country Studies ......... 27
PART 4: STRATEGIC FRAMEWORK .................................................................. 29

4.1 Purpose of the Strategy ..................................................................................... 29
4.2 Vision of the PHLM Strategy .............................................................................. 29
4.3 Goal of the PHLM Strategy................................................................................. 29
4.4 Objectives of the PHL Strategy ......................................................................... 29
4.4.1 Overall Objective ............................................................................................. 29
4.4.2 Specific Objectives.......................................................................................... 30
4.4.3 Strategic Focus Areas ..................................................................................... 30
4.1 Overall Results Chain Framework..................................................................... 31
PART 5: CONTINENTAL LEVEL STRATEGIC INTERVENTIONS ...... 33

5.1 Introduction ......................................................................................................... 33
5.2 Policy, Awareness and Institutional Capacity .................................................. 33
5.2.1 Overview .......................................................................................................... 33
5.2.2 Objective .......................................................................................................... 34
5.2.3 Proposed Indicative Intervention Areas ........................................................ 34
5.3 Knowledge Management, Data, Skills and Human Development in PHLM.... 35
5.3.1 Overview .......................................................................................................... 35
5.3.2 Objective .......................................................................................................... 35
5.4 Environmentally Friendly PHL Technologies and Market Infrastructure ....... 36
5.4.1 Overview .......................................................................................................... 36
5.4.2 Objectives ........................................................................................................ 36
5.5 Financing and Investment ................................................................................. 37
5.5.1 Overview .......................................................................................................... 37
5.5.2 Objectives ........................................................................................................ 38
5.6 Results Framework............................................................................................. 39
PART 6: IMPLEMENTATION FRAMEWORK ..................................................... 41

6.1 Prerequisites for Successful Implementation .................................................. 41
6.2 Phased Planning and Implementation .............................................................. 42
6.2.1 Overview .......................................................................................................... 42
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6.2.2 Proposed Indicative Intervention Areas for Implementation in the First
Five-Year Implementation Plan of the PHLMS ........................................................... 42
PART 7: MONITORING AND EVALUATION (M&E) FRAMEWORK ......... 45

7.1 Background ......................................................................................................... 45
7.1.1 Overview .......................................................................................................... 45
7.1.2 Result-Based Management Approach ........................................................... 45
7.1.3 Scope and Objectives of the AU PHLMS M&E Framework .......................... 46
7.2 Measuring Implementation of PHLMS .............................................................. 47
7.2.1 Selecting PHLMS Indicators ........................................................................... 47
7.2.2 Impact Indicators ............................................................................................. 47
7.2.3 Outcome Indicators ......................................................................................... 48
7.2.4 Output (Strategic Objectives) Indicators ....................................................... 49
7.3 Management Cycle and Governance of the PHLMS M&E Framework ........... 50
7.3.1 Planning and Operations Framework ............................................................ 50
7.3.2 Establishing Baselines and Setting Targets ................................................. 51
ANNEXES .................................................................................................................... 52
ANNEX 1: AU PHLMS M&E INDICATOR FRAMEWORK .......................................... 52
Annex 2: Glossary of Terms .................................................................................... 57
ANNEX 3: GUIDING PRINCIPLES IN THE FORMULATION OF THE PHLM
STRATEGY .................................................................................................................... 61
ANNEX 4: SUMMARY OF VISION, GOAL AND OBJECTIVES OF POST-HARVEST
LOSS MANAGEMENT STRATEGIES OF ETHIOPIA, KENYA, TANZANIA, ZAMBIA
AND ZIMBABWE ........................................................................................................... 63
ANNEX 5: STUDY COUNTRY POST-HARVEST STRATEGY BRIEFS ....................... 66
I. ETHIOPIA ................................................................................................................ 66
I.1. Overview .............................................................................................................. 66
I.2. Strategic Issues in Post-harvest loss management in Ethiopia ..................... 67
I.3. Vision, Mission and Objectives ......................................................................... 69
II. KENYA .................................................................................................................... 69
II.1. Overview .............................................................................................................. 69
II.2. Vision, Mission and Objectives of the Strategy ............................................... 70
II.3. Strategic Issues in Post-Harvest Management in Kenya ................................ 71
III. TANZANIA ........................................................................................................... 71
III.1. Overview .............................................................................................................. 71
III.2. Strategic Issues in Post-harvest loss management in Tanzania .................... 72
III.3. Vision, Mission and Objectives of the Strategy ............................................... 72
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IV. ZAMBIA ................................................................................................................ 72
IV.1. Overview .......................................................................................................... 72
IV.2. Strategic Issues in Post-harvest loss management in Zambia ................... 73
IV.3. Vision, Mission and Objectives of the Strategy ............................................ 73
V. ZIMBABWE ............................................................................................................. 74
V.1. Overview .............................................................................................................. 74
V.2. Strategic Issues in Post-harvest loss management in Zimbabwe .................. 74
V.3. Vision, Mission and Objectives of the Strategy ............................................... 76
REFERENCES ............................................................................................................. 78
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ABBREVIATIONS AND ACRONYMS
AGRA Alliance for a Green Revolution in Africa
APHLIS African Post-Harvest Losses Information System
AU African Union
AUC African Union Commission
BR Biennial Report
CAADP Comprehensive Africa Agriculture Development Programme
DREA Department of Rural Economy and Agriculture
FAO Food Agriculture Organisation
GHI Global Hunger Index
IFPRI International Food Policy Research Institute
NDC Nationally Determined Contributions
NPCA NEPAD Planning and Coordinating Agency
NPHLMS National Post-harvest loss management Strategy
PH Post-Harvest
PHL Post-Harvest Loss
PHLMS Post-harvest Loss Management Strategy
REC Regional Economic Community
SDG Sustainable Development Goal
TZS Tanzanian Shilling
UN United Nations
URT United Republic of Tanzania
URT United Republic of Tanzania
US United States (of America)
US$ United States Dollar
RBM Results-Based Management
M&E Monitoring and Evaluation
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ACKNOWLEDGEMENTS
The African Union Commission wishes to acknowledge the support by and thank the FAO
in the development of this strategy which will provide guidance and support at the national
level in the attainment of the Malabo Declaration Commitment with specific regards to the
third commitment to ending hunger by 2025 through, among other interventions, halving
(decreasing by 50%) the current levels of post-harvest losses by the year 2025.
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EXECUTIVE SUMMARY
Overview
At its 23rd Ordinary Session of the African Union Assembly held in Malabo, Equatorial
Guinea, in June 2014, Heads of State and Government adopted eight commitments that
now make up the ‘Malabo Declaration on Accelerated Agricultural Growth and
Transformation for Shared Prosperity and Improved Livelihoods’. Among the many targets
that the African Union Commission was mandated to report on in the Agricultural Review
Process is the target to halve the current levels of Post-Harvest Losses by the year 2025
under Malabo Declaration commitment to ending hunger in Africa by 2025.
In line with this target and with the support from the Food, Agriculture Organisation (FAO)
of the United Nations, the Department of Rural Economy and Agriculture (DREA) of the AUC
undertook to support efforts on the continent by developing this, the African Union Post-
Harvest Loss Management Strategy (PHLMS). In addition to achieving the targets of the
Malabo Declaration, the implementation of this strategy will also support the attainment, at
the global level, of the United Nations Sustainable Development Goal (SDG) Goal 12.3
which aims, by 2030, to halve per capita global food waste at the retail and consumer levels
and reduce food losses along production and supply chains, including post-harvest losses.
The concept of post-harvest loss management that this strategy presents describes an
integrated approach to dealing with post-harvest losses by bringing together all possible
forms of approaches across the entire agricultural value chain that together contribute to
reduced levels of losses occurring during and post harvesting of grains, fruits, vegetables,
oilseeds and all food crops, livestock and fisheries products.
Overview of Post-Harvest Losses in Africa
Food loss and waste is a global phenomenon and is not restricted to the African continent.
Roughly one-third of the food produced in the world for human consumption gets wasted.
Food losses and waste amount to roughly USD 680 billion in industrialized countries and
USD 310 billion in developing countries (FAO). Total quantitative food loss in sub-Saharan
Africa has been estimated at a 100 million metric tonnes per year. For grains alone, the
value of post-harvest losses are estimated to equate to approximately USD 4 billion/year (at
2007 prices), which could meet the annual food requirements of about 48 million people and
exceeds the annual value of grain imports into Africa and the value of total food aid received
in sub-Saharan Africa over the past decade.
Post-harvest losses occur both in quantitative terms, affecting food availability and nutrition
security, and in qualitative terms, affecting the food use and utilisation as well as food
availability. Apart from reducing the total amount and quality of food available, PHL also
exacerbate the already fragile poverty ridden rural economies by eroding income generation
along the food value chain and therefore affect the accessibility as well as sustainability of
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food and nutrition security. Overall, PHL singly has a tremendous impact on the totality of
food and nutrition security. Therefore halving post-harvest losses from current levels will
have a tremendous positive impact in reducing food insecurity on the African continent.
Based on the 2017 regional scorecard for implementing Malabo Declaration as calculated
in the Inaugural Biennial Review Report of the African Union Commission (AUC 2018), it
would appear that the key challenges facing the continent include lack of:
a. awareness and communication on the impact or consequences of post-harvest

losses (PHL);
b. awareness of standardised post-harvest loss measurement methodologies;
c. targeted policies and / or strategies at the national levels on PHL;
d. appreciation of the economic value of PHL and its impact on food security;
e. research and development including lack of evidence-based PHL assessments;
f. institutional and organisational arrangements including lack of support for
generation and dissemination of PHL best practices and knowledge; and
g. targeted financing and investment in PHL activities.
It is such challenges therefore that this strategy will address from a continental perspective
in support of actions to be taken in the same areas at the regional economic community
level and ultimately at the Member States level.
Purpose of the Strategy
Drawing from the challenges and constraints identified, this strategy has been designed in
a generic manner that allows for commodity specific post-harvest loss management
interventions to be effectively guided. It is intended therefore that the African Union Post-
Harvest Loss Management Strategy contribute to enhanced food and nutrition security at
the Member States level through reduced post-harvest losses in food including horticultural
crops, livestock and fisheries products.
Strategic Focus Areas
To the above effect, this Strategy will focus on four strategic issues which form the four
pillars of the Strategy, namely: (a) Policy, Awareness and Institutional Capacity; (b)
Knowledge Management, Data, Skills and Human Development; (c) Technology, Markets
and Infrastructure; and (d) Finance and Investment. This strategy will be operationalised in
five-year cycles allowing for progressivity based on experiences gained during the
implementation of the one five-year period into the next. The implementation of identified
interventions under each pillar will be prioritised in a manner that allows for quick impact and
results.
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The implementation of this Strategy will be supported by a PHL Management Monitoring
and Evaluation (M&E) system designed to monitor the outcomes of PHL reduction plans,
interventions, strategies and policies.
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PART 1: BACKGROUND
1.1. Overview
To mark the 10th anniversary of the Comprehensive African Agriculture Development

Programme (CAADP), the African Union launched 2014 as the “Year of Agriculture and
Food Security” during its 22nd Assembly held in Addis Ababa, Ethiopia. The climax of the
2014 AU Year of Agriculture and Food Security was marked during the 23rd Ordinary
Session of the African Union Assembly held in Malabo, Equatorial Guinea, in June 2014
under the theme, “Transforming Africa’s Agriculture for Shared Prosperity and Improved
Livelihoods through Harnessing Opportunities for Inclusive Growth and Sustainable
Development” when Heads of State and Government of the African Union Member States
adopted the ‘Malabo Declaration on Accelerated Agricultural Growth and Transformation for
Shared Prosperity and Improved Livelihoods’. Through this declaration, Heads of State and
Government:
I. Recommitted to the principles and values of the Comprehensive Africa

Agricultural Development Programme (CAADP) process;
II. Committed to enhancing investment finance in agriculture;
III. Committed to ending hunger in Africa by 2025;
IV. Committed to halving poverty by the year 2025 through inclusive agricultural
growth and transformation;
V. Committed to boosting intra-African trade in agricultural commodities and
services;
VI. Committed to enhancing resilience of livelihoods and production systems to
climate variability and other related risks;
VII. Committed to mutual accountability to actions and results; and
VIII. Undertook to strengthen the African Union Commission to support delivery on
these commitments (AUC 2014).
To expedite the translation of these commitments into results, the Malabo Declaration called
for, among other actions:
a. the African Union Commission (AUC) and NEPAD Planning and Coordinating Agency
(NPCA) to develop an implementation strategy and roadmap that facilitates
translation of the 2025 vision and goals of Africa Accelerated Agricultural Growth and
Transformation into concrete results and impacts, and report to the January 2015
Ordinary Session of the Executive Council for its consideration;
b. the AU Commission and Regional Economic Communities (RECs) to facilitate the

acceleration of economic integration to boost intra-Africa trade in food and
agriculture;
c. the AU Commission and NPCA, in collaboration with partners;
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i. to develop mechanisms that enhance Africa’s capacity for knowledge and data
generation and management to strengthen evidence-based planning and
implementation;
ii. to institutionalize a system for peer review that encourages good performance
on achievement of progress made in implementing the provisions of this
Declaration and recognize biennially exemplary performance through awards;
iii. to conduct on a biennial basis, beginning from year 2017, Agricultural Review
Process, and report on progress to the Assembly at its January 2018 Ordinary
Session;
d. the African stakeholders, including farmers, pastoralists, fishers, private sector

operators in agriculture, agribusiness and agro-industries, civil society organisations,
and financial institutions, to rally behind the realization of the provisions of this
Declaration and take advantage of the huge opportunities that it presents;
e. the African Agricultural Research and Knowledge Institutions to vigorously support

the realization of this agenda through an integrated and coherent manner, building
on national systems and capacities; and
f. the Development Partners to rally and align their technical and financial support in a
harmonized and coordinated manner to support the implementation of the provisions
of this Declaration.
Among the many targets that the AUC was mandated to report on in the Agricultural Review
Process is the target to halve the current levels of Post-Harvest Losses by the year 2025
under Malabo Declaration commitment to ending hunger in Africa by 2025. To achieve this
target requires the coordinated support and action of all the parties named above in the
Malabo Declaration:
(i) The AUC and NEPAD taking on the leading and coordinating role;
(ii) RECs working with and supporting Member States in the implementation of
strategies that reduce hunger and in particular, post-harvest losses;
(iii) African stakeholders whose role is to actually implement the strategies designed,
with their input, that lead to reduced hunger;
(iv) African Agricultural Research and Knowledge Institutions whose role involved
knowledge generation, analysis and dissemination on issues including post-
harvest loss; and
(v) Development Partners in the financial and technical support of various initiatives
aimed at reducing hunger including through post-harvest loss management.
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In line with the target to halve the current levels of post-harvest losses, and with the support
from the Food, Agriculture Organisation (FAO) of the United Nations, the Department of
Rural Economy and Agriculture (DREA) of the AUC undertook to support efforts on the
continent by developing this, the African Union Post-Harvest Loss Management Strategy
(PHLMS). In addition to achieving the targets of the Malabo Declaration, the implementation
of this strategy will also support the attainment, at the global level, of the United Nations
Sustainable Development Goal (SDG) Goal 12.3 which aims, by 2030, to halve per capita
global food waste at the retail and consumer levels and reduce food losses along production
and supply chains, including post-harvest losses (ECOSOC, 2016)
Furthermore, the implementation of the African Union Post-Harvest Loss Management

Strategy will also support the attainment of the commitments by AU Member States under
the Paris Agreement and the Nationally Determined Contributions (NDC) to curb national
emissions resulting from, among other causes, increased food production patterns, a
considerable amount of which is lost through post-harvest food practices.
1.2. Process Of Developing The Post-Harvest Loss Management

Strategy
The process of developing this strategy drew from three main processes. First was the
literature review process through which elements of post-harvest loss management are
derived and adapted for this strategy. In the second instance, using a selected set of
countries, a review of their post-harvest loss management strategies was undertaken to
advance common issues of continental relevance against which a continental strategy could
be developed. The selected countries of study were limited to Ethiopia, Kenya, Tanzania,
Zambia and Zimbabwe. This was to take advantage of recent work performed by the FAO
in these countries towards the development of their national post-harvest loss management
strategies.
Through a regional workshop held in Nairobi, Kenya in July 2018, experiences and
knowledge were shared in the sphere of post-harvest loss activities by the four countries,
Kenya, Tanzania, Zambia and Zimbabwe. It is intended that the experiences of the five
countries studies be scaled up to other countries and that as more countries are studied,
that additional knowledge and information will further bolster this strategy. In the third
instance, consultations with key stakeholders were also conducted to ensure inclusivity and
therefore congruence of ideas on the need, design and structure of a continental level PHLM
strategy.
1.3. Concept of Post-Harvest Loss Management
It is essential that common ground be established as issues of post-harvest losses, food

waste, food security and other similar terms have oftentimes been confused with each other
or are given different meanings within the concept of post-harvest loss management. The
3
following are definitions of a selected few common terms used in post-harvest loss
management.
Food losses are defined as “the decrease in edible food mass throughout the part of the
supply chain that specifically leads to edible food for human consumption” (FAO 2011, p. 3).
Food losses take place at the production, harvesting, primary handling, aggregation,
storage, transport, processing, distribution, and consumption segments (FAO 2014). Food
losses occurring on the demand side of the food chain (retail and final consumption) are
generally referred to as “food waste”, which relates to retailers’ and consumers’ behavior.
(Parfitt et al., 2010 as quoted by FAO 2011, p. 3). In the FAO 2014 Definitional Framework
of Food Loss working paper, ‘food loss’ is simply defined as the decrease in quantity or
quality of food.
Post-harvest food loss refers to a decrease in quantity and/ or quality of food mass on the
supply side of the food chain. It is defined as ‘measurable qualitative and quantitative food
loss along the supply chain’ (De Lucia and Assennato, 1994; Hodges, Buzby and Bennett,
2011, as quoted by Aulakh et al, 2013); Consequently, post-harvest is not only
multidimensional but multidisciplinary involving the agriculture sector; agro-processing
industry; health and nutrition sector; distribution and manufacturing sectors, among others.
Quantitative food loss refers to the decrease in edible food mass available for human
consumption (FAO, 1980). In the FAO 2014 Definitional Framework of Food Loss working
paper, ‘quantitative food loss’ is simply defined as the decrease in mass of food. In physical
terms, this is grain removed from the post-harvest supply chain and not consumed due to,
among other causes, spillage, consumption by pests and also due to physical changes in
temperature, moisture content and chemical changes. The quantity lost would have either
deteriorated rendering it inedible or discarded for failure to meet regulated standards to eat
as a food or to use as an animal feed.
Qualitative food loss is when food loses its quality attributes resulting in the deterioration
in quality leading to a loss of economic, social and nutritional value. The qualitative loss can
occur due to incidence of insect pests, mites, rodents and birds, or from handling, physical
changes or chemical changes in fat, carbohydrates and protein, and by contamination of
mycotoxins, pesticide residues, insect fragments, or excreta of rodents and birds and their
dead bodies. When this qualitative deterioration makes food unfit for human consumption
and is rejected, this contributes to food loss (Aulakh et al, 2013). In most cases, the quality
deterioration goes along with a significant loss of nutritional value, which might affect the
health and nutrition status of the whole community (FAO 2014). In the FAO 2014 Definitional
Framework of Food Loss working paper, ‘qualitative food loss’ is simply defined as the
decrease of quality attributes of food.
The concept of post-harvest loss management therefore describes an integrated approach

to dealing with post-harvest losses. As defined in some of the terms above, post-harvest
loss management is about bringing together all possible forms of approaches across the
entire value chain that together contribute to reduced levels of losses occurring during and
4
post harvesting of grains, fruits, vegetables, oilseeds and all food crops, livestock and
fisheries products. Additional related terms are defined in Annex 2 (Glossary of Terms).
1.4. Demand for Development Assistance in Post-Harvest Loss

Management
According to the FAO who have undertaken a series of analysis through their country
programming frameworks in FAO Member Counties in five developing regions for the period
2013 – 2020, they have identified a high need for development assistance support in dealing
with post-harvest losses in the Sub-Saharan Africa region. From this results of this
assessment, as depicted in Figure 1, the FAO concluded that there is a high level of demand
for developmental assistance to address food loss and waste and post-harvest loss in
African countries.
Figure 1: Less of Development Support Requirements by Region
Reduction of Post-Harvest Losses (PHL) and Food Loss

and Waste (FLW) - A Priority for Developing Regions
including in Africa
High level of demand for developmental assistance to
address FLW and PHL in African countries.
50
40
30
20
10
0
SS Africa NENA Central Asia and South REU Total
Asia Pacific and
Central
America
# countries PHL FLW

Source: Presentation by Mireille Totobesola PH.d.), Project Manager, Nutritional and Food Systems Division
(ESN) of the FAO, during the AU-FAO Post harvest Regional Workshop, Nairobi, 24-25 July 2018: Compiled
from FAO Country Programming Frameworks
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1.5. Structure of the Document
The document is structured into six parts. Part 1 has provided the background to the
development of this strategy, and the concept of post-harvest loss management. Part 2
discusses the rationale for developing a continental level post-harvest strategy and its
importance to the continent. Part 3 summarises the key strategic issues in post-harvest loss
management at the national level in the five countries studied, namely, Ethiopia, Kenya,
Tanzania, Zambia and Zimbabwe. Each of these country reports are presented in Annex 5
for detailed reading. These five country examples are used to highlight key challenges and
constraints that give rise to the need for a continental level coordinated approach to the
strategy.
Part 4 is the suggested post-harvest loss management strategic framework outlining the
vision, goal and objectives of post-harvest loss management. Part 5 outlines indicative
strategic interventions that the strategy proposes to implement.. Part 6 outlines the strategy
implementation framework. Through the regional workshop held on Nairobi, Kenya in July
2018, some attempt at prioritising and phase implementation of activities for immediate to
short term, medium term and long-term implementation is also presented. Lastly, Part 7
outlines the monitoring and evaluation framework for the post-harvest loss management
strategy.
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PART 2: RATIONALE FOR AFRICAN UNION POST -
HARVEST MANAGEMENT STRATEGY
2.1. Overview Of Post-Harvest Losses In Africa
Food loss and waste is a global phenomenon and is not restricted to the African continent.
Roughly one-third of the food produced in the world for human consumption gets wasted.
Food losses and waste amount to roughly USD 680 billion in industrialized countries and
USD 310 billion in developing countries (FAO).
Total quantitative food loss in sub-Saharan Africa has been estimated at a 100 million metric
tonnes per year. For grains alone, the value of post-harvest losses are estimated to equate
to approximately USD 4 billion/year (at 2007 prices), which could meet the annual food
requirements of about 48 million people and exceeds the annual value of grain imports into
Africa and the value of total food aid received in sub-Saharan Africa over the past decade.
It is in this regard that amongst the seven commitments made by the Heads of State and
Governments in Malabo, the third commitment on ending hunger in Africa by 2025 is directly
relevant to the efforts to reduce PHL. The target is to halve (decrease by 50%) the current
levels of post-harvest losses by the year 2025.
Christiaensen et al, (2018, p. 155) concluded that from a policy perspective, targeting PHL
interventions to improve post-harvest handling techniques (especially those on the farm)
is key to reducing post-harvest losses. Furthermore, they also concluded that scaling up
these interventions must be based on a better understanding of the true extent of PHL.
They contend that the use of nationally representative household survey data as a PHL
measuring methodology is an important step in the right direction. Furthermore, their
findings suggest that interventions encouraging the use of improved storage and crop
protection technologies would be effective in reducing food loss. Christiaensen et al,
(2018, p. 155) also warned, however, that this must be weighed against the cost of PHL
interventions. Outside improved storage and crop protection technologies, (Christiaensen
et al, 2018, p. 155) also concluded that the need for better market access and for higher
post-primary education were crucial for PHL management. Not only dot these factors
identified by Christiaensen et al confirm the multidimensional nature of post-harvest losses
but also the multi-disciplinary nature of management support that is required to deal with
post-harvest losses.
In other works by Sheahan et al (2017), they also reached the conclusion that reducing post-
harvest losses (PHL) is a key pathway to food and nutrition security in sub-Saharan Africa.
Some of the major challenges found in relation to PHL management include: knowledge of
PHL magnitudes which currently is limited; inadequacies of loss assessment
methodologies that result in inaccurate PHL estimates; the issue that losses are often
economic rather than physical product losses yet that economic value of PHL is rarely
known or calculated; and failure to address dynamics of supply chains by most
technologies for loss mitigation. Sheahan et al (2017) concluded that rigorous PHL
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assessment using systematic methodologies, as well as holistic approaches for
losses mitigation are needed on the African continent.
There are many volumes and studies that have over time been conducted and written on
the subject matter of PHL on the African continent and all seem to come to similar
conclusions as outlined above, namely: (a) issues of policy targeting at interventions towards
post-harvest loss reduction; (b) methodologies and practices of measuring PHL; (c)
technologies and practices of storing and protecting food crops; (d) market access; and (e)
educational levels, behavioural and cultural practices of various communities particularly
smallholder farmers as they influence their understanding of PHL.
2.2. Critical Post-Harvest Loss Points
It has been established from research and assessment works over the years such that it is
now common cause that post-harvest losses occur throughout the agricultural value chain.
The quantum differs by stage and by level of sophistication and efforts designed to reduce
post-harvest losses. Diagram 1 typically represents the stages through which food losses
can and do occur from production to consumption.
Diagram 1: Post-harvest Losses throughout the Agricultural Value Chain
Source: Presentation by FANRPAN during the AU-FAO Post harvest Regional Workshop, Nairobi, 24-25
July 2018
As observed earlier, post-harvest loss management calls for multidimensional and multi-
disciplinary support throughout the agricultural value chain.
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2.3. Relevance of Post-Harvest Losses to Food and Nutrition Security
Earlier, food security was defined to exist when all people at all times have physical, social
and economic access to sufficient, safe and nutritious food to meet their dietary needs
and food preferences for an active and healthy life. Food and nutrition security is anchored
on four pillars of food availability, access to food, utilization of food and stability of
supply of food must exist. Diagrammatically, this can be represented as in Diagram 2.
Diagram 2: The Four Pillars of Food and Nutrition Security
Food and Nutrition Security
Availability Access Use and Utilisation
 Income  Food and nutrition knowledge

 Prices  Food preparation and nutrition
Crop Production
 Markets behaviour
 Efficient Water 
 Transport Cultural traditions
use
 Infrastructure  Knowledge standards
 Stocks
 Food distribution within  Health status
 Trade
households  Hygiene
 Gender issues  Care opportunities
Stable supply, Risk reduction, Environmental sustainability
Source: Adapted after FAO
Also as defined earlier, post-harvest losses occur both in quantitative terms, affecting the
food availability pillar of food and nutrition security, and in qualitative terms, affecting the
food use and utilisation pillar as well as the food availability pillars of the food and nutrition
security. Apart from reducing the total amount and quality of food available, PHL also
exacerbate the already fragile poverty ridden rural economies by eroding income generation
along the food value chain and therefore affect the accessibility as well as sustainability
pillars of food and nutrition security. Overall, PHL singly has a tremendous impact on the
totality of food and nutrition security. Therefore halving post-harvest losses from current
levels will have a tremendous positive impact in reducing food insecurity on the African
continent.
While the impact of post-harvest losses on food security is undoubted, very little is done
about it. The significance of not prioritizing post-harvest losses can be demonstrated in the
reported case of Ethiopia in 2010. According to the US Department of State (2013), the
9
United Nations Food and Agriculture Organisation and the World Food Program Crop and
Food Security Assessment Mission estimated total post-harvest losses of 2.04 million tons
of grain in Ethiopia in 2010. At the same time, Ethiopia’s import requirements stood at 1.16
million tons. (US Dept. of State, 2013). Theoretically, had Ethiopia been successful at
cutting their post-harvest losses by 50% in 2010, they would not have needed to import
grains. Apart from the mere physical tonnage in losses reflected in these numbers, there is
considerably more lost in the value of inputs that produced the 2.04 million, the labour, the
time and all that went into its production.
Added to the loss in value of the estimated 2.04 million tones PHL experienced in Ethiopia
in 2010 is the cost of importing 1.16 million tons of grains. In practical terms therefore, the
economic value of PHL experienced in Ethiopia in 2010 was the sum total of the value of
PHL and imports, a total value worth 3.2 million tons of grain. The issue that should therefore
concern African governments, and therefore the importance being placed on this strategy
by the African Union, is how much would an investment of such magnitude as lost in PHL in
the experience of Ethiopia in 2010 would have improved the quality of life of the people of
Ethiopia had that been put to reducing PHL?
Another example derives from the National Post-Harvest Management Strategy (2017-
2027) of the United Republic of Tanzania. The PH Management Strategy of Tanzania
reported that, despite the increase of cereal crops production at national level to an
estimated 9.455 million tons on average per year, technologies used for harvesting and
processing cereals are poor and this has led to PHLs in the region of 3.782 million tons on
average per year in Tanzania, a staggering 40% loss in annual national production of cereals
to PHLs.
The monetary loss in cereal grains in Tanzania due to post-harvest losses is fairly significant.
According to the National Post-Harvest Management Strategy (2017 – 2027), of the
estimated Tanzanian Shillings (TZS) 3.92 billion (approximately US$1.7 million) value in
maize produced annually, approximately TZS600 million (US$265,000) is lost along the
value chain. This is a monetary loss of approximately 15.3%. Of the sorghum annual
production valued at approximately TZS767 million, the estimated monetary loss is TZS95
million or 12.4% loss. In Rice, of the estimated TZS 2.58 billion worth of rice produced, an
estimated loss of TZS276 millions or 10.7% is experienced annually. The real economic
value lost due to these PHL is the value of both the quantitative and qualitative loss of food
in Tanzania and the cost of any imports made to cover the shortfalls in national food
supplies. Valued against the efforts required to ensure PHL reduction, the economic value
of these losses is staggering.
Just these two examples clearly demonstrate that there is value in increasing investment
into reducing post-harvest losses than continually investing in increased production which
gets increasingly lost through post-harvest losses. Hence the desire, through the Malabo
Declaration Biennial Report, to monitor and report on the PHL indicator. It can be inferred
therefore that at the continental level, the African Union is justified in taking steps to address
this issue lest the gains from the CAADP programme and those from many other
10
frameworks, yield little towards ensuring a more sustainable and enhanced food security
situation across the continent.
2.4. Ending Hunger in Africa by 2025
According to the 2016 Global Hunger Index (GHI) Africa Edition produced by the
International Food Policy Research Institute (IFPRI), while the level of hunger in all countries
across the continent of Africa, for which GHI scores could be calculated, has declined since
2000, the level of hunger in many countries remains unacceptably high with only three
countries out of 42 African countries with scores that fall into the “low” hunger category,
while 28 fall into the “serious” category and five countries have 2016 scores in the “alarming”
category. A reduction in post-harvest losses, among other strategies to enhance the food
and nutrition security on the African continent, will go a long way to alleviating the huge
hunger problem facing the continent.
By its nature and as revealed in many study works over the years, the target to half the
current levels of post-harvest losses by 2025 calls for greater understanding and efforts
towards the establishment of current levels of post-harvest losses in food crops. There is
no real agreement at the national level as to the exact level of losses that are being
experienced. To that effect, the Malabo Declaration target requires that extensive research
and analytical work on PHL estimations be undertaken simply to establish the current
levels of post-harvest losses against which the target of halving this level of losses can be
applied. Other key issues that also emerge with analysing country level losses include
methods of post-harvest assessment and analysis which depend on the authority cited;
financial support and investment into post-harvest lose reduction; as well as the
political willingness and policy level awareness on post-harvest losses.
The performance target on post-harvest losses as outlined in the Technical Guidelines

for reporting on Malabo Declaration (as issued by the African Union1) is to Halve
(decrease by 50%) the current levels of Post-Harvest Losses (PHL), by the year 2025
from the year 2015. To measure this, the performance indicator was calculated on the
Reduction rate of Post-Harvest Losses for (at least) the 5 national priority commodities,
and possibly for the 11 AU agriculture priority commodities. This rate was defined as a
percentage of total production that is lost (quantitative and qualitative) during all the
phases of the post-harvest system (harvesting, storage, transport, processing,
packaging and sales) for priority products.
The results of the Biennial Report (BR) on Malabo Declaration commitments on the post-
harvest losses target are presented in Table 1, a summary of the outcome of reports
received from Member States on this indicator. Only five countries on the continent reported
1
As lead in the process of implementing the Malabo Declaration, the African Union Commission (AUC)
established the Biennial Review and Reporting Mechanism to allow for regular country progress reports
to the AU Assembly on the implementation of the Malabo Declaration. The first such report was prepared.
and submitted at the African Union Assembly held in January 2018 and formally launched in Libreville,
Gabon at the 14th CAADP Partnership Platform Meeting held in April 2018.
11
as having collected data on post-harvest losses in their countries. In all five cases, the
countries are on track towards achieving the post-harvest loss target by 2025. This is only
9% of the continent that demonstrated explicit efforts and reporting on post-harvest losses
in their countries. 76% of the continent (42 Member States) did not report on the indicator.
Table 1: Summary of the African Continent Responses to the Malabo Declaration

Ending Hunger by 2025 target on post-harvest losses.
No. Countries On Track Countries Not on Track in PHL Countries that did not
in PHL Indicator Indicator report on PHL Indicator
1 Malawi Angola Benin Algeria (no data)
2 Mauritania Botswana Burundi Comoros (no data)
3 Rwanda Burkina Faso Cameroon Eretria
4 Togo Cabo Verde Central African Guinea-Bissau (no data)
Republic
5 Uganda Chad Congo Libya (no data)
6 Cote d’Ivoire DR Congo Rep A Saharawi (no
data)
7 Djibouti Egypt Somalia (no data)
8 Equatorial Ethiopia South Sudan (no data)
Guinea
9 Gabon Gambia
10 Ghana Guinea
11 Kenya Lesotho
12 Liberia Madagascar
13 Mali Mauritius
14 Morocco Mozambique
15 Namibia Niger
16 Nigeria Sao tome & Principe
17 Senegal Seychelles
18 Sierra Leone South Africa
19 Sudan Swaziland
20 Tanzania Tunisia
21 Zambia Zimbabwe
Grand Total 5 (9%) 42 (76%) 8 (15%)
Source: Biennial Report to the AU Assembly on implementing the June 2014 Malabo Declaration: 2017 Report to the
January 2018 Assembly – by Department of Rural Economy and Agriculture (DREA) of the African Union,
As this Biennial Report was the first such reporting mechanism on Malabo Declaration
commitments, there was need to develop and establish benchmarks for various targets and
indicators reported on. Using data collected during the exercise and literature reviewed, the
2017 benchmark score for achieving the Malabo Declaration target by 2025 was set at one
(1). This score or benchmark is the minimum score that a country should have to attain to
be on track in that particular year to achieving the Malabo Declaration target on post-harvest
loss reduction. Any country scoring 1 or above 1, would be considered to be on track
towards achieving the Malabo Declaration target on post-harvest loss reduction. Any
country scoring below 1 is considered to not be on track to achieving this target.
12
Based on the 2017 regional scorecard for implementing Malabo Declaration as calculated
in the Inaugural Biennial Review Report of the African Union Commission (AUC 2018), the
following are regional performances against the target to halve the current levels of post-
harvest losses by 2025:
a. The Central Africa Region2 with an aggregate calculated score of 0.0 is as a

whole not on track towards meeting the Malabo Declaration target on post-
harvest loss;
.
b. The Eastern African Region3 with an aggregate calculated score of 0.42 has the
highest computed score towards meeting the target but it still remains below the
1.0 benchmark;
c. The Northern African Region4 at 0.40 was not on track towards achieving the
Malabo Declaration target;
d. The Southern African Region5 at 0.34 was also not on track to achieving the
Malabo Declaration target;
e. The West Africa Region6 at 0.13 was also not on track to achieving the Malabo
Declaration target; and
All regions were, in aggregate, not on track towards achieving the Malabo Declaration target
on post-harvest loss reduction. The aggregate calculated score for Africa as a whole at 0.26
raises very serious concerns at the continent’s focus on post-harvest losses yet PHL is singly
one of the most important factors affecting food and nutrition security.
The lack of data reporting on the indicator seems to indicate a major challenge with post-
harvest loss management including monitoring and reporting in the majority of the African
Member States. Crucially what these results seem to indicate, among many elements, is
the lack of:
h. awareness and communication on the impact or consequences of post-harvest

losses (PHL);
i. awareness of standardised post-harvest loss measurement methodologies;
2
Central African Region comprised 9 countries, namely, Angola, Cameroon, Central African Republic, Chad, Congo,
Democratic Republic of Congo, Equatorial Guinea, Gabon, and Sao Tome and Principe.
3
East African Region comprised 12 countries, namely, Burundi, Comoros, Djibouti, Eritrea, Ethiopia, Kenya, Rwanda,
Somalia, Sudan, South Sudan, Tanzania and Uganda;
4
North African Region comprised 7 countries, namely, Algeria, Egypt, Libya, Mauritania, Morocco, Saharawi and
Tunisia.
5
Southern African Region comprised 12 countries, namely, Botswana, Lesotho, Eswatini, Madagascar, Malawi,
Mauritius, Mozambique, Namibia, South Africa, Seychelles, Zambia and Zimbabwe.
6
West African Region comprised 15 countries, namely, Benin, Burkina Faso, Cape Verde, Cote d’Ivoire, Gambia,
Ghana, Guinea, Guinea-Bissau, Liberia, Mali, Niger, Nigeria, Senegal, Sierra Leone and Togo.
13
j. targeted policies and / or strategies at the national levels on PHL;
k. appreciation of the economic value of PHL and its impact on food security;
l. research and development including lack of evidence-based PHL assessments;
m. institutional and organisational arrangements including lack of support for

generation and dissemination of PHL best practices and knowledge; and
n. targeted financing and investment in PHL activities.
It is such elements therefore that this strategy will attempt to address from a continental
perspective in support of actions to be taken in the same areas at the regional economic
community level and ultimately at the Member States level. This is supported by work done
by the FAO. In Diagram 3, the FAO outline the various domains of work required to address
food losses and post-harvest loss. These are methods and tools, data and information,
capacity development and knowledge development. In the same Diagram, the FAO give
exampled (on the right hand side) of potential sources or materials that can be used in
achieving these domains of work.
Diagram 3: Domains of Work to Address Food Losses and Post-Harvest Reduction
Sources of Potential support /

Domains of Work
Materialss of Work
Methodologies and Tools Partnerships and Collaboration
 Food loss analysis methodology More than 900 SAVE FOOD partners
 Public & Private sector
 Academia & Research Institutions
 Civil society
Data and Information
 Development agencies
 Measurement and Statistics
Capacity Development Awareness Raising and Advocacy

 Training of trainers and  Save Food Congresses
Stakeholders  Technical presentations
 Awareness-raising campaigns
 Social media campaigns
 National Save Food Networks
Knowledge Development
- Impacts on food security
- Impacts on nutrition
Knowledge sharing
- Impacts on Gender
 Global Community of Practice on
- Environmental impacts
Food Loss
- Ecological impacts
 FAO/IFPRI G20 Technical
- Informing investment requirements
Platform on Food Loss and
- Informing the policy development
Waste
 Save Food e-Newsletter
14
Source: Presentation by Mireille Totobesola PH.d.), Project Manager, Nutritional and Food Systems Division
(ESN) of the FAO, during the AU-FAO Post harvest Regional Workshop, Nairobi, 24-25 July 2018: Compiled
from FAO Country Programming Frameworks
2.5. Observations from Consultative Missions
2.5.1. Consultative Missions
During the course of developing this strategy, limited consultations were held during country
missions undertaken. Due to limited resources, not all countries could be visited and
therefore virtual consultations were also part of the strategy to obtain views and comments
in the formulation of this strategy. Key visits made were to Ethiopia, Addis Ababa to meet
and consult with the officials from the AUC Department of Rural Economy and Agriculture
(DREA), the FAO Sub-Regional Office for Eastern Africa, and the Ministry of Agriculture and
Rural Development of the Government of Ethiopia. The visit to Ethiopia was followed by a
visit to Kenya where consultations were held with the Ministry of Agriculture, Livestock and
Fisheries, Alliance for a Green Revolution in Africa (AGRA), Rockefeller Foundation African
Region Office, and the consultants responsible for developing the post-harvest loss
management strategy for Kenya.
2.5.2. Key Observations from Consultative Missions
Several key issues arose from these mission consultations that have informed the
formulation of this strategy. Key issues of a strategic nature (as opposed to administrative
issues) are summarised below.
1) Role of Private Sector in PHL

It was noted that indeed the role of the private sector in PHL is very essential
therefore the need for the establishment of engagement mechanisms with the
private sector in PHL management to allow for leveraging on private sector
expertise, finances and business interests in food and nutrition security.
2) Guiding Principles in the Formulation of the Strategy

In reflection on the proposed guiding principles for the formulation of the strategy
(as per Annex 3), the message that came out from consultations was clear to the
point that the strategy should support in the areas of coordination, facilitation and
sharing of best practices and that actions be taken at the appropriate levels. The
involvement of RECs in the processes was also considered to be extremely vital.
3) Reporting at Continental Level

The idea of reporting at the continental level was considered to be key and
therefore indeed the need for support in reporting processes and systems from
national level up through regional economic communities to continental level.
Furthermore, the importance of harmonising PHL assessment methodologies
and reporting processes to allow for better comparability of data eventually
reported on was stressed.
15
4) Standardised Assessment Methodologies
It was noted that there were conflicting assessment methodologies that were
being used at the national level in assessing PHL. There appeared to be no
agreement on what methodologies are the most appropriate therefore the need
in the strategy to consider the establishment of harmonised and standardized
PHL assessment methodologies as one of the key strategy initiatives.
5) Technical PHL Skills

It was noted that apart from the fact that there were very few higher-level
education institutions that offer PHL training, the graduates are generally lacking
in hands-on skills in PHL therefore the need, in the strategy, to consider the
introduction of practical PHL training that produces practical PHL technicians.
6) Standards and Markets

It was also proposed that the strategy should ensure discussion of issues around
standards of commodities as they affect PHL. Furthermore, the strategy, DREA
urged, should also consider market conditions and infrastructure as it affects
PHL. This would include warehousing and storage systems, commodity
exchange and price discovery systems, quality control systems and other such
market related factors.
7) Infrastructure
With respect to infrastructural issues, the expectation was that the strategy will
also cover the needs for storage and marketing facilities as well as general
infrastructural needs such as transport and logistics that would ensure the
success in post-harvest loss reduction.
8) Technologies
With respect to PHL technologies, the concern was about the efficiency of
operation of the many technologies produced to combat PHL as the proliferation
of these technologies also came with little standardization and certification of the
post-harvest technology / machinery performance standards.
9) Financing and Investment

The need for financing and investment into post-harvest loss coordination and
implementation support initiatives was stressed requiring therefore that the
strategy be sufficiently robust in this area to allow engagement with the
International Cooperating and Development Partners to supporting this effort.
The involvement of cooperating partners and financing institutions in PHL was
considered critical in the whole process. One of the key questions was how the
strategy could foster stronger engagement with private sector to support PHL
initiatives. Furthermore, how could the strategy be used to leverage and mobilise
resources for its implementation.
16
10) Financing Instruments for PHL management
It was also suggested that the study should investigate and consider seriously
ways of potentially creating a fund to support implementation.
11) Accreditation to Global Funds

As funding is oftentimes a major constraint in the implementation of policies and
strategies, it was noted that the FAO is accredited to the Global Funds. The
African Union could leverage on the FAO accreditation to secure financing
required in the implementation of this strategy.
12) Environmental Impact of PHL

It was noted that certainly PHL has an impact on the environment including from
the use (oftentimes misuse of) storage chemicals and inappropriate technologies.
Environmental concerns should therefore feature in the strategy.
13) Climate Change and Post-harvest linkages

The linkages of climate change and post-harvest losses were stressed and
therefore also the need to link into climate smart agriculture and generally climate
change initiatives to support PHL reduction.
14) Private sector investments

The private sector has generally been excluded in policy formulation, yet it is
acknowledged that actual implementation takes place at the firm and individual
level. Driven by profits, the value of reduced post-harvest losses should be of
interest to the private sector business entities and therefore the need to involve
the private sector by developing appropriate dialogue mechanisms.
15) Strategic Food Reserves

The issue of strategic food reserves was raised as one of those potential
initiatives that could support and help in reducing PHL.
16) Institutional Capacity Structures

It was stressed that there is need to include in the strategy suggestions about the
institutional capacities required to implement it.
17) Operationalisation of the Strategy

Concern was raised regarding Strategies that are developed and hardly
operationalized for implementation to contribute to alleviating the food and
nutrition security concerns on the continent and therefore the need for this
strategy to focus on more practically implementable interventions in the short,
medium and long-term.
2.6. Observations from Country Studies
17
Deriving from the experiences and challenges identified by the five countries studied, the
following is a combined listing of critical issues that need to be taken into account in the
formulation of the African Union post-harvest loss management Strategy as it is these
factors that influence whether or not African Union Member States will be able to achieve
the targets on post-harvest loss reduction. For the purpose of this strategy, these challenges
can be grouped into the following categories:
Policy Factors
a. Targeted and standardised PHLM policies and strategies at the regional and
national levels are critical.
Institutional Factors
a. Institutional and organisational arrangements for coordinating and supporting

PHLM initiatives at various levels are considered pivotal.
Knowledge Management and Skills Factors
a. Research and development including lack of evidence-based PHL

assessments and lack of support for generation and dissemination of PHL best
practices and knowledge were serious challenges requiring combined efforts at
tackling them;
b. Skills and human development including extension services training as well as

training of farmers in PHL were identified as challenges of significant concern for
any successful implementation of a PHLM strategy; and
c. Awareness and communication on the impact or consequences of post-

harvest losses (PHL) and therefore appreciation of the economic value of PHL
and its impact on food security were of significant value to PHLM.
Technological, Marketing and Agro-Processing
a. Technology and mechanisation including labour saving technologies were

considered critical;
b. Markets and market infrastructure including standards were considered

critical; and
c. Agri-business and agro-processing for processing and preservation were

considered critical.
Financing and investment Factors
a. Financing and investment in PHL initiatives needed to be improved; and

18
b. Macro-economic conditions including incentives for technology and financing
for improved PH management also needed to be improved upon.
Cross-cutting factors
a. Gender particularly as it concerns women who in the most do the majority of the
farming activities as well as perform household chores that influence food and
nutrition security;
b. Entrepreneurial skills development targeting particularly the youth; and
c. Cultural and societal behavioural practices and attitudes including education

as it impacts on understanding PHL.
These and more potential intervention areas will be discussed in more detail in Part 5,
Strategic Interventions.
19
PART 3: STRATEGIC POST-HARVEST ISSUES FROM
SELECTED NATIONAL LEVEL STRATEGIES
3.1. Background
As demonstrated in the Biennial Report on the Malabo Declaration commitments in the area
of post-harvest losses, some countries on the continent have made attempts at developing
and implementing post-harvest loss strategies but some have not done so yet. For purposes
of developing this continental post-harvest loss management strategy, five countries were
identified in consultation with partners. The countries are Kenya, Tanzania, Zambia and
Zimbabwe and Ethiopia.
It is believed that the experiences in these five countries can be scaled up and in future
phases of this process, added knowledge and information from other countries is expected
to enhance the results derived herein. The following sections will discuss and synthesize
the strategies as developed in each of the five study countries with the view to identifying
areas of common relevance for action at the continental level.
3.2. Summary Status of Post-Harvest Losses

3.2.1. Overview of Current Status of PHL in Study Countries
Based on available information, Table 2 presents a summary of the current status of post-
harvest loss strategies in each of the five countries reviewed.
The oldest established post-harvest loss management strategy of the five studied countries
is that of Ethiopia that was developed in 2016 and finally approved for implementation in
2018. All the other strategies are newer and still in draft form for formal adoption by the
countries concerned. Overall, therefore, the five study countries have not as at the time of
writing this strategy, implemented a post-harvest strategy and therefore what is available is
the theory of post-harvest loss management and not practical implementation experience.
Be that as it may, this strategy can draw inferences from these reports in the areas that they
commonly identify as requiring support or intervention. Annex 4 and Annex 5 contain
summarised versions of the post-harvest strategies developed by the five study countries
and outlines the visions, goals and objectives of each of the post-harvest strategies. The
next sections will draw out the key strategic directions of each strategy.
20
Table 2: Status of Post-harvest loss management Strategies in the Selected
Countries of Study
Country Title of the Document Rationale for Post-harvest loss management Strategy
Ethiopia Post-harvest loss management Strategy in The Strategy was developed on the recognition that focus on
Grains in Ethiopia – October 2016 primary production had tended to overlook and effectively
neglect the importance of post-harvest losses with available
data suggesting annual losses in the vicinity of 15-20 per
cent of potential grain production due to poor pre-harvest
practices and natural disasters and losses of up to 30 per
cent post-harvest due to inappropriate collection, transport,
storage, pest control systems in Ethiopia (Ethiopia, 2016, p.
ii)
Kenya Kenya Strategy for Post-Harvest Loss The strategy document for PHL reduction in Kenya does not
Reduction: 2018 - 2025 state the rationale behind the development of the strategy.
The strategy notes in general that agriculture was identified
in Kenya’s Vision 2030 as a key sector for achieving the
envisaged annual economic growth rate. Neither does the
Agriculture Sector Development Strategy nor the Food and
Nutrition Security Policy nor the National Food Safety Policy
(2013) of Kenya specifically, according to the PHL strategy,
identify post-harvest loss management as a key constraint to
food and security in that country.
Tanzania National Post-harvest loss management ‘Although the current policy environment is more receptive to
Strategy (2017 – 2027) – December 2017 the importance of PHL, the agriculture strategies have not
paid adequate attention to PHL issues in effort to increase
Second Draft produced in December 2017 food and income security’ (Tanzania, 2017, p. 3)
with the support of FAO.
Zambia Post-Harvest Management Strategy for ‘In its second national agricultural policy released in 2016,
Zambia (2018 – 2025) – March 2018 Zambia recognised post-harvest losses as one of the main
challenges that needs urgent attention (Nkonde et al 2018, p.
Draft Strategy prepared with the support of 9)
FAO and submitted in March 2018 for
consideration by FAO
Zimbabwe Postharvest Management Strategy for ‘Zimbabwe currently does not have a standalone policy on
Zimbabwe (2017 – 2025) – March 2018 Post-harvest loss management. Current policy frameworks
includes a few policy statements on Post-Harvest losses,
Draft Strategy prepared with the support of particularly of the staple maize commodity’ (Zimbabwe, 2018,
FAO and submitted in March 2018 p. viii)
3.2.2. Ethiopia
In the formulation of the Ethiopia PHLM strategy, several strategic issues were identified as
requiring attention if Ethiopia were to improve on its post-harvest loss management. The
following ten are highlighted.
1) Awareness and Communication: Observed in the case of Ethiopia was that

post-harvest losses (PHL) were an awareness issue affecting the way of doing
business. Furthermore, PHL was usually misunderstood;
2) Policy: In Ethiopia, PHL has been neglected for decades with little or no
emphasis on PHL until around 2010. Part of the key reasons for this was lack of
appreciation of the economic value of PHL and its impact on food security. As a
consequence of lack of policy direction on PHL, there was no coordination on
21
PHL issues among the various disciplines such as health, education and
agriculture in efforts to tackle PHL and there was also lack of or weak
enforcement of regulatory frameworks affecting PHL;
3) Skills and Human Development including Training: It was clear in the case of
Ethiopia that due to lack of attention on PHL, even the training curricula gave little
attention to PHL. As such, the country lacks opportunities for the few trained PHL
experts as PHL is not as generally recognised. There was also very little training
of extension service agents and farmers on PHL due to limited capacity in PHL
in institutions dealing with PHL. Generally, technologies and promotions in
agriculture mainly focus on production as priority and hardly PHL;
4) Research and Development: In Ethiopia, it was observed that research on PHL

was generally fragmented and not well coordinated such that evidencebased
study data on actual loss assessments of PHL was generally not available;
5) Markets and Market Infrastructure: In this very crucial part of the commodity
value chain processes, it was observed in Ethiopia that there was lack of formal,
coordinated marketing structures for domestically consumed commodities
thereby placing commodities produced by farmers at risk in terms of disposal
systems. Associated with this lack of formal marketing systems are the
challenges with grades and standards, pricing structures (no quality payment
incentives for domestically consumed commodities); packaging; warehouse
management; etc. This marketing environment leads generally to excessive PHL
for lack of incentives for producing or maintain quality in harvested crops and in
preserving harvested crop in such a state that will take advantage of price
fluctuations during the seasons. Exacerbating the situation is the limited / poor
infrastructure in terms of harvesting / marketing storage facilities including
commodity handling (poor fumigation and general commodity storage systems);
road and transport infrastructure, services (e.g. power) infrastructure, testing
laboratories etc. Associated with these conditions, this also meant that there
were no trade / marketing regulations for domestically consumed commodities to
provide some form of control over the handling of grains through the marketing
system.
6) Technology and Mechanisation: In Ethiopia, there is a general lack of

appropriate and access to PHL reducing technologies (post production). The
high cost of PHL technologies, the lack and high cost of service repairs, and the
lack of regulatory / standardisation of machinery (operational performance)
reduces the uptake of technology to reduce PHL losses. The of women-friendly
and time saving production / processing technologies was also sighted as a major
challenge to PHL as the majority of the commodity harvesting, processing and
handling is done by women;
7) Macro-economic conditions: At the macro level, what has hindered the update
of improved PHL methods has been the high levels of taxation on imported
22
agricultural equipment and supplies and generally the lack of regulation on labour
wages in Ethiopia;
8) Institutional and Organisational Structures: It was observed in Ethiopia that

the lack of coordination among country (including inter-disciplinary) actors
involved in PHL, the lack of support for PHL best practices and knowledge
platforms, universities, research institutions, training centres, etc; and the lack of
PHL skills, capacity and personnel for instance in the Ministry of Agriculture and
Rural Development were major setbacks to promoting good post-harvest loss
management practices;
9) Financing and Investment: Very critical to the whole issue of PHL is financial
support throughout the agricultural supply chain. This is lacking in Ethiopia and
furthermore, there has been limited budgetary resource allocation for PHL
activities. The private sector has found little incentives to get involved in PHL
issues; and
10) Agri-Business / Agro-Processing: The lack of involvement of the private sector

in inputs production and distribution; the lack of support for industry in areas such
as bag, sheller, thrasher manufacturing; and the lack of support for micro rural
agro-processing of crops have all contributed negatively to improved PHL
reduction in Ethiopia. The poorly developed agro-processing industry results in
a situation where most grains have to be consumed immediately with little
preservation for longer shelf life taking place.
3.2.3. Kenya
The Kenya Strategy for Post-Harvest Loss Reduction is anchored on four pillars identified
as drivers for post-harvest loss reduction in Kenya, namely, policies, institutions, PHL
reduction practices and PHL reduction services. More specifically:
1) Lack of policy focus on post-harvest loss reduction: Post-harvest food

losses in Kenya are estimated at 20-30%. Where there is mention of PHL in some
policies, these policies are said to have been ineffective as they do not address
post-harvest losses at critical source points. Subsector policies have tended to
focus more on boosting production and promoting markets rather than on
addressing losses along the food supply chains. Inadequate budgetary allocation
for implementation of current policies also exacerbates the ineffectiveness of
current policies at PHL management.
2) Lack of institutional capacity development on post-harvest loss

management: Management of post-harvest food losses in Kenya is hampered
by inadequate and an outmoded legal frameworks. The various laws and
statutes that support production and supply of food do not focus on PHL
reduction. Sector regulations tend to focus on promotion of production and
markets on the one hand and licensing and control of actors on the other.
23
Furthermore, PHL management is not elaborated in national laws, giving no
specific mandates to institutions to address PHL in the respective subsectors.
3) Lack of Good Practices and Technologies to Reduce Post Harvest Losses:

this is the case at all levels of primary producers, agro-processors, traders and
consumers in Kenya.
4) Poor access to financing for post-harvest loss reduction initiatives:

Access to bank credit to finance post-harvest loss reduction initiatives is still a
major challenge despite the fact that Kenya has a relatively well-developed
banking system. Risks associated with agribusiness coupled with complicated
land laws and tenure systems that limit the use of land as collateral make
financing agriculture unattractive to the formal banking industry. The cost of bank
credit and the limited number of banks in rural areas are some of the factors that
make it difficult for farmers to access bank credit.
5) Extension Services is poor and lacks post-harvest loss reduction training:

Over the years, Kenya relied on public agricultural extension services
coordinated centrally. With devolution of agriculture, extension services are
carried out by County Governments. Since then, the effectiveness of extension
services has reduced calling for a reorganisation of the public sector extension
services. The number of public sector extension personnel is low and facilitation
to carry out extension services is limited. For commercial crops driven by
productivity and competitiveness in market access, the need to implement market
standards or codes of practice has given birth to private extension services.
However, post-harvest losses are currently much higher in less commercial
production systems. The link between national extension services and sources
of research or new information, particularly on post-harvest loss reduction is
weak.
6) Poor agricultural market information systems: Data collection, analysis and

information dissemination are a major challenge for agricultural market
information systems in Kenya as they are poorly funded. Most agricultural market
information systems in Kenya have tended to over-rely on external support and
therefore remain unsustainable. Besides, the messages currently disseminated
do not necessarily focus on post-harvest losses at different stages of the food
supply chain.
7) Lack of research and development in PHL: Despite the large number of skilled
scientific staff engaged in agricultural research in both public and private
universities, no mechanism exists to harness these strengths at the national level
or even a designated process to link the universities with the large public or
private research initiatives and industry. Very little research is being done on PHL.
24
3.2.4. Tanzania
According to the National Post-Harvest Management Strategy (NPHMS) (2017-2027) of the

United Republic of Tanzania (URT), it identified eight strategic issues to be addressed in an
effort to reduce post-harvest losses in Tanzania. These are:
1) Inadequate awareness on post-harvest losses including causes, impacts and

solutions by actors along the value chain;
2) Limited access to appropriate and cost effective PHLM technologies;
3) Insufficient and poor marketing systems, including infrastructure;
4) Inadequate research and innovation efforts on PHLM;
5) Inadequate and poor enforcement of existing post-harvest loss management
regulations and guidelines;
6) Limited institutional capacity, inadequate coordination, and little involvement of
other stakeholders in post-harvest loss management;
7) Limited capacity to adapt and mitigate the effect of climate changes on PHLM;
and
8) Inadequate financing of Post-Harvest Loss Management.
3.2.5. Zambia
According to the proposed draft post-harvest loss strategy for Zambia, the post-harvest loss
management Strategy for Zambia (2018-2025), which is still under formulation, the following
are some of the key findings that impede effective post-harvest loss reduction efforts in
Zambia:
1) Awareness creation of available PHL-reducing technologies;

2) Improving access to PHL reducing technologies;
3) Policy recommendations;
4) Education on best practices in harvest and post-harvest handling technologies;
5) Research on improved varieties for pre- and post-harvest loss reduction;
6) Exploitation of existing information exchange platforms or developing new ones;
7) Market and marketing facilities including transport, storage, processing and
packaging infrastructure and facilities; and
8) Strengthen research and farmer capacity building.
3.2.6. Zimbabwe
The Post-Harvest Management Strategy of Zimbabwe outlines in general the strategic

issues it consider essential in post-harvest loss management. The strategy also outlines
commodity specific challenges and therefore strategic issues that require attention by
commodity. Outlined below are the general strategic issues on post-harvest issues in
Zimbabwe cutting across cereals and grains, horticulture, fruit and vegetable and milk sub-
sectors:
25
1) Create conducive policy environment: According to the strategy document,
there is currently no policy in Zimbabwe focusing specifically on PHL. There is
need to put in place a PH policy and strategy (which has now (2018) just been
developed) that can inform and provide guidelines to both the public and private
sector on prioritizing investments in PHL reduction towards achieving the Malabo
Declaration commitments and targets;
2) Institute a mechanism to coordinate post-harvest loss management:

According to the Zimbabwe PHL strategy, the review of past and present policies
indicated that there is lack of coordination of the various programmes and
projects that have been implemented in Zimbabwe by non-government
organizations and the public sector;
3) Raise awareness on post-harvest losses: Some of the causes of PHL can be

mitigated if the actors are fully informed of the impact of PHL. Raising awareness
is therefore important as it triggers understanding of the magnitude of the problem
and enables value chain actors to put in place PHL reduction measures that
ensure they derive maximum benefits from their activities;
4) Implement agricultural systems and practices that support loss reduction:

One of the issues that is responsible for PHL in cereals for example is harvesting
of the crops with high moisture content. This is mainly because farmers lack the
necessary knowhow and importance of harvesting under the optimal conditions.
Furthermore, the lack of equipment and appropriate technologies to determine
optimal moisture content at harvest or after drying the commodity also add to the
problem although there are practices that can be used for these purposes;
5) Facilitate research and development on post-harvest loss management:

There are laboratories in both the public and private sectors that provide testing
services. These laboratories can be strengthened to provide quality and research
services relevant to PH management.
6) Facilitate investments in technology, mechanization and general practices:

There are a number of technologies that have been produced but are not yet
widely available in Zimbabwe. There is also generally very low uptake rates of
these technologies in the country.
7) Improve post-harvest extension and training: Post-harvest loss management

is a relatively new science that is not widely integrated and taught in universities
and colleges. Most of the graduates therefore lack post-harvest loss
management technical capacity and an understanding of the principles behind
the discipline. Field extension workers have mainly accessed post-harvest
technical training through capacity development programmes that have been
implemented. There is therefore need to upgrade the skills of extension staff and
26
integrate the teaching of post-harvest loss management at all levels of the
education systems;
8) Improve marketing infrastructure: The rural road infrastructure is mainly

composed of seasonal roads that are linked to the national network of all-weather
roads. The roads in the rural areas become impassable particularly during the
rainy season. There is a lack of marketing and aggregation structures in rural
areas that allow for linkages with enhanced urban markets. There is need
therefore to prioritize the maintenance of the rural roads given the importance in
terms of movement of produce from the farms to the market and the installation
of aggregation, storage and marketing facilities;
9) Mainstream gender and the youth in post-harvest activities: Men tend

to dominate income generating activities in the smallholder areas. This is mainly
because men have better access to resources compared to women and youth.
In order to encourage and promote gender equity, there is need to promote
investments that take into account the interests of women and youth. Appropriate
PH management technologies developed and promoted should take into account
labour saving technologies for activities that are mainly performed by women and
youth in order to encourage their participation; and
10) Promote post-harvest loss management processes that take into account
the impact on the environment and climate change: Environmental
sustainability is important in order for the regeneration of the natural resource
base. Use of PH management methods that deplete the environment without the
requisite replenishment are not environmentally friendly. Examples can be found
in the use of firewood, in boiling milk for pasteurization when alternative options
such as the use of electricity, biogas and solar could be considered within the
context of the impact on the environment.
3.3. Summary of PHLM Strategic Issues Emanating from Country

Studies
Deriving from the experiences and challenges identified by the study countries that have
been reviewed, as well as strategic issues that the study countries highlighted, the following
is a combined listing of critical issues that need to be taken into account in the formulation
of the African Union Post-Harvest Loss Management Strategy as it is these factors that
influence whether or not African Union Member States will be able to achieve the Malabo
Declaration target on post-harvest loss reduction. For this purpose, these challenges can
be grouped into several categories as tabulated below (Table 3).
27
Table 3: Summary of Strategic Factors of Regional and Continental Relevance Emanating from Study Country Studies
Strategic Factors Key Challenges

1. Policy 1.1. Lack of policy direction and focus on post-harvest loss management
1.2. Lack of standardised structure in national PHL Management Strategies
2. Awareness 2.1. Lack of awareness at all levels and lack of high level focus on PHL
3. Institutional 3.1. Lack of coordination among country actors and institutions dealing with PHL
3.2. Poor involvement of private sector and other disciplines in coordinated action on PHL
3.3. Lack of institutional capacity development on post-harvest loss management
3.4. Poor enforcement on existing PHL regulations and guidelines (e.g. in marketing systems and storage structures)
4. Knowledge Management and Data 4.1. Fragmented and uncoordinated efforts at research and development on PHL
4.2. Lack of PHL best practices and knowledge platforms, universities, research institutions, training centres
4.3. Lack of PHL data, lack of harmonised data and poor reporting
4.4. Poor agricultural market information systems
5. Skills and human development 5.1. Lack of PHL training at all levels of the education systems
5.2. Poor extension services which also lacks PHL management training
6. Technology, Agri-business and 6.1. Lack of appropriate (e.g. labour saving) and access to PHL reducing technologies
Agro-Processing 6.2. High cost of PHL reducing technologies
6.3. Lack of regulations on standards and efficiency ratings for PHL reducing technologies
6.4. Poorly developed agri-business and agro-processing due to lack of incentives for private sector involving in PHL
management particularly in agri-businesses and agro-processing
7. Markets and market Infrastructure 7.1. Lack of formal coordinated marketing structures
7.2. Lack of trade / marketing regulations
7.3. Lack of grades and standards (price for quality) both for commodities and for storage structures
7.4. Lack of or poor or limited market infrastructure such as roads, transport, storage
1. Financing and Investment 1.1. High cost of and poor access to financing for PHL technologies
1.2. Lack of funding for PHL activities
1.3. Poor involvement of the private sector in PHL initiatives including policy formulation
2. Cross-cutting 2.1. Poor capacity to adapt and mitigate the effects of climate change on PHL
2.2. Poor engagement and training of women and youth in PHL management
2.3. Poor regulations on use and disposal of pesticides and other storage chemicals
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PART 4: STRATEGIC FRAMEWORK
4.1 Purpose of the Strategy
Drawing from the challenges and constraints identified based on the five study countries
and from literature reviewed, the following are the suggested vision, goal, objectives and
indicative intervention areas that this strategy aims to achieve. The strategy overall aims to
support Member States achieve the targets of the Malabo Declaration on Accelerated
Agricultural Growth and Transformation for Shared Prosperity and Improved Livelihoods as
well as the targets of the Unite Nations Sustainable Development Goals (SDGs) particularly
SDG 12, target 12.3.
The strategy is proposed as a high level framework which has been designed in a generic
manner that allows for commodity specific post-harvest loss management interventions to
be effectively guided. The purpose, therefore, of this the African Union Post-Harvest Loss
Management Strategy (PHLMS) is to define commonly agreed objectives and measures to
guide, promote and support actions at all levels in the agricultural and food value chains to
significantly reduce post-harvest losses in line with the Malabo Declaration commitments on
post-harvest loss reduction.
4.2 Vision of the PHLM Strategy
The proposed vision of the African Union Post-Harvest Loss Management Strategy is to
contribute to enhanced food and nutrition security at the Member States level through
reduced post-harvest losses in food including horticultural crops, livestock and fisheries
products.
4.3 Goal of the PHLM Strategy
The goal of the African Union Post-Harvest Loss Management Strategy is to halve
(decrease by 50%) the current levels of Post-Harvest Losses (PHL), by the year 2025
from the year 2015
4.4 Objectives of the PHL Strategy
4.4.1 Overall Objective
The overall objective of the African Union Post-Harvest Loss Management Strategy is to
effectively guide and coordinate post-harvest loss initiatives at the regional and national
levels towards achieving reduced post-harvest losses in line with the Malabo Declaration
and SDG targets.
29
4.4.2 Specific Objectives
More specifically, the strategy aims to:
a. Facilitate the development and effective implementation of structurally

standardised and robust post-harvest loss policies and strategies;
b. Facilitate and create awareness of the impact, economic value and

consequence on food security of post-harvest losses
c. Facilitate the effective coordination and support of post-harvest loss

initiatives by supporting the establishment of effective institutional and
organisational mechanisms on PHLM;
d. Support the creation, generation and dissemination of knowledge,

knowledge products and best-practices in post-harvest loss and its
management;
e. Facilitate the development of skills and capacities in post-harvest loss

management and training;
f. Promote technological advancements, value addition and preservation

through improved agri-business and agro-processing environment to support
PHL management best practices;
g. Support the development of improved markets and market infrastructure

including grades and standards in post-harvest loss management throughout the
agricultural value chains;
h. Support the development of private sector involvement and investment in

agriculture through engagement mechanisms with the private sector in PHL
management to allow for leveraging on private sector expertise, finances and
business interests in food and nutrition security
i. Support sound practices in macro-economic governance that induce

conditions conducive for financing and investment in PHLM; and
j. Promote the use of smart, environmentally friendly, labour saving and

gender sensitive technologies in PHLM.
4.4.3 Strategic Focus Areas
For purpose of this strategy, these nine specific objectives can be clustered into four
strategic focus areas which will form the pillars of the African Union Post-Harvest Loss
Management Strategy. These are outlined in Table 4 below.
30
Table 4: Strategic Objectives of the African Union Post-Harvest Loss
Management Strategy
Pillar Strategic Specific Objectives Cluster

Focus Areas
I Policy, 1. Policy: Facilitate the development and effective implementation of
Awareness and structurally standardised and robust post-harvest loss policies and
Institutional strategies;
Capacity
2. Awareness: Facilitate and create awareness of the impact, economic
value and consequence on food security of post-harvest losses
3. Institutional: Facilitate the establishment of institutional and

organisational mechanisms that allow for effective coordination and
support of post-harvest loss initiatives
II Knowledge 1. Knowledge Management: Support the creation, generation,
Management , dissemination and reporting of data, knowledge, knowledge products
Data, Skills and and best-practices in post-harvest loss and its management;
Human
Development 2. Skills and Human Development: Facilitate the development of
skills and capacities in post-harvest loss management and training
III Technology, 1. Technology, Agri-business and Agro-processing: The promotion
Markets and of technological advancements, value addition and preservation
Infrastructure through improved agri-business and agro-processing environment to
support PHL management best practices;
2. Markets and Market Infrastructure: Support the development of

improved markets and market infrastructure including grades and
standards in post-harvest loss management throughout the
agricultural value chains
3. Cross-Cutting: Promote the use of environmentally friendly,

labour saving and gender sensitive technologies in PHLM
IV Finance and 1. Financing and Investment: Support governance that induces macro-
Investment economic conditions conducive for financing and investment in PHL
management
2. Private sector involvement and investment in agriculture:

Support establishment of engagement mechanisms with the private
sector in PHL management to allow for leveraging on private sector
expertise, finances and business interests in food and nutrition
security
4.1 Overall Results Chain Framework
Deriving from the above, the results chain for the proposed African Union Post-Harvest Loss
Management Strategy is as shown in Figure 2
31
Figure 2: Overall AU PHL Results Chain Framework
Conceptual Framework of African Union Post-Harvest Loss Management Strategy in Food and Horticultural Crops, Livestock and Fisheries Products
Contribute to enhanced food and nutrition security at the Member States level through reduced
VISION (IMPACT)
post-harvest losses including horticultural crops, livestock and fisheries products
GOAL
(INTERMEDIATE Halve (decrease by 50%) the current levels of Post-Harvest Losses
OUTCOME) (PHL), by the year 2025 from the year 2015
OVERALL
OBJECTIVE Effectively guide and coordinate post-harvest loss initiatives at the regional and national levels towards achieving reduced post-
(IMMEDIATE harvest losses in line with the Malabo Declaration and SDG targets.
OUTCOME)
Policy, awareness and Knowledge Technological advancements Good governance in

STRATEGIC
institutional capacity in management, data, skills that are environmentally macro-economic conditions
OBJECTIVES
(OUPUTS) post-harvest loss and human development friendly, effective markets and for cost effective financing
management in post-harvest loss market infrastructure to and investment in post-
strengthened management promoted support post-harvest loss harvest loss management
management promoted promoted
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PART 5: CONTINENTAL LEVEL STRATEGIC
INTERVENTIONS
5.1 Introduction
Based on the strategic focus areas identified in the previous part, this part outlines indicative
interventions foreseen in the implementation of this strategy. These interventions will change
with time as they get implemented and their impact and effects begin to be felt on the African
Continent. As such, it is here in these interventions that this strategy will remain a living
document cycle after cycle.
It is a fact that resources are limited and therefore interventions designed under this strategy
should be impact delivery oriented. What therefore is proposed below are indicative
intervention areas that, depending on resources available, can be broadened provided value
addition, sound partnerships and long-term sustainability can be achieved.
5.2 Policy, Awareness and Institutional Capacity

5.2.1 Overview
From the study of the five selected countries, Ethiopia, Kenya, Tanzania, Zambia and
Zimbabwe, it was clear that none have yet implemented post-harvest loss strategies. In
fact, only Ethiopia has developed and since approved for implementation its post-harvest
loss management strategy. The rest of the countries studied are in the formulation stages
of their post-harvest strategies. From the results of the 2018 Biennial Report on Malabo
Declaration Commitments under which countries were obliged to report on post-harvest
losses, only five countries out of 55 reported as having monitored post-harvest losses.
These are Malawi, Mauritania, Rwanda and Uganda. It was also established that FAO has
over the years been assisting at least eight African countries to develop and implement their
PHL strategies. It will therefore, not be accurate to conclude that no African country had
developed and implemented a post-harvest strategy at the time of drafting this strategy
however, what the five countries studied and the lack of reporting on Post-Harvest losses
by 50 countries on the continent have highlighted, is the general lack of policy focus on Post-
Harvest losses in parts of the African continent.
It can be inferred from this analysis that the issues of post-harvest loss management are a
challenge on the African continent requiring strengthening. The importance of a policy and
strategy derives from their definitions. A ‘policy’ can be defined as a coherent set of
decisions (goals) or statement of actions to guide the attainment of rational outcomes.
Policies are generally implemented by way of one or more strategies where a ‘strategy’
defines how the end (goals) set out in a policy, will be achieved and by what means
(resources). It follows therefore that without a sound policy and strategy on post-harvest
loss management, the roadmap to achieving the Malabo Declaration commitment target of
halving the current post-harvest losses by 2025 becomes nearly impossible to achieve.
33
Even where policies and strategies exist, these have to be implemented, hence the
importance of resource allocation for their implementation. These resources take the form
of financial and human resources through appropriately structured and mandated
institutional and regulatory arrangements. Sensitization and awareness of the importance
of Post-Harvest losses therefore becomes essential to allow for the implementers to be fully
disposed to implement the strategy. Part of the key to a successful implementation of a
sound PHLM strategy therefore lies in the awareness and readiness by the population to
implement such a strategy. This calls for institutional support in the many processes of
awareness generation, training, regulating, coordinating and overall implementing the
strategy.
5.2.2 Objective
As such, it is the main aim for interventions identified under this strategic focus area to
facilitate the development and effective implementation of structurally standardised post-
harvest loss management strategies across the African continent.
5.2.3 Proposed Indicative Intervention Areas
To achieve the above objective, the following are proposed as critical intervention activities
under each sub-focus area:
1) Policies and Strategies

a. Undertake a complete mapping of the existence and status of
implementation of post-harvest loss management policies and strategies on
the African Continent;
b. Facilitate the development of well-structured policies and strategies on post-
harvest loss management on the African continent; and
c. Support the implementation of the post-harvest strategies on the African
continent.
d. Continental guidelines for PHL policies and strategies to guide MS in
mainstreaming PHL in the CAADP/NAIPs
2) Awareness Campaigns
a. Develop a continent-wide awareness campaign on post-harvest losses and
its management; and
b. Support the implementation of the post-harvest loss awareness campaign.
3) Institutional Capacity
a. Facilitate the establishment of a PHL Platform / Forum for sharing expert
advice, information and general activities in the PHL space; and
b. Develop coordination mechanism of PHL activities across the continent.
34
5.3 Knowledge Management, Data, Skills and Human Development in
PHLM
5.3.1 Overview
Knowledge management has been defined as the explicit and systematic management of
processes enabling vital individual and collective knowledge resources to be identified,
created, stored, shared and used for collective benefit (adapted from Girard & Girard, 2015
according to the Technical Centre for Agricultural and Rural Cooperation (CTA) Working
Paper 17/06: Effective Tools for Knowledge Management and Learning in Agriculture and
Rural Development, by Krishan Bheenick and Israel Bionyi). What is key in knowledge
management are the (a) processes to generate, analyse and disseminate usable
information; (b) hence the skills to generate, analyse and use the information; and (c) the
institutional capacities to coordinate and facilitate the generation, analysis and
dissemination of information in a regulated manner that is sound and generally acceptable
to most key stakeholders.
5.3.2 Objective
As such, it is the main aim for interventions identified under this strategic focus area to create
a knowledge management system including skills and human development in post-harvest
loss management
To the above effect, the following are proposed as critical intervention activities under each
sub-focus area:
1) Knowledge Management
a. Facilitate the standardisation of methodologies in the assessment of post-
harvest losses across the continent;
b. Data and information generation, analysis and dissemination
c. Support Research and Development in PHL including application and
dissemination of the results;
d. Create a continent-wide database on PHL; and
e. Facilitate refinement of PHL monitoring and reporting tools for Biennial
Reporting.
2) Skills and Human Development

a. Facilitate the development of PHLM curricula guidelines on PHL
management to support training institutes deliver PHL education; and
b. Support mentorships and exchanges in PHLM
35
5.4 Environmentally Friendly PHL Technologies and Market
Infrastructure
5.4.1 Overview
As defined earlier, Post-Harvest technology development requires an inter-disciplinary and

multi-dimensional approach, which must include, scientific creativity, technological
innovations, commercial entrepreneurship and institutions capable of inter-disciplinary
research and development all of which must respond in an integrated manner to the
developmental needs. The use of this technology is also varied catering for protection,
conservation, processing, packaging, distribution, marketing, and utilization of food crops,
livestock and fisheries products.
Technologies therefore exist that can assist reduce post-harvest losses to acceptable levels.
The issues therefore that are facing Africa in the post-harvest loss management space with
regards to the use of PHL reducing technologies include the appropriateness of the
technology to local conditions, cost effectiveness of the technology, availability of the
technology including its ease of serviceability, cultural norms and practices as they influence
the adoption of technology and many other such socio-economic factors. The answer
therefore to PHL management is not simply the use of technology but more on how to adapt
appropriate technology to localized conditions and practices. Acceptance and affordability
of technology play a huge part in its adoption.
It is a fact market conditions including market infrastructure for the majority of the African
countries is inadequate making marketing transaction more difficult and expensive generally
to the detriment of the farmer. The longer a commodity is stored inappropriately, the larger
the post-harvest losses. With adequate marketing facilities and infrastructure, it is possible
to extend the life of most commodities in a quality that is acceptable for human consumption
and for the generation. Market facilities and services also allow producers to make more
rationale decisions towards disposal and purchase of needed commodities and therefore
have a huge impact on income generation. It is essential therefore that the continent
improve on its markets, market infrastructure and market services.
5.4.2 Objectives
As such, it is the main aim for interventions identified under this strategic focus area to create
a knowledge management system including skills and human development in post-harvest
To the above effect, it is proposed that interventions to support the adoption of

environmentally friendly PHL management technologies and the improvement of market
conditions to reduce post-harvest losses, should be in the following areas from the
perspective of continental level support:
36
1) Technology, Agri-Business and Agro-Processing
a. Develop and share a compendium of PHL reduction technologies and best
practices suited for the African continent;
b. Facilitate the certification (standards of operation) of PHL technologies;
and
c. Promote the development of labour saving and gender sensitive PHL
reducing technologies throughout the agricultural value chain.
2) Markets and Market Infrastructure

a. Promote the development of commodity exchanges and price discovery
systems;
b. Promote standardised grades and standards across markets; and
c. Promote high standards in storage infrastructure and systems.
3) Climate change and PHL

a. Ensure environmentally friendly and sensitive processes and procedures
in the above activities.
5.5 Financing and Investment
5.5.1 Overview
It is generally accepted that the role of governments (public sector) lies in the formulation
and development of policies and strategies targeted at delivering on identified target issues.
It is also generally accepted that the private sector (defined here to mean an institution or
organisation that is not public sector), are the implementers of various policies and strategies
outlined by governments as these affect their business enterprises. At the core of any
business enterprise are issues of financing and investment support provided for such
activities. Yet, it is common knowledge that continental, regional and national policies and
strategies suffer from limited or weak or lack of engagement with key stakeholders (private
sector, civil society, academia, among many) in the development of such policies and
strategies and consequently their implementation. The lack of direct involvement by the
private sector is a barrier to economic development in general and more specifically, a
barrier to reducing post-harvest losses. ;
It is an undisputed fact that the adoption of technology by the private sector (implementers
of policies and strategies) is associated with its cost affordability despite sometimes its cost
effectiveness over time. Similarly, the adoption of good farming and storage practices are
influenced by the cost of inputs, storage facilities, storage and pest control chemicals /
pesticides and many such elements as well as market prices for stored commodities. These
and many other factors are influenced by the country’s macro-economic and financial
governance structures and practices on the one hand, and market forces on the other.
Often cited as a prohibitive factor is the cost of importing PH technologies or components

for local manufacture. Also often cited are the lack of incentives for local manufactures of
37
PHL technologically advanced equipment and instruments. There is also a general lack of
support and investment into local research and development into appropriate PHL
technologies that are adapted to local conditions. Generally, in Africa, investment and
support to research and development as a whole is on the decline. This general lack of
financing for agriculture activities, as can be observed from the number of countries that
have not reached the CAADP 10% allocation of national budgets to agriculture target, and
the difficulties of accessing financing are some of the critical hindrances to improved PHLM
and therefore reduced PHL.
Fundamentally, there has been little focus on PHL in terms of cost affordability of PH
technologies, practices and systems requiring therefore concerted action on both
investment into and the cost of same. To what extent at the continental level the African
Union can influence sovereign decisions on macro-economic factors is a challenge that
affects PHLM in as much as it affects other financial and economic decisions at the member
states level. In the SADC region, and potentially other regions, a country peer review
mechanism has been in operation for a while where a team of financial and economic
experts from one country are assigned to peer review the entire macro-economic situation
of another country and present their reports at formal SADC annual meetings. This process
has provided an oversight on gaps and challenges that countries should focus on in their
financial and fiscal policies and strategies. Perhaps this is an activity that could be
encouraged and raised to the continental level with a focus on support for PHLM financing
needs and the engage of the private sector in processes of material relevance to their
businesses.
5.5.2 Objectives
As such, it is the main aim for interventions identified under this strategic focus area to
strengthen a macro-economic peer review mechanism aimed at ensuring adequate
budgetary allocations and financial support to agriculture in general, as envisaged in the
CAADP, but with more specificity on PHLM support.
To the above effect, it is proposed that interventions to support increased and affordable
financing and investment in agriculture as a whole but particularly PHLM, should be in the
following areas from the perspective of continental level support:
1) Financing and Investment

b. Develop a continental level macro-economic peer review mechanism aimed
at improving budgetary allocations to agriculture as a whole and PHLM in
particular; and
c. Facilitate sharing of best practices in financing PHL management.
2) Private sector involvement and investment in agriculture
38
a. Support establishment of engagement mechanisms with the private sector
in PHL management to allow for leveraging on private sector expertise,
finances and business interests in food and nutrition security.
5.6 Results Framework
The Results Framework or the Results Chain for the African Union Post-Harvest Loss
Management Strategy is derived from the above analysis. The Results framework, a tool for
planning, monitoring and evaluation is based on how proposed inputs and actions lead to
outputs, outcomes (immediate and intermediate) and impact that will be produced by the AU
PHLM Strategy in a logical way. More details on the Results Framework use are given in
the M&E Framework, Logic Model section 7.3.3 of this strategy. In summary of the above
sections, the Results Framework for the African Union Post-Harvest Loss Management
Strategy is presented in Figure 2 overleaf.
39
Figure 2: Results Chain of African Union Post-Harvest Loss Management Strategy in Food and Horticultural Crops, Livestock and
Fisheries Products with Indicative Interventions
Vision (Impact) Contribute to enhanced food and nutrition security at the Member States level through reduced post-harvest losses in horticultural crops,
livestock and fisheries products
Goal (Intermediate
Outcome) Halve (decrease by 50%) the current levels of Post-Harvest Losses (PHL), by the year 2025 from the year 2015
Overall Objective Effectively guide and coordinate post-harvest management initiatives at the regional and national levels towards achieving reduced
(Immediate post-harvest losses in line with the Malabo Declaration and SDG targets.
Outcome)
Pillar I: Policy, awareness Pillar II: Knowledge Pillar III: Technological Pillar IV: Good governance in
Strategic Objectives and institutional capacity in management, data advancements that are macro-economic conditions for
(Outputs) post-harvest loss harmonisation and reporting, environmentally friendly, effective cost effective financing and
management strengthened skills and human markets and market infrastructure investment in post-harvest loss
development in post-harvest to support post-harvest loss management promoted
loss management promoted management promoted
  Develop continental level

Map the existence and  Standardise PHL assessment  Develop compendium of PHL
status of implementation of methodologies macro-economic peer review
reduction technologies and best
PHLM policies and  Support Research and mechanism aimed at improving
practices
strategies; Development in PHL budgetary allocations to
 Facilitate development of  Facilitate certification (standards
 Generate and disseminate PHL agriculture, particularly PHLM;
INDICATIVE well- structured PHLM data including value of PHL
of operation) of PHL
 Facilitate sharing of best
INTERVENTION policies and strategies  Create a continent-wide technologies;
practices in financing PHL
AREAS  Support implementation of database on PHL  Promote labour saving and
PHLM strategies management.
(Activities)  Improve PHL monitoring and gender sensitive PHL reducing
 Develop and implement a  Support establishment of
reporting tools technologies
continent-wide awareness engagement mechanisms with
 Facilitate development of PHLM  Promote commodity exchanges
campaign on PHL curricula the private sector in PHL
and price discovery systems;
 Facilitate establishment of  Support mentorships and  Promote standardised grades
management to allow for
a PHL Platform / Forum exchanges in PHLM leveraging on private sector
and standards
 Develop coordination expertise, finances and
 Promote high standards in
mechanism of PHL business interests in food and
storage infrastructure and
activities nutrition security
systems.
40
PART 6: IMPLEMENTATION FRAMEWORK
6.1 Prerequisites for Successful Implementation
The success of this strategy will hinge on a number of key issues.
a. First, the African Union recognizes eight regional economic communities on the
African Continent. In alignment with the guiding principle of ‘subsidiarity’, it would
ordinarily be expected that this strategy would target support and/or guidance in PHL
at the regional level and in a cascading manner, Regional Economic Communities
would support and provide guidance at the national level. The success of this strategy
will be influenced by the extent to which RECs are involved in the processes.
b. The issue of continental relevance, adding value to activities at the REC level and
further down to the Member States level, is crucial. The strategic intervention areas
at the continental level should not duplicate what is being done at the REC or Member
State level but add value to actions taken at the REC level and similarly actions at
the REC level should add value to those at the national level where the actual
implementation takes place.
c. The focus of this strategy should be on few critical, high level and strategic actions
for whose interventions should be carefully targeted for high impact on post-harvest
loss reduction.
d. While there is overwhelming political willingness and support for agriculture as a

whole, there is need for focused attention at the highest levels, on post-harvest loss
management.
e. The creation of effective partnership platforms and coordinated actions by various

PHLM expert institutions with the full engagement of all key stakeholders in the
implementation of the Strategy is also paramount.
f. The establishment of the requisite infrastructure to support agricultural development

including transport and road networks, ICT, electricity and such market related
infrastructure is also paramount and will considerably influence the success of this
strategy.
g. The building of understanding and confidence by the financial sector of the agriculture
sector and therefore the provision of affordable and accessible financing and
investment is vital for the success of this strategy; and
h. The mainstreaming of gender, youths, HIV/AIDS, environmental including climate

change and variability factors and other cross cutting issues into the Strategy
interventions at all levels is most important.
41
6.2 Phased Planning and Implementation
6.2.1 Overview
This strategy, it is proposed, will be operationalised in five-year cycles allowing for

progressivity based on experiences gained during the implementation of the one five-year
period into the next. The implementation of identified interventions will be prioritised in a
manner that allows for quick impact and results in the short to medium term. This however
does not imply that that those actions that need to commence now but for longer term impact
will be ignored, these will also be programmed to start at appropriate times.
For each implementation cycle, an investment and implementation plan articulating

costed prioritised programmes and sub-programs, will be developed for implementation.
The organisational and institutional and governance structures to operationalise each cycle
will be determined to meet the needs of those programmes identified for the cycle.
Furthermore, the investment plan will articulate the implementation mechanisms to be
employed in implementing the Strategy.
The funding for the strategy implementation is critical. Effectively, the funding needs will
depend on a number of issues but also on how deep the AUC plans to be involved in the
implementation of suggested PHLM interventions. It is important therefore that the
investment plan for each five-year period consider a resource mobilisation strategy based
on costed programmes and projects to be implemented.
6.2.2 Proposed Indicative Intervention Areas for Implementation in

the First Five-Year Implementation Plan of the PHLMS
During the AU / FAO Post-Harvest Loss Regional Workshop held in Nairobi, Kenya in July
2018, participants engaged in the proposed AU PHLMS Results Framework and drew out
indicative intervention areas that were considered of immediate importance to implement,
and those that were of medium to long-term. Table 5 overleaf, using the relevant overall
indicators from the AU PHLMS Results Chain (Figure 2 in Part 5), outlines the proposed
activities for the immediate implementation of the PHLMS once approved.
As discussed above, this listing of proposed activities will require to be fully disaggregated
in terms of the actions to be undertaken, each action then also needs to be costed and a
budget drawn up for their implementation including the institutional and operational manner
in which these activities will be implemented.
42
Table 5: Proposed Activities for Immediate Implementation of the AU PHLMS7
Pillar Strategic Focus Indicative Intervention Areas (Proposed Activities for Implementation) (Part 5, Figure 2, Results Chain)
Areas Immediate Term Activities Short to Medium Term Activities
I 1. Policy, 1.1. Policy: Facilitate the development and effective
Awareness and implementation of structurally standardised and
Institutional robust post-harvest loss policies and strategies
Capacity 1.2. Awareness: Facilitate and create awareness
of the impact, economic value and consequence
on food security of post-harvest losses
1.3. Institutional: Facilitate the establishment of
institutional and organisational mechanisms that
allow for effective coordination and support of
post-harvest loss initiatives
II 2. Knowledge 2.1. Methodologies: Adopt and incorporate the FAO Global food 2.7. Methodologies: Incorporation and adoption of
Management, loss index in the AU reporting system; the FAO Global food waste index into the AU
Data 2.2. Methodologies: Standardise / harmonise methodology for reporting system
Harmonisation collection of data and train and collect data;
and Reporting, 2.3. Knowledge Management: Support the creation,
Skills and generation and dissemination of data, knowledge, knowledge
Human products;
Development 2.4. Knowledge Management: Best-practices in post-harvest
loss and its management and build on FAO community of
practitioners;
2.5. Assessments: Support 2 Countries/RECs abilities to
measure and report on losses for 2019 BR;
2.6. Skills and Human Development: Facilitate the
development of skills and capacities in post-harvest loss
management and training
III 3. Technology, 3.1. Technologies and Best Practices: Map and disseminate 3.3. Technology, Agri-business and Agro-
Markets and practical examples of PHL technologies involving in the processing: Promote technological
Infrastructure processes the private sectors advancements, value addition and preservation
through improved agri-business and agro-
7 This is a listing of proposed activities as drawn out during the AU / FAO Post-Harvest Loss Regional Workshop held in Nairobi, Kenya in July 2018
43
Pillar Strategic Focus Indicative Intervention Areas (Proposed Activities for Implementation) (Part 5, Figure 2, Results Chain)
Areas Immediate Term Activities Short to Medium Term Activities
3.2. Markets and Market Infrastructure: Support the processing environment to support PHL
development of improved markets and market infrastructure management best practices; and
including grades and standards in post-harvest loss 3.4. Cross-Cutting: Promote the use of
management throughout the agricultural value chains environmentally friendly, labour saving and gender
sensitive technologies in PHL management;
IV 4. Finance and 4.1. Financing and Investment: Support sound macro- 4.2. Private sector involvement and investment in
Investment economic governance that induces conditions conducive for agriculture: Support establishment of
financing and investment in PHL management engagement mechanisms with the private sector
in PHL management to allow for leveraging on
private sector expertise, finances and business
interests in food and nutrition security
44
PART 7: MONITORING AND EVALUATION (M&E)
FRAMEWORK
7.1 Background
7.1.1 Overview
In a separate process, under the FAO Support to the African Union (AU) in the Development
of Policies and Strategies for Country Specific Plan to Reduce Post-Harvest Losses
Programme, a Generic Post-Harvest Losses (PHL) Management Monitoring and Evaluation
Framework for the African Union Member States (MS) (2018 – 2025) has been formulated.
The M&E Framework presented in this section relates to the monitoring and evaluation of
the implementation of AU PHLM Strategy. It therefore relates with but is different from the
Generic PHL Management M&E Framework for the AU MS.
The Generic PHL Management M&E framework for AU MS was developed to support and
guide AU MS implement various planned PHL reducing interventions and therefore create
evidence for informed and timely decision making on PHL at the national level. Once
adopted and domesticated, the Generic PHL Management M&E Framework for AU MS will
provide guidance to AU MS on how to monitor the outcomes of PHL reduction plans,
interventions, strategies and policies following the Malabo declaration as well as in
alignment with SDGs.
Although the Generic PHL Management M&E Framework for AU MS has upward
accountability to the AUC, it is by and large a national M&E framework for measuring
implementation of country plans and interventions. The potential synergy between the
Generic PHL Management M&E Framework for AU MS and the AU PHLMS M&E
Framework herein outlined is that the earlier system feeds into the AU PHLMS M&E
Framework. The AU PHLMS M&E system shall play a key role in strengthening national
and REC level M&E systems. The AU MS shall be the primary beneficiaries of AU PHLMS
M&E system with the 8 Regional Economic Communities (RECs) being secondary
beneficiaries. Invariably, there are clear linkages between the two frameworks.
7.1.2 Result-Based Management Approach
In line with the African Union’s thrust to place greater emphasis on outcomes and impacts
in planning, monitoring, evaluation and reporting, the AU PHLMS M&E framework shall be
based on Results-Based Management (RBM) principles. Using this approach, the
accountability of all key stakeholders to results will be enhanced and capacity of AUC, RECs
and AU MS to work towards and achieve the Malabo PHL reduction targets strengthened.
From an institutional point of view, the basic purposes of a RBM M&E systems are to
generate and use performance information for:
a. accountability reporting to all relevant stakeholders;
45
b. learning and improving performance, and
c. decision-making.
Following the principles and methods of the RBM facilitates the attainment of the best
results. Results Based Management (RBM) principles applied for this M&E framework
include, focusing on the achievement of results that contribute effectively towards the
attainment of PHLMS goals or outcomes; improving institutional and stakeholders’
knowledge on the strategy and its impacts; improving decision making; and promoting an
accountability culture towards results.
Stakeholder participation in the strategy monitoring and evaluation systems will be critical.
This engagement will promote transparency in the implementation of the strategy, create a
platform for adding value and broadening ownership of the strategy. As there are three main
levels of AU PHLM Strategy implementation, MS, REC and AU, the emphasis on the
expected results of this multi-sectoral strategy and the need for coordinated actions following
the principles and methods of the RBM facilitates the attainment of the best results.
7.1.3 Scope and Objectives of the AU PHLMS M&E Framework
A key element of the AU PHLMS M&E Systems shall be to track implementation of

investment plans at the AU, REC and MS levels. This will involve measuring the degree to
which the implementation of planned activities complies with work-plans and budgets to
ensure timely delivery of outputs. In addition to implementation compliance, the AU PHLMS
M&E systems shall monitor progress towards the attainment of outcomes and impacts.
Finally, the AU PHLMS M&E System shall also facilitate lessons learning for adaptive
management and improvement through M&E initiatives.
To ensure the attainment of planned outcomes and impacts of the PHLMS, the AU PHLMS
M&E Framework shall be constructed to track the Strategy’s implementation and investment
plans at appropriate levels using participatory processes which ensure that the AU, RECs
and MS identify what is important to them to track. The AU PHLMS M&E Framework ahould
therefore provide for an interactive, consistent and reliable mechanism with which to guide
and support decision making at various levels.
The overall AU PHLMS M&E system shall be a sum of monitoring and evaluation sub-
systems that will be present at RECs and AU MS levels. The M&E Framework of AU PHLMS
will therefore be harmonised within already existing or established M&E Systems of the
PHLMS in RECs and MS to provide detailed information and data to measure progress.
Relying on the monitoring and reporting systems set up by RECs and MS and supporting
AU as well as RECs and MS to collect progress data and report at national and regional
levels is essential for sustaining a reliable AU PHLMS M&E system that provides
stakeholders with credible information for decision making.
46
The main aim therefore of the AU PHLMS M&E framework is to allow for an understanding
and monitoring of the progress made by stakeholders in the implementation of specific actions of the
AU PHLM Strategy with the view to ensuring the attainment of the Malabo Declaration goals and
targets on post-harvest loss reduction.
7.2 Measuring Implementation of PHLMS
Implementation of the AU PHLMS shall be done mainly using output and outcome indicators.
In the next sub-sections, a criteria for the selection of indicators and a list of pre-selected
indicators shall be proposed. More specific indicators will need to be identified at formulation
of AU PHLMS implementation and investment plans at AU, REC and MS levels. Annex 1 is
a summary of the overall indicators identified for this AU PHLMS M&E Framework.
7.2.1 Selecting PHLMS Indicators
All indicators selected for M&E of the AU PHLMS shall be:
a. sensitive enough to inform stakeholders of progress so that implementation

issues can be addressed timely;
b. useful and compelling in communicating impact;
c. should measure the result it intends to measure as closely as possible and proxy
indicators should only be considered when more direct indicators cannot be used;
d. should be Specific, Measurable, Accurate, Realistic and Time bound (SMART);
and
e. should be simple and easily understood by all stakeholders.
7.2.2 Impact Indicators
Based on the Results Framework developed in Part 5 at Figure 2, the AU PHLMS is

designed at the impact level to contribute to enhanced food and nutrition security at the
Member States level through reduced post-harvest losses in horticultural crops,
livestock and fisheries products. Impact indicators should therefore be selected to
measure the levels of food and nutrition security at the MS levels. The majority of AU MS
and RECs already measure and monitor food and nutrition security. These already existing
systems shall provide information for monitoring impact indicators for the AU PHLMS M&E
Framework. The general indicators used for measuring food security at MS level, which are
also proposed for the AU PHLMS M&E Framework, include:
a. Food Consumption Score (FCS);

b. Household Dietary Diversity Score (HDDS);
c. Household Hunger Score (HHS);
d. Global Hunger Index (GHI); and
e. Food Insecurity Experience Scale (FIES).
47
7.2.3 Outcome Indicators
Based on the Results Framework developed in Part 5 at Figure 2, the AU PHLMS is

designed:
a. at the intermediate outcome level to halve (decrease by 50%) the current levels of
post-harvest losses by the year 2025 from the year 2015; and
b. at the immediate outcome level to effectively guide and coordinate post-harvest

management initiatives at the regional and national levels towards achieving
reduced post-harvest losses in line with the Malabo Declaration and SDG
targets.
In this respect, therefore, separate indicators should be selected to measure both the intermediate
and immediate outcomes.
Intermediate outcome:
The intermediate outcome is to halve (decrease by 50%) the current levels of Post-Harvest
Losses (PHL), by the year 2025 from the year 2015. It is essential therefore to track, as an
intermediate indicator, the ‘Reduction rate of Post-Harvest Losses for (at least) the 5 national
priority commodities, and possibly for the 11 AU agriculture priority commodities’ at the MS
levels. This was the core indicator tracked in the first Biennial Report on the Implementation of the
Malabo Declaration commitments as presented to the African Union Assembly in 2018.
This indicator details the achievements on PHL at harvesting, storage, transport, processing,
packaging and sales for the 5 national priority commodities, and possibly 11 AU agriculture
priority commodities each country is reporting on. The AU PHLMS M&E System at AU,
RECs and MS level shall support and strengthen already existing initiatives and systems to
measure and report PHL rate changes.
Immediate outcome:
The immediate outcome is to effectively guide and coordinate post-harvest
management initiatives at the regional and national levels towards achieving reduced
post-harvest losses in line with the Malabo Declaration and SDG targets. It is essential
therefore to track, as immediate indicators,
i. Implementation Plans of the AU, Regional and National PHLM Strategies;
ii. Investment in post-harvest loss management; and
iii. Private sector participation in PHLMS implementation.
Appropriate proxies for the above overall indicators will need to be disaggregated based on
agreed factors whose data is either readily available or that which can the AU can support
in the collection of. For purpose of this Strategy, the indicators are therefore shown at this
high level.
48
7.2.4 Output (Strategic Objectives) Indicators
The indicators at the output level are related to the products and services produced as a
result of implementing AU PHLMS interventions or activities. Although some of these
activities are at the continental and regional levels, most are typically at national level with
coordination and support from AU and REC levels. In addition, output indicators are
dependent on priorities and implementation plans of RECs and MS. Invariably, AU PHLMS
M&E shall measure the change related directly to the activities undertaken at the AU, REC
and national levels under the four strategic objectives (pillars) as called for by AU, REC and
MS PHLMS implementation plans. The following categories of indicators are, however,
suggested for consideration for each strategic objective:
Pillar I: Policy, awareness and institutional capacity in post-harvest loss

management strengthened
a. Impact on knowledge, skills and attitudes – these indicators refer to change of

awareness and PHL Management activities;
b. Sustainability of change – as indicated by new policies and regulatory frameworks,
partnerships and institutional arrangements;
c. Accessibility of PHL awareness messages – suitable for specific target groups like
smallholder farmers and agro-dealers; and
d. Participation – evaluation may monitor interest and active participation of key
stakeholders including private sector players.
Pillar II: Knowledge management, data harmonisation and reporting, skills and
human development in post-harvest loss management promoted
a. Knowledge products developed and shared; and

b. Functional regional and national information and knowledge management
systems.
Pillar III: Technological advancements that are environmentally friendly, effective

markets and market infrastructure to support post-harvest loss management
promoted
a. Access to market measures; and

b. Adaptive research and development measure.
Pillar IV: Good governance in macro-economic conditions for cost effective

financing and investment in post-harvest loss management promoted
a. Agricultural financing Interest rates made available to agriculture activities;

b. Percentage of national budgets allocated to agriculture and in particular, PHLM;
and
49
c. Adoption rates of PHM technologies.
7.3 Management Cycle and Governance of the PHLMS M&E

Framework
7.3.1 Planning and Operations Framework
The steps to be taken to develop, monitor and evaluate effective AU PHLMS implementation
plans are illustrated in Diagram 4 below. AU Member States and RECs shall follow these
steps in developing implementation plans as well as monitoring, evaluation and learning.
The virtuous circle will start with evidence-based planning process at AU, REC and MS
levels following the formulation of this AU PHLM Strategy. The implementation phase shall
be based on the agreed plans and shall be monitored progressively according to set
milestones and targets. Monitoring and Reporting shall be done according to the M&E
work plan that specifies the content, frequency, format and audience among other
parameters. The cycle is completed by Evaluation and Learning before seamlessly starting
again with planning.
Diagram 4: Planning, monitoring and evaluation cycle
Informed
Learning &
Decision
Adaptive
Making/
Management
Planning
Evaluating Implentation
Outcomes & of Plans &
Impact Investment
Monitoring
Plans,
Reporting
Outputs &
Outcomes
50
7.3.2 Establishing Baselines and Setting Targets
Baselines to allow for the measurement of change shall be established for all the identified
indicators. This clearly defined starting point (point of departure) at the start of
implementation allows for improvement to be judged or comparisons to be made. The
difference between actual and the baseline which is the extent achievement of the desired
outcome is attained, helps to measure or judge whether or not interventions have had any
effect on the subject of a development undertaking.
Based on the baseline derived, targets and milestones shall also be set in line with stated
policies and strategies. The targets for PHL reduction are already set in the Malabo roadmap
and baselines as reported in the first Biennial Report on the implementation of the Malabo
Declaration. These may be adjusted or changed based on lessons learnt during the
compilation of the first Biennial Report. A target specifies a particular value for an indicator
that the M&E system wishes to track. The targets should be realistic.
51
ANNEXES
ANNEX 1: AU PHLMS M&E INDICATOR FRAMEWORK

AFRICAN UNION POST-HARVEST LOSS MANAGEMENT STRATEGY RESULTS FRAMEWORK
ULTIMATE OUTCOME/IMPACT: Contribute to enhanced food and nutrition security at the Member States level through reduced post-harvest losses in food
including horticultural crops, livestock, and fisheries products
IMPACT INDICATORS BASELINES TARGETS VERIFICATION SOURCES RISKS AND ASSUMPTIONS
Food Consumption Score (FCS)
Household Dietary Diversity Score (HDDS)
Household Hunger Score (HHS)
Global Hunger Index (GHI)
Food Insecurity Experience Scale (FIES)

GOAL / INTERMEDIATE OUTCOME: to halve (decrease by 50%) the current levels of post-harvest losses (PHL), by the ear 2025 from the year 2015
OUTCOME INDICATORS BASELINES TARGETS VERIFICATION SOURCES RISKS AND ASSUMPTIONS
Reduction rate of Post-
Harvest Losses for (at least)
the 5 national priority
commodities, and possibly
for the 11 AU agriculture
priority commodities
52
OVERALL OBJECTIVE: effectively guide and coordinate post-harvest management initiatives at the regional and national levels towards achieving reduced
post-harvest losses in line with the Malabo Declaration and SDG targets
INDICATORS BASELINES TARGETS VERIFICATION SOURCES RISKS AND ASSUMPTIONS
Implementation Plans of the
AU, Regional and National
PHLM Strategies
Investment in post-harvest
loss management
Private sector participation
in PHLMS implementation
53
STRATEGIC OBJECTIVE NO. 1: Policy, awareness and institutional capacity in post-harvest loss management strengthened
Impact on knowledge,
skills and attitudes –
these indicators refer to 
change of awareness and
PHL Management activities
Sustainability of change –
as indicated by new policies
and regulatory frameworks,
partnerships and
institutional arrangements
Accessibility of PHL
awareness messages –
suitable for specific target
groups like smallholder
farmers and agro-dealers
Participation – evaluation
may monitor interest and
active participation of key
stakeholders including
private sector players
54
STRATEGIC OBJECTIVE NO. 2: Knowledge management, skills and human development in post-harvest loss management promoted
Knowledge products
developed and shared 
Functional regional and

national information and
knowledge management
systems.

STRATEGIC OBJECTIVE NO. 3: Technological advancements that are environmentally friendly, effective markets and market infrastructure to support post-
harvest loss management promoted
Access to market
measures
Adaptive research and

development measure
55
STRATEGIC OBJECTIVE NO. 4: Good governance in macro-economic conditions for cost effective financing and investment in post-harvest loss
management promoted
Agricultural financing
Interest rates made
available to agriculture
activities
Percentage of national
budgets allocated to
agriculture and in
particular, PHLM
Adoption rates of PHM

technologies
56
Annex 2: Glossary of Terms
Food Security, as defined by the United Nations’ Committee on World Food Security, is the
condition in which all people, at all times, have physical, social and economic access to
sufficient safe and nutritious food that meets their dietary needs and food preferences for an
active and healthy life.
Food, according to the FAO 2014 Definitional Framework of Food Loss working paper, is
defined, in the Codex Alimentarius Commission, Procedural Manual, 2013, as any
substance, whether processed, semi-processed or raw, which is intended for human
consumption, and includes drink, chewing gum and any substance which has been used in
the manufacture, preparation or treatment of "food" but does not include cosmetics or
tobacco or substances used only as drugs.
Supply chain is characterised as a system of organizations, people, activities, information,

and resources involved in moving a product or service from supplier to customer.
Food supply chain, according to the FAO 2014 Definitional Framework of Food Loss
working paper, is defined as the connected series of activities to produce, process, distribute
and consume food.
Value chain is characterised as a set of activities that a firm or organisation operating in a

specific industry or supply chain performs in order to transform and deliver a valuable
product to the market.
Value added is a process involving the transformation (addition of time, place and/or form
utility) of a raw material by changing its form to produce a high quality end product in order
to meet the needs, tastes or preferences of consumers.
Food losses are defined as “the decrease in edible food mass throughout the part of the
supply chain that specifically leads to edible food for human consumption” (FAO 2011, p. 3).
Food losses take place at the production, harvesting, primary handling, aggregation,
storage, transport, processing, distribution, and consumption segments (FAO 2014). Food
losses occurring on the demand side of the food chain (retail and final consumption) are
generally referred to as “food waste”, which relates to retailers’ and consumers’ behavior.
(Parfitt et al., 2010 as quoted by FAO 2011, p. 3). In the FAO 2014 Definitional Framework
of Food Loss working paper, ‘food loss’ is simply defined as the decrease in quantity or
quality of food.
Post-Harvest food loss refers to a decrease in quantity and/ or quality of food mass on the
supply side of the food chain. It is defined as ‘measurable qualitative and quantitative food
loss along the supply chain’ (De Lucia and Assennato, 1994; Hodges, Buzby and Bennett,
2011, as quoted by Aulakh et al, 2013); Consequently, Post-Harvest is not only
57
multidimensional but multidisciplinary involving the agriculture sector; agro-processing
industry; health and nutrition sector; distribution and manufacturing sector, among others.
Quantitative food loss refers to the decrease in edible food mass available for human
consumption (FAO, 1980). In the FAO 2014 Definitional Framework of Food Loss working
paper, ‘quantitative food loss’ is simply defined as the decrease in mass of food. In physical
terms, this is grain removed from the post-harvest supply chain and not consumed due to,
among other causes, spillage, consumption by pests and also due to physical changes in
temperature, moisture content and chemical changes. The quantity lost would have either
deteriorated rendering it inedible or discarded for failure to meet regulated standards to eat
as a food or to use as an animal feed.
Qualitative food loss is when food loses its quality attributes resulting in the deterioration
in quality leading to a loss of economic, social and nutritional value. The qualitative loss can
occur due to incidence of insect pests, mites, rodents and birds, or from handling, physical
changes or chemical changes in fat, carbohydrates and protein, and by contamination of
mycotoxins, pesticide residues, insect fragments, or excreta of rodents and birds and their
dead bodies. When this qualitative deterioration makes food unfit for human consumption
and is rejected, this contributes to food loss (Aulakh et al, 2013). In most cases, the quality
deterioration goes along with a significant loss of nutritional value, which might affect the
health and nutrition status of the whole community (FAO 2014). In the FAO 2014 Definitional
Framework of Food Loss working paper, ‘qualitative food loss’ is simply defined as the
decrease of quality attributes of food.
Post-Harvest technology8 is inter-disciplinary "Science and Techniques" applied to

agricultural produce after harvest for its protection, conservation, processing, packaging,
distribution, marketing, and utilization to meet the food and nutritional requirements of the
people in relation to their needs. It has to develop in consonance with the needs of each
society to stimulate agricultural production; prevent post-harvest losses, improve nutrition
and add value to the products. In this process, it must be able to generate employment,
reduce poverty and stimulate growth of other related economic sectors. The process of
developing post-harvest technology and its purposeful use needs an inter-disciplinary and
multi-dimensional approach, which must include, scientific creativity, technological
innovations, commercial entrepreneurship and institutions capable of inter-disciplinary
research and development all of which must respond in an integrated manner to the
developmental needs.
Post-Harvest System, according to the FAO, can be considered to encompass ‘the delivery
of a crop from the time and place of harvest to the time and place of consumption with
minimum loss, maximum efficiency and maximum return for all involved’ (Hidden Harvest,
1976 as quoted by Grolleaud, 2002). The key elements of a post-harvest system are as
follows, according to Grolleaud, (2002):
8
http://amickau.nic.in/index.php?option=com_content&task=view&id=53&Itemid=87
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a. Harvesting. The time of harvesting is determined by the degree of maturity which
affects successive operations, particularly storage and preservation.
b. Pre-harvest drying, mainly for cereals and pulses. Extended pre-harvest field
drying ensures good preservation but also heightens the risk of loss due to attack
(birds, rodents, and insects) and moulds encouraged by weather conditions, not
to mention theft. On the other hand, harvesting before maturity entails the risk of
loss through moulds and the decay of some of the food crops.
c. Transport. Much care is needed in transporting a mature harvest. Collection and

initial transport of the harvest thus depend on the place and conditions where it
is to be stored.
d. Post-harvest drying and / or cold storage. The length of time needed for full drying
of grains or cold chain storage of horticultural crops including fruit and vegetables,
depends on many factors including weather and atmospheric conditions. In
structures for lengthy drying of grains such as cribs, or even unroofed threshing
floors or terraces, the harvest is exposed to wandering livestock and the
depredations of birds, rodents or small ruminants. Apart from the actual wastage,
the droppings left by these marauders often result in higher losses than what they
actually eat. On the other hand, if grain is not dry enough, it is vulnerable to mould
and can rot during storage. If grain is too dry it becomes brittle and can crack
after threshing, during hulling or milling and winnowing. In cold chain storage for
fruits and vegetables and horticultural products, issues of humidity and fluctuating
temperatures can have serious consequences on the quality of the product hence
the need for enhanced technologies including steady and guaranteed supply of
energy in the form of electricity or fuels to drive ovens or coolers as is necessary.
e. Threshing. If a harvest is threshed before it is dry enough, this operation will most
probably be incomplete. Furthermore, if grain is threshed when it is too damp and
then immediately heaped up or stored (in a granary or bags), it will be much more
susceptible to attack from micro-organisms, thus limiting its preservation. The
threshing process which include machine settings and manual force must be such
that it does not cause grain breakage.
f. Storage. Facilities, hygiene and monitoring must all be adequate for effective,
long-term storage. In closed structures (granaries, warehouses, hermetic bins,
cold stores), control of cleanliness, temperature and humidity is particularly
important. Damage to facilities caused by pests (insects, rodents) and moulds
can lead to deterioration of facilities (e.g. mites in wooden posts) and result in
losses in quality and food value as well as quantity.
g. Processing. Excessive hulling or threshing can also result in grain losses,

particularly in the case of rice (hulling) which can suffer cracks and lesions. The
grain is then not only worth less, but also becomes vulnerable to insects such as
59
the rice moth (Corcyra cephalonica). Processing of horticultural products is an
industry on its own requiring very stringent measures to be followed for the
production of safe foods for human consumption.
h. Marketing. Marketing is the final and decisive element in the post-harvest system,
although it can occur at various points in the agro-food chain, particularly at some
stage in processing. Moreover, it cannot be separated from transport, which is an
essential link in the system.
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ANNEX 3: GUIDING PRINCIPLES IN THE FORMULATION OF
THE PHLM STRATEGY
In developing the African Union Post-Harvest Loss Management Strategy (PHLMS), it was
also essential to reflect on and circumscribe through a set of guiding principles, the keys to
successful strategy implementation. The following suggested key principles guided the
formulation of the Post-Harvest Loss Management Strategy:
Value Addition Guiding Principles
One of the key principles of the Comprehensive Africa Agriculture Development Programme
(CAADP) that has been embraced across the continent is the cognizant leverage of regional
complementarities and cooperation to boost growth. Another key principle of CAADP
talks to assigning responsibility for programme implementation to individual countries,
coordination with designated Regional Economic Communities (RECs), and facilitation
with relevant organs such as the NPCA Secretariat. Value addition at each level from
national to continental therefore is a key success factor to any strategy and to this end, the
following guiding principles were used in the formulation of this Post-Harvest Loss
Management Strategy:
1) Subsidiarity - whereby all programmes and activities are designed and

undertaken at levels where coordination adds value to regional economic
community and or Member States’ individual interventions and actions;
2) Additionality – only continental programmes that add value to continental and

regional integration, or enhance the capacity to achieve policy objectives at both
the regional and national levels be implemented as priorities;
3) Complementarity – continental programmes should be complementary to

regional and national programmes developed and implemented at the regional
and national levels; and
4) Proportionality - action at the continental level should not exceed that which is
necessary to achieve the objectives of the strategy avoiding imposing on regional
economic communities and or Member States rules that are too stringent or
efforts that are too great relative to those that would be reasonable or effective.
Partnerships Guiding Principles
Partnerships, consultations and alliances are also key features of the CAADP process.
Consequently, the following guiding principles were employed in the formulation of this
Continental Post-Harvest Loss Management Strategy:
61
1) Partnership and Consultation – to ensure the permanent involvement of
stakeholders in the agricultural and related sectors in the identification of
solutions to constraints, implementation, monitoring and evaluation of the
strategy; and
2) Responsiveness to change – acknowledgement that the strategy must be an

organic or evolving strategy, rather than a static instrument, that focuses on a set
of basic fundamentals and grows iteratively in response to experience and
changing circumstances.
Sustainability Guiding Principles
Sustainability in all respects is essential. This called therefore for the following guiding
principles in the formulation of this Post-Harvest Loss Management Strategy:
1) Environmental sustainability – continental, regional and national programmes

should aim at sustainably using the continent’s environmental and natural
resources and, along with both social sustainability and economic sustainability,
contribute to sustainable development that meets the needs of the present
without compromising the ability of future generations to meet their own needs;
2) Progressivity – allowing for moving forward in such a manner that takes into
account different regional and national circumstances and particular interests;
and
3) Leveraging – noting that not one organisation can provide for all the needs of its
constituent members and therefore the desire to use available resources to
leverage on potential other resources both in the public and private sector
domains.
62
ANNEX 4: SUMMARY OF VISION, GOAL AND OBJECTIVES OF POST-HARVEST LOSS MANAGEMENT STRATEGIES OF
ETHIOPIA, KENYA, TANZANIA, ZAMBIA AND ZIMBABWE
Country Vision of the Strategy Goal Strategic Objectives Specific Objectives

Ethiopia Vision Goal Overall Objective Specific Objectives
‘Contribute to To improve food availability, food To reduce food losses through the i. Reducing, both quantitatively and qualitatively, food losses
improved food access, food safety and nutrition, and adaptation/adoption and along the agricultural value chains of grains;
security and ultimately farmer incomes through reduced post- implementation of appropriate post- ii. Improving agricultural input and output market efficiencies for
to poverty reduction harvest losses along the agricultural harvest loss management systems grains with the view to enhancing post-harvest loss
through the attainment value chains of grains in Ethiopia along the agricultural value chains in management practices;
of food self-sufficiency Ethiopia. iii. Improving access to financing and investment for improved
in basic food post-harvest loss management practices; and
commodities and iv. Supporting sustainable value addition enterprises throughout
improved incomes of the agriculture value chain.
the Ethiopian people’ (Ethiopia 2016)
(Ethiopia 2016)
Kenya Vision Goal Overall Objective Specific Objectives:
‘To contribute to ‘To halve (decrease by 50%) the To effectively guide and coordinate i. Effectively implement post-harvest loss reduction policies and
increasing the quantity current levels of Post-Harvest Losses post-harvest loss reduction initiatives strategies in Kenya
and quality of food (PHL), by the year 2025 from 2018 as at the County and National Levels for ii. Strengthen institutional capacity to implement PHL reduction
available and the baseline year. key food supply chains in Kenya. interventions at national and county levels
accessible in order to iii. Implement good practices and technologies to reduce
ensure that all quantitative and qualitative post-harvest losses in Kenya’s
Kenyans have an Food supply Chains
adequate, diverse and iv. Strengthen linkages between food supply chains and post-
healthy diet. harvest reduction services in Kenya
v. Mainstream cross-cutting issues of significance to post-
harvest loss reduction including gender, youth, environmental
factors and agricultural information management in Post-
Harvest reduction initiatives
Tanzania Vision Mission Strategic Objectives
‘Reduced post- To improve PHLM by ensuring a. Facilitate Awareness on Post-harvest loss management to
harvest losses along availability of appropriate post-harvest Improve Efficiency and Reduce Crop Losses along the
the commodity value and value-addition practices and Value Chain
chains, which technologies, providing incentives for b. Promote availability, accessibility, affordability and adoption
adequately reward the investment in marketing systems, as of tested technologies to reduce post-harvest losses
actors and sufficiently well as improving capacities and c. Facilitate agricultural marketing systems to improve market
contributes to national coordination of strategic interventions access and minimize post-harvest losses
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food and nutrition d. Promote research and innovations of new and appropriate
security and the technologies and methods to reduce crop losses
economy’ (Tanzania e. Review and put in place new legislations to enhance
2017, p. 20) standards and practices to minimize PHL.
f. Strengthen institutional capacity, coordination, partnerships
and stakeholders’ participation of PHLM actors to enhance
implementation of strategic interventions
g. Strengthen post-harvest loss management systems to adapt
and mitigate the effects of climate change.
Addressing inadequacy in PHLM financing
Zambia Vision Guiding principles of the strategy
‘An efficient a. The right to adequate and nutritious food;
agricultural sector b. Value chain governance;
landscape that c. Public sector facilitation of private sector led agriculture;
assures reduced post- d. Private sector-led agricultural development;
harvest losses, food e. Evidenced-based innovations;
and nutrition security f. Affordability of technology;
and provides a g. Gender responsiveness;
pathway to ending h. Environmental awareness; and
hunger by 2025’ i. Zambia’s commitment to the Malabo Declaration and
(Nkonde et al (2018, Sustainable Development Goals.
p. 10) (Nkonde et al (2018), p. 11)
Zimbabwe Vision Policy Objectives Strategic Objectives for the Five
‘A prosperous, 1. Assure national and household National Priority Commodities
diverse and food and nutrition security; a. Create conducive policy
competitive 2. Ensure that the existing environment
agriculture sector, agricultural resource base is b. Institute a mechanism to
ensuring food and maintained and improved; coordinate post-harvest loss
nutrition security 3. Generate income and employment management
significantly to feasible optimum levels; c. Raise awareness on post-
contributing to 4. Increase agriculture’s contribution harvest losses
national development’ to the Gross Domestic Product d. Implement agricultural systems
(Zimbabwe 2018, p. (GDP); that support loss reduction
48) 5. Contribute to sustainable industrial e. Facilitate research and
development through the provision development on post-harvest
of home-grown agricultural raw loss management
materials; and
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6. Expand significantly the sector's f. Facilitate investments in
contribution to the national technology, mechanization and
balance of payments. practices
g. Improve post-harvest extension
and training
h. Improve marketing infrastructure
i. Mainstream gender and the
youth in post-harvest activities
j. Promote post-harvest loss
management processes that
take into account the impact on
the environment and climate
change
(Zimbabwe 2018, p. 48 – 49)
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ANNEX 5: STUDY COUNTRY POST-HARVEST STRATEGY BRIEFS
I. ETHIOPIA
I.1. Overview
Ethiopia is the second most populous country in Africa after Nigeria with a population of over
100 million in 2016 according to the United Nations Department of Economic and Social
Affairs – Population Division. More than 85% of the population reside in rural areas and
are engaged in and depend on agricultural production for their livelihoods. The major
source of food for Ethiopia is from cereals (mainly teff, maize, wheat, and sorghum),
pulses and oil crops.
According to the Global Growing Casebook of 2012, agriculture in Ethiopia contributed

50% of total GDP, 85% of employment, 70% of raw material requirements for large and
medium industries in the agro-processing sector and 90% of exports (Global Growing
Casebook, 2012). There is no doubt that agriculture is the mainstay of Ethiopia’s
economy contributing immensely to exports, employment and subsistence. Typically,
Ethiopian agriculture comprises mainly subsistence small-scale farming systems that
were estimated to account for 95% of total area under agricultural use and are
responsible for approximately 90% of the total agricultural output, 94% of food crops
production and 98% of coffee production (Global Growing Casebook, 2012).
Characteristic of small-scale agriculture in Ethiopia is low productivity due mainly to limited

access to agricultural inputs, financial services, improved production technologies, irrigation
and agricultural markets (MoARD, 2010). When there are surpluses, smallholder farmers
are constrained, in the main, by lack of access to markets (MoARD, 2010). This is as a
result of under-developed transportation infrastructure (U.S. Department of State, 2013),
inadequate storage facilities, and lack of agro-processing industries to preserve surpluses.
Consequently losses are significantly high and occur at various levels of the food value
chain. According to the African Post-Harvest Losses Information System (APHLIS), post-
harvest losses in Ethiopia in 2012 for teff were estimated at 12.3%, for sorghum at 11.6%,
for wheat at 9.9% and for maize at 16.8%.
The impact of such food losses is demonstrated in a classic case reported in 2010 in Ethiopia
when the United Nations Food and Agriculture Organisation and the World Food Program
Crop and Food Security Assessment Mission estimated the national grain balance. The
estimated total post-harvest losses stood at 2.04 million tons of grain at a time when
Ethiopia’s import requirement stood at 1.16 million tons (US Dept. of State, 2013). A
reduction in post-harvest losses could have mitigated against the import requirements by
improving food availability. According to the Ministry of Agriculture and Rural
Development, Ethiopia’s agricultural production has not been able to meet total national
food requirements with almost half the population subsisting in absolute poverty
(MoARD, 2010).
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It was in 2010 that the need in Ethiopia for a strategy to reduce the level of losses was
prioritised (MoARD 2010). This followed the recognition in Ethiopia’s Rural Development
Policy and Strategies of 2003 that focus on primary production had tended to overlook and
effectively neglected the importance of post-harvest losses (MoARD 2010). This impetus to
prioritise post-harvest loss management was further heightened by the call by the African
Union Heads of State and Government through the Malabo Declaration of 2014 to end
hunger by 2025 through, among other initiatives, halving ‘the current levels of Post-Harvest
Losses, by the year 2025’ (AUC 2014).
Furthermore, Sustainable Development Goal 12 (ensure sustainable consumption and

production patterns) calls for halving ‘per capita food waste at the retail and consumer levels
and reduce food losses along production and supply chains, including post-harvest losses’
by 2030 (UN Economic & Social Council: Statistical Commission, March 2016). In response
to these calls, the Ethiopian Government, with the support of the FAO, developed in 2016
its draft Post-Harvest Management Strategy In Grains.
I.2. Strategic Issues in Post-harvest loss management in Ethiopia
In the formulation of the Ethiopia PHLM strategy, several strategic issues were identified as
requiring attention if Ethiopia were to improve on its post-harvest loss management. The
following ten are highlighted.
1) Awareness and Communication: Observed in the case of Ethiopia was that

post-harvest losses (PHL) were an awareness issue affecting the way of doing
business. Furthermore, PHL was usually misunderstood;
2) Policy: In Ethiopia, PHL has been neglected for decades with little or no
emphasis on PHL until around 2010. Part of the key reasons for this was lack of
appreciation of the economic value of PHL and its impact on food security. As a
consequence of lack of policy direction on PHL, there was no coordination on
PHL issues among the various disciplines such as health, education and
agriculture in efforts to tackle PHL and there was also lack of or weak
enforcement of regulatory frameworks affecting PHL;
3) Skills and Human Development including Training: It was clear in the case of
Ethiopia that due to lack of attention on PHL, even the training curricula gave little
attention to PHL. As such, the country lacks opportunities for the few trained PHL
experts as PHL is not as generally recognised. There was also very little training
of extension service agents and farmers on PHL due to limited capacity in PHL
in institutions dealing with PHL. Generally, technologies and promotions in
agriculture mainly focus on production as priority and hardly PHL;
4) Research and Development: In Ethiopia, it was observed that research on PHL

was generally fragmented and not well coordinated such that evidence based
study data on actual loss assessments of PHL was generally not available;
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5) Markets and Market Infrastructure: In this very crucial part of the commodity
value chain processes, it was observed in Ethiopia that there was lack of formal,
coordinated marketing structures for domestically consumed commodities
thereby placing commodities produced by farmers at risk in terms of disposal
systems. Associated with this lack of formal marketing systems are the
challenges with grades and standards, pricing structures (no quality payment
incentives for domestically consumed commodities); packaging; warehouse
management; etc. This marketing environment leads generally to excessive PHL
for lack of incentives for producing or maintain quality in harvested crops and in
preserving harvested crop in such a state that will take advantage of price
fluctuations during the seasons. Exacerbating the situation is the limited / poor
infrastructure in terms of harvesting / marketing storage facilities including
commodity handling (poor fumigation and general commodity storage systems);
road and transport infrastructure, services (e.g. power) infrastructure, testing
laboratories etc. Associated with these conditions, this also meant that there
were no trade / marketing regulations for domestically consumed commodities to
provide some form of control over the handling of grains through the marketing
system.
6) Technology and Mechanisation: In Ethiopia, there is a general lack of

appropriate and access to PHL reducing technologies (post production). The
high cost of PHL technologies, the lack and high cost of service repairs, and the
lack of regulatory / standardisation of machinery (operational performance)
reduces the uptake of technology to reduce PHL losses. The of women-friendly
and time saving production / processing technologies was also sighted as a major
challenge to PHL as the majority of the commodity harvesting, processing and
handling is done by women;
7) Macro-economic conditions: At the macro level, what has hindered the update
of improved PHL methods has been the high levels of taxation on imported
agricultural equipment and supplies and generally the lack of regulation on labour
wages in Ethiopia;
8) Institutional and Organisational Structures: It was observed in Ethiopia that

the lack of coordination among country (including inter-disciplinary) actors
involved in PHL, the lack of support for PHL best practices and knowledge
platforms, universities, research institutions, training centres, etc; and the lack of
PHL skills, capacity and personnel for instance in the Ministry of Agriculture and
Rural Development were major setbacks to promoting good post-harvest loss
9) Financing and Investment: Very critical to the whole issue of PHL is financial
support throughout the agricultural supply chain. This is lacking in Ethiopia and
furthermore, there has been limited budgetary resource allocation for PHL
activities. The private sector have found little incentives to get involved in PHL
issues; and
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10) Agri-Business / Agro-Processing: The lack of involvement of the private sector
in inputs production and distribution; the lack of support for industry in areas such
as bag, sheller, thrasher manufacturing; and the lack of support for micro rural
agro-processing of crops have all contributed negatively to improved PHL
reduction in Ethiopia. The poorly developed agro-processing industry results in
a situation where most grains have to be consumed immediately with little
preservation for longer shelf life taking place.
With these challenges facing the Ethiopia grain industry, it went about developing its strategy
on post-harvest loss management. The first draft strategy was produced in 2016 and
through extensive internal consultative processes, the strategy was approved in 2018 by the
Government of Ethiopia for implementation (FAO – interview with crop officer in the FAO
Country Office, Addis Ababa).
I.3. Vision, Mission and Objectives
The strategic objective or goal of Ethiopia’s PH Management Strategy in Grains is to improve

food availability, food access, food safety and nutrition, and farmer incomes through reduced
post-harvest losses along the agricultural value chains of grains in Ethiopia by:
1) Reducing, both quantitatively and qualitatively, food losses along the agricultural
value chains of grains;
2) Improving agricultural input and output market efficiencies for grains with the view
to enhancing post-harvest loss management practices;
3) Improving access to financing and investment for improved post-harvest loss
4) Supporting sustainable value addition enterprises throughout the agro-industry;
and
5) Mainstreaming cross-cutting issues of significance to post-harvest loss
management systems including gender, youth, HIV/AIDs, environmental factors
and agricultural information management in all activities undertaken towards the
attainment of the above specific objectives.
II. KENYA
II.1. Overview
According to the draft Kenya Strategy for Post-Harvest Loss Reduction (2018 – 02025)
document, Agriculture in Kenya is the mainstay of that economy contributing from 25% in
2010, 30.4% in 2015 to 32.6% in 2016 to Kenya’s Gross Domestic Product (GDP). The
agriculture sector was reported to have performed poorly in 2017 with a decelerated growth
rate of 1.6% against the previous year’s growth rate of 5.1%. This was due mainly to drought
and the inversion by pests such as the Fall armyworm in 2017.
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Food crops in Kenya consist of cereals (maize, wheat, sorghum, rice, millet); pulses (beans,
pigeon pea, cowpea, chickpea, green gram); and roots and tubers (sweet potato, Irish
potato, cassava, arrowroot and yam). Food crops are reported to account for 32% of
agricultural GDP, but provide only 0.5 % of export earnings, while the livestock subsector
contributes 17 per cent of the Agricultural GDP and 7 per cent of exports. The livestock
subsector accounts for 40% of agricultural GDP (10% of the overall GDP). It provides
substantial foreign exchange through exports of live animals, hides and skins, dairy
products, and some processed pork products. It also employs 50% of the overall agricultural
labour force.
The dairy value chain is reported as one of the most dynamic sectors in Kenya contributing
6-8 percent of GDP with an estimated annual growth rate of 3 to 4 per cent. It is reported
that dairy production is a major source of income for rural households estimated at 1.8 million
producing 5.2 billion litres of milk annually of which 3.9 billion litres is from dairy cattle. In
addition, the industry generates employment to over 1.5 million persons working directly in
the subsector or in support services. Despite its low contribution to GDP at 0.4% in 2015,
the fisheries subsector has an important role in Kenya's economy as it supports over
500,000 people directly employed by the subsector, with the freshwater fisheries supporting
about 35,000 fishers, and marine fisheries over 8,000 fishers.
According to the draft Kenya Strategy for Post-Harvest Loss Reduction (2018 – 02025)
document, it is estimated that post-harvest losses in Kenya contribute up to 30% of food
losses raising therefore a serious challenge to the food security situation of Kenya. Despite
these estimated losses, the Republic of Kenya does not have a strategy to focus on PHL,
hence this draft strategy.
II.2. Vision, Mission and Objectives of the Strategy

The vision for the proposed Kenya’s Post-Harvest Loss Reduction Strategy is to contribute
to increasing the quantity and quality of food available and accessible in order to ensure that
all Kenyans have an adequate, diverse and healthy diet. The goal of the strategy is to halve
(decrease by 50%) the current levels of Post-Harvest Losses (PHL), by the year 2025 from
2018 as the baseline year. To achieve this goal, the overall objective of the strategy is to
effectively guide and coordinate post-harvest loss reduction initiatives at the County and
National Levels for key food supply chains in Kenya by:
1) Effectively implementing the post-harvest loss reduction policies and strategies

in Kenya
2) Strengthening institutional capacity to implement PHL reduction interventions at
national and county levels;
3) Implement good practices and technologies to reduce quantitative and
qualitative post-harvest losses in Kenya’s Food supply Chains;
4) Strengthening linkages between food supply chains and post-harvest reduction
services in Kenya; and
5) Mainstreaming cross-cutting issues of significance to post-harvest loss
reduction including gender, youth, environmental factors and agricultural
information management in post-harvest reduction initiatives.
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II.3. Strategic Issues in Post-Harvest Management in Kenya
The strategy is anchored on four pillars policies, Institutions, PHL reduction practices and
PHL reduction services. These drivers address post-harvest losses in all food commodities
and products. The strategic interventions identified, therefore, are applicable across a broad
range of food supply chains and these are shown in the figure below.
Figure Post-Harvest Reduction Pillars and Initiatives

Effective Enhanced Effective PH Efficient PHL
Implemention of Institutional Management Reduction
PH Policies Capacities Processes Services
•PH Policy •PHL reduction •PHL assessments •Extension
Interventions standards/ & reduction •Finance/ Credit
•PH management regulations measures •Market
technology & •PHL reduction •PH management, Information
Innovations Procedures & methods & •Adaptive Research
•PHL reduction Guidelines technologies •Conformity
programmes •Coordination •PH Management assessment
mechanisms Facilities
•PHL reduction
platforms •PHL Information •Food safety &
System quality assurance
•Skills, Training and systems
Human •Social &
Development environmental
considerations
III. TANZANIA
III.1. Overview
According to the second draft of the National post-harvest loss management Strategy
(NPHLMS) (2017-2027) of the United Republic of Tanzania (URT), key among the policies
that have given focus to post-harvest losses include the National Agriculture Policy (2013)
and Agriculture Marketing Policy (2008) which acknowledge post-harvest losses as a
challenge in achieving food security in URT. To implement these policies, a number of
reforms have been introduced and implemented to varying success. Examples are the
KILIMO KWANZA, Resolve, the Tanzania Agricultural and Food Security Investment Plan
(TAFSIP) and Southern Agriculture Growth Corridor of Tanzania (SAGCOT). All these
initiatives are linked to the Comprehensive African Agriculture Development Programme
(CAADP),
Despite these efforts, the Government of URT continues to face serious challenges in
addressing post-harvest losses. Key concerns include the inadequacy of post-harvest
services, limited agricultural marketing infrastructure and shortage of relevant technologies,
among others. Driven by these, the URT embarked on formulating the a PHLM strategy
that would guide public and private sector efforts in addressing post-harvest losses.
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Demonstrating the seriousness of the issue, the National Post-Harvest Management
Strategy (2017-2027) of the United Republic of Tanzania reported that in Tanzania, despite
the increase of cereal crops production at national level, estimated at 9.455 million tonnes
on average per year, technologies used for harvesting and processing cereals are poor and
this has led to PHLs in the region of 3.782 million tonnes on average per year, a staggering
40% loss in annual national production of cereals is lost due to PHLs.
III.2. Strategic Issues in Post-harvest loss management in Tanzania
According to the National Post-Harvest Management Strategy (NPHLMS) (2017-2027) of

the United Republic of Tanzania (URT), it identified eight strategic issues to be addressed
in an effort to reduce post-harvest losses in Tanzania. These are:
1) Inadequate awareness on post harvest losses including causes, impacts and

solutions by actors along the value chain;
2) Limited access to appropriate and cost effectives PHLM technologies;
3) Insufficient and poor marketing systems, including infrastructure;
4) Inadequate research and innovation efforts on PHLM;
5) Inadequate and poor enforcement of existing post-harvest loss management
regulations and guidelines;
6) Limited institutional capacity, inadequate coordination, and little involvement of
other stakeholders in post-harvest loss management;
7) Limited capacity to adapt and mitigate the effect of climate changes on PHLM;
and
8) Inadequate financing of Post-Harvest Loss Management.
III.3. Vision, Mission and Objectives of the Strategy
Resultantly, the National Post-Harvest Management Strategy (NPHLMS) (2017-2027) of the

United Republic of Tanzania (URT) has set its vision to reduce post-harvest losses along
the commodity value chains to adequately reward the actors and sufficiently contribute to
national food and nutrition security and the economy. To achieve this vision, it is the mission
of the PHLM strategy to ensure availability of appropriate post-harvest and value-addition
practices and technologies, provide incentives for investment in marketing systems, as well
as improve capacities and coordination of strategic interventions.
IV. ZAMBIA
IV.1. Overview
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According to the draft Post-Harvest Management Strategy for Zambia (2018 – 2025), policy
interventions designed to reduce the devastating effects of post-harvest losses (PHLs) have
not received much attention in Zambia until recently. The report further states that most
interventions aimed at improving food security and ending hunger have focused on
increasing food production, forgetting one complementary factor of reducing food loss and
food waste.
IV.2. Strategic Issues in Post-harvest loss management in Zambia
According to the proposed draft post-harvest loss strategy for Zambia, the Post-Harvest
Management Strategy for Zambia (2018-2025), which is still under formulation, the following
are some of the key findings that impede effective post-harvest loss reduction efforts in
Zambia:
1) Awareness creation of available PHL-reducing technologies;

2) Improving access to PHL reducing technologies;
3) Policy recommendations;
4) Education on best practices in harvest and post-harvest handling technologies;
5) Research on improved varieties for pre- and post-harvest loss reduction;
6) Exploitation of existing information exchange platforms or developing new ones;
7) Market and Marketing facilities including transport, storage, processing and
packaging infrastructure and facilities; and
8) Strengthen research and farmer capacity building.
IV.3. Vision, Mission and Objectives of the Strategy
Unlike other standard strategies that outline the vision, goals, overall and specific objectives
to be attained, the draft proposed post-harvest loss management strategy for Zambia
outlines the vision and guiding principles and then specific objectives by crop under review.
This raises the issue of standardisation in drafting PHLM strategies. Overall, the vision of
the draft proposed post-harvest strategy for Zambia builds on the Malabo Declaration and
Zambia’s Second National Agricultural Policy. The vision desires “An efficient agricultural
sector landscape that assures reduced post-harvest losses, food and nutrition security and
provides a pathway to ending hunger by 2025.”
The formulation of the strategy is said to be guided by the following principles:
a. The right to adequate and nutritious food;

b. Value chain governance;
c. Public sector facilitation of private sector led agriculture;
d. Private sector-led agricultural development;
e. Evidenced-based innovations;
f. Affordability of technology;
g. Gender responsiveness;
h. Environmental awareness; and
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i. Zambia’s commitment to the Malabo Declaration and Sustainable Development
Goals.
V. ZIMBABWE
V.1. Overview
According to the Postharvest Management Strategy for Zimbabwe (2017 – 2025), the
agricultural sector is the backbone of the economy of Zimbabwe. The sector contributes
about 12% to the country’s GDP and contributes 60% of raw materials for the agro-industry.
About 70% of the Zimbabwe population that stood at approximately 16 million at the start of
2018 derive their livelihoods from the agricultural sector. The major source of food in
Zimbabwe comes from maize, sorghum and milk.
In a statement in its postharvest management strategy, the Zimbabwe Government notes

that one of the most important goals of the government is to achieve food and nutrition
security of the population. The statement further notes that governments have mainly
focused on increasing production and productivity in order to achieve this objective but often-
forgot that post-harvest losses exacerbate food insecurity (Zimbabwe, 2018). Until 2018,
Zimbabwe did not have a Post-Harvest Loss Management Strategy which only came about
in response to the call by the African Union Malabo Declaration of 2014. In the current
formulation of its PH strategy, Zimbabwe prioritizes five commodities for reporting under the
Malabo declaration, namely, two cereal staple commodities (maize and sorghum), two
horticultural commodities (tomatoes and bananas) and milk.
V.2. Strategic Issues in Post-harvest loss management in Zimbabwe
Zimbabwe has for decades, maintained very highly formalized crop marketing systems with
well laid out standards, regulations and controls, storage and processing facilities that
generally were implemented by statutory marketing boards in association with the private
sector. In recent years, with the privatization of most statutory marketing boards and the
general agricultural market liberalisation, this situation has deteriorated. With the land re-
distribution that occurred starting in 2000, Zimbabwe’s farming system saw significant
changes both in terms of geographical spread of smallholder farmers and size of farm size.
Resultantly, three categories of farming systems models now characterize Zimbabwe,
namely, the communal areas under which land is communally owned and distributed; and
the A1 and A2 farming models with a 99 year lease tenure issued by the Ministry of Lands,
Agriculture and Rural Resettlement (MLARR). The A1 model are largely smallholder farming
systems and the A2 model are medium to large farm lands. The majority of Zimbabwe’s
population remains agriculture based and generally as smallholder farmers.
The post-harvest loss management Strategy of Zimbabwe outlines in general the strategic
issues it consider essential in post-harvest loss management. The strategy also outlines
commodity specific challenges and therefore strategic issues that require attention by
commodity. Outlined below are the general strategic issues on post-harvest issues in
Zimbabwe cutting across cereals and grains, horticulture, fruit and vegetable and milk sub-
sectors:
74
1) Create conducive policy environment: According to the strategy document,
there is currently no policy in Zimbabwe focusing specifically on PHL. There is
need to put in place a PH policy and strategy (which has now (2018) just been
developed) that can inform and provide guidelines to both the public and private
sector on prioritizing investments in PHL reduction towards achieving the Malabo
Declaration commitments and targets;
2) Institute a mechanism to coordinate post-harvest loss management: The

review of past and present policies indicates that there is lack of coordination of
the various programmes and projects that have been implemented in Zimbabwe
by non-government organizations and the public sector;
3) Raise awareness on post-harvest losses: Some of the causes of PHL can be

mitigated if the actors are fully informed of the impact of PHL. Raising awareness
is therefore important as it triggers understanding of the magnitude of the problem
and enables value chain actors to put in place PHL reduction measures that
ensure they derive maximum benefits from their activities;
4) Implement agricultural systems and practices that support loss reduction:

One of the issues that is responsible for PHL in cereals for example is harvesting
of the crops with high moisture content. This is mainly because farmers lack the
necessary knowhow and importance of harvesting under the optimal conditions.
Furthermore, the lack of equipment and appropriate technologies to determine
optimal moisture content at harvest or after drying the commodity also add to the
problem although there are practices that can be used for these purposes;
5) Facilitate research and development on post-harvest loss management:

There are laboratories in both the public and private sectors that provide testing
services. These laboratories can be strengthened to provide quality and research
services relevant to PH management.
6) Facilitate investments in technology, mechanization and general practices:

There are a number of technologies that have been produced but are not yet
widely available in Zimbabwe. There is also generally very low uptake rates of
these technologies in the country.
7) Improve post-harvest extension and training: Post-harvest loss management

is a relatively new science that is not widely integrated and taught in universities
and colleges. Most of the graduates therefore lack post-harvest loss
management technical capacity and an understanding of the principles behind
the discipline. Field extension workers have mainly accessed post-harvest
technical training through capacity development programmes that have been
implemented. There is therefore need to upgrade the skills of extension staff and
integrate the teaching of post-harvest loss management at all levels of the
education systems;
75
8) Improve marketing infrastructure: The rural road infrastructure is mainly
composed of seasonal roads that are linked to the national network of all-weather
roads. The roads in the rural areas become impassable particularly during the
rainy season. There is a lack of marketing and aggregation structures in rural
areas that allow for linkages with enhanced urban markets. There is need
therefore to prioritize the maintenance of the rural roads given the importance in
terms of movement of produce from the farms to the market and the installation
of aggregation, storage and marketing facilities;
9) Mainstream gender and the youth in post-harvest activities: Men tend

to dominate income generating activities in the smallholder areas. This is mainly
because men have better access to resources compared to women and youth.
In order to encourage and promote gender equity, there is need to promote
investments that take into account the interests of women and youth. Appropriate
PH management technologies developed and promoted should take into account
labour saving technologies for activities that are mainly performed by women and
youth in order to encourage their participation; and
10) Promote post-harvest loss management processes that take into account
the impact on the environment and climate change: Environmental
sustainability is important in order for the regeneration of the natural resource
base. Use of PH management methods that deplete the environment without the
requisite replenishment are not environmentally friendly. Examples can be found
in the use of firewood, in boiling milk for pasteurization when alternative options
such as the use of electricity, biogas and solar could be considered within the
context of the impact on the environment.
V.3. Vision, Mission and Objectives of the Strategy
In the case of Zimbabwe, the strategy document is structured to outline the vision of the
agriculture sector, policy objectives of the agricultural policy framework and strategic
objectives of the strategy. Once again, the need for harmonised and standardized
structuring of post-harvest loss management strategies across countries, whilst taking into
account the specificities of each country, is evident.
The vision for the PHLM strategy for Zimbabwe, based on the comprehensive agriculture
policy framework (2015-2035) of Zimbabwe, desires “A prosperous, diverse and competitive
agriculture sector, ensuring food and nutrition security significantly contributing to national
development”. To achieve this, the policy objectives, again according to the comprehensive
agricultural policy framework of Zimbabwe are to:
a. Assure national and household food and nutrition security;

b. Ensure that the existing agricultural resource base is maintained and improved;
c. Generate income and employment to feasible optimum levels;
d. Increase agriculture’s contribution to the Gross Domestic Product (GDP);
76
e. Contribute to sustainable industrial development through the provision of home-
grown agricultural raw materials; and
f. Expand significantly the sector's contribution to the national balance of payments.
As outlined above, the strategic objectives of the post-harvest loss management strategy
for Zimbabwe for the five national priority commodities (maize, sorghum, tomatoes, banana
and milk) aim to:
a. Create conducive policy environment

b. Institute a mechanism to coordinate post-harvest loss management
c. Raise awareness on post-harvest losses
d. Implement agricultural systems that support loss reduction
e. Facilitate research and development on post-harvest loss management
f. Facilitate investments in technology, mechanization and practices
g. Improve post-harvest extension and training
h. Improve marketing infrastructure
i. Mainstream gender and the youth in post-harvest activities
j. Promote post-harvest loss management processes that take into account the
impact on the environment and climate change
77
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AFRICAN UNION COMMISSION

POST-HARVEST LOSS MANAGEMENT STRATEGY

TABLE OF CONTENTS .................................................................................................. i

ABBREVIATIONS AND ACRONYMS ........................................................................... v

EXECUTIVE SUMMARY.............................................................................................. vii

PART 1: BACKGROUND ............................................................................................. 1

PART 2: RATIONALE FOR AFRICAN UNION POST - HARVEST MANAGEMENT

PART 3: STRATEGIC POST-HARVEST ISSUES FROM SELECTED NATIONAL

PART 4: STRATEGIC FRAMEWORK .................................................................. 29

PART 5: CONTINENTAL LEVEL STRATEGIC INTERVENTIONS ...... 33

PART 6: IMPLEMENTATION FRAMEWORK ..................................................... 41

PART 7: MONITORING AND EVALUATION (M&E) FRAMEWORK ......... 45

Overview of Post-Harvest Losses in Africa

a. awareness and communication on the impact or consequences of post-harvest

Purpose of the Strategy

Strategic Focus Areas

To mark the 10th anniversary of the Comprehensive African Agriculture Development

I. Recommitted to the principles and values of the Comprehensive Africa

b. the AU Commission and Regional Economic Communities (RECs) to facilitate the

c. the AU Commission and NPCA, in collaboration with partners;

d. the African stakeholders, including farmers, pastoralists, fishers, private sector

e. the African Agricultural Research and Knowledge Institutions to vigorously support

Furthermore, the implementation of the African Union Post-Harvest Loss Management

1.2. Process Of Developing The Post-Harvest Loss Management

1.3. Concept of Post-Harvest Loss Management

It is essential that common ground be established as issues of post-harvest losses, food

The concept of post-harvest loss management therefore describes an integrated approach

1.4. Demand for Development Assistance in Post-Harvest Loss

Figure 1: Less of Development Support Requirements by Region

Reduction of Post-Harvest Losses (PHL) and Food Loss

# countries PHL FLW

2.1. Overview Of Post-Harvest Losses In Africa

2.2. Critical Post-Harvest Loss Points

Diagram 1: Post-harvest Losses throughout the Agricultural Value Chain

Diagram 2: The Four Pillars of Food and Nutrition Security

Food and Nutrition Security

Availability Access Use and Utilisation

 Income  Food and nutrition knowledge

Stable supply, Risk reduction, Environmental sustainability

Source: Adapted after FAO

2.4. Ending Hunger in Africa by 2025

The performance target on post-harvest losses as outlined in the Technical Guidelines

Table 1: Summary of the African Continent Responses to the Malabo Declaration

a. The Central Africa Region2 with an aggregate calculated score of 0.0 is as a

h. awareness and communication on the impact or consequences of post-harvest

i. awareness of standardised post-harvest loss measurement methodologies;

l. research and development including lack of evidence-based PHL assessments;

m. institutional and organisational arrangements including lack of support for

n. targeted financing and investment in PHL activities.

Diagram 3: Domains of Work to Address Food Losses and Post-Harvest Reduction

Sources of Potential support /

Capacity Development Awareness Raising and Advocacy

2.5.1. Consultative Missions

2.5.2. Key Observations from Consultative Missions

1) Role of Private Sector in PHL

2) Guiding Principles in the Formulation of the Strategy

3) Reporting at Continental Level

5) Technical PHL Skills

6) Standards and Markets