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Country Crop Profile
Iron Pearl Millet in India
July 2010
HarvestPlus Country Crop Profiles provide background information that informs the development of crop delivery strategies. These profiles are internal HarvestPlus documents that are distributed to interested stakeholders and collaborators for informational purposes.
HarvestPlus is a global alliance of research institutions and implementing agencies that have come together to breed and disseminate biofortified crops for better nutrition. HarvestPlus is coordinated by the International Center for Tropical Agriculture (CIAT) and the International Food Policy Research Institute (IFPRI). HarvestPlus is an initiative of the Consultative Group on International Agricultural Research (CGIAR). HarvestPlus, c/o IFPRI 2033 K Street, NW, Washington, DC 20006-1002 USA Tel.: +1-202-862-5600 • Fax: +1-202-467-4439 • www.harvestplus.org
2
Prepared by:
Copyright © 2010, HarvestPlus. All rights reserved. Sections of this material may be
reproduced for personal and not‐for‐profit use without the express written
permission of, but with acknowledgment to, HarvestPlus. Contact Harrie
Hendrickx, Head of Product Delivery, at [email protected] with any questions
or comments regarding these profiles.
CONTENTS
ACRONYMS AND ABBREVIATIONS 1
EXECUTIVE SUMMARY 2
I. HARVESTPLUS PRODUCT DELIVERY: BACKGROUND AND OBJECTIVES
4
II. PRODUCT DELIVERY: PEARL MILLET IN INDIA 7
III. STAKEHOLDERS AND THEIR PRIORITIES 16
IV. TOWARD A CROP DELIVERY PROGRAM 24
APPENDIX 1. GUIDING PRINCIPLES FOR THE DELIVERY PROGRAM 34
REFERENCES 37
1
ACRONYMS AND ABBREVIATIONS
CGIAR Consultative Group on International Agricultural Research
CIAT International Center for Tropical Agriculture
DBT Department of Biotechnology
FAO Food and Agriculture Organization of the United Nations
GDP Gross Domestic Product
ICDS Integrated Child Development Services
ICRISAT International Crops Research Institute for the Semi‐Arid Tropics
IFPRI International Food Policy Research Institute
MDM Mid‐Day Meal Program
MOA Ministry of Agriculture
MSP Minimum Support Price
NARES National Agriculture Research and Extension System
NGO Nongovernmental Organization
NIN National Institute of Nutrition
OPV Open‐Pollinated Varieties
PHI Pioneer Hi‐Bred International
Rs. Indian Rupees
UNICEF United Nations Children’s Fund
WFP World Food Programme
WHO World Health Organization
2
EXECUTIVE SUMMARY
Iron deficiency impairs children’s physical growth, mental development, and
learning capacity. Iron deficiency often leads to anemia, which can increase
women’s risk of dying in childbirth. In India about 80 percent of pregnant women,
52 percent of nonpregnant women, and 74 percent of children (6–35 months) suffer
from iron deficiency‐induced anemia. Addressing malnutrition is one of the
priorities of the Government of India and its large‐scale food distribution programs
to reach the poor.
Pearl millet is grown on more than 26 million hectares (ha) in some of the most
marginal environments of the arid and semiarid tropical regions of Asia and Africa.
In these regions, pearl millet has a significant place in the food and nutritional
security of millions of the poorest of the poor households. Area wise, pearl millet is
the third most important cereal crop grown for food and fodder in India.
Worldwide, India is the largest producer of pearl millet, both in terms of area (9.1
million hectares) and production (7.3 million tons). Pearl millet is a regional crop,
and outside the regions where it is cultivated people do not prepare or consume it.
Pearl millet has a high level of heat tolerance, even more than sorghum and maize.
Pearl millet can still produce in areas where climate change has made the farming
of most other crops impossible. The gene banks of pearl millet contain varieties
with high levels of iron and zinc. These are used to produce new pearl millet
varieties with elevated iron levels bred with the high‐yielding varieties. These new
varieties can help reduce iron deficiency, and to some extent, zinc deficiency in
regions of India where it is a staple food crop.
There are two main delivery strategies for biofortification. The first, the push
strategy, is supply oriented and focuses on pushing biofortified crops into the
market. The second, the pull strategy, is demand oriented, and focuses on creating
an effective demand among consumers. A combined approach is proposed for pearl
millet in India, with a marked emphasis on the push strategy.
The following program pillars are needed to implement the strategy for pearl
millet:
Seed supply
Consumer communication
Strategic advocacy
Ensuring adequate seed supply will be the major overall challenge of the delivery
program in the next four years. India has a strong private seed sector that focuses
on hybrids. The public sector supplies both hybrids and open‐pollinated varieties
(OPVs). Farmers have been switching massively to hybrid seeds since prices are
very low. Private companies with a substantial market share in pearl millet and the
public seed sector will be convinced of having biofortified hybrid seeds as part of
their offerings. The distribution of hybrid seeds will be a very important element in
the push strategy.
3
The most important target groups for consumer communication are small‐scale
producers and their families in the regions where pearl millet is grown. Pearl millet
is a subsistence crop, and trade only takes place at the local market. Pearl millet has
the potential of becoming part of public food distribution programs (for example,
the Midday Meal program at schools). This would encourage demand.
Strategic advocacy will always be directed at creating local ownership. It will be
designed and implemented as a continuous process to engage the relevant public,
private, and nonprofit partners.
4
I. HARVESTPLUS PRODUCT DELIVERY: BACKGROUND AND OBJECTIVES
HarvestPlus
In late 2002, the Consultative Group on International Agricultural Research
(CGIAR) Micronutrients Project was selected to be one of three pioneer CGIAR
Challenge Programs. In 2004, the HarvestPlus Challenge Program was officially
launched when it became the first recipient of funding for biofortification research
granted by the Bill and Melinda Gates Foundation. HarvestPlus has since emerged
as a global leader in developing biofortified crops and currently works with more
than 200 agricultural and nutrition scientists around the world. It is co‐convened by
the International Center for Tropical Agriculture (CIAT) and the International Food
Policy Research Institute (IFPRI).
The year 2009 marks the beginning of the HarvestPlus product development and
delivery program. The second phase will bring nutrient‐rich staple crops from the
laboratories of the National Agriculture Research and Extension Systems (NARES)
and CGIAR to the fields of farmers around the world. Based on the breeding
research and nutrition studies done in the past years, the first biofortified products
in some crops are now ready, and in others will soon be ready to be rolled out in
large volumes. As a result, benefits to the health of large numbers of people and the
financial situations of numerous farmers can now start to be realized.
HarvestPlus aims to support initiatives of governments, research organizations,
non‐profit organizations and private companies to reduce hidden hunger and
provide micronutrients to one billion farmers and consumers through the staple
foods they eat. This is achieved by a process called biofortification, which entails
breeding higher levels of micronutrients directly into key staple foods (HarvestPlus
2009). Figure 1 shows the ten country crop combinations that have been selected,
for which profiles will be developed.
5
Figure 1: Country crop profiles
Purpose of the country crop profile
The country crop profiles are the first step of the delivery work in the second phase
of the HarvestPlus (see Figure 2). The next step (also referred to as the development
phase) entails the preparation of a full program document. This will be done by
making use of the program pillars, as presented in the country crop profile. The
program document will be the basis for advocacy and fundraising activities. Only
after the full program is prepared, and support and adequate funding are secured,
the implementation phase starts.
The country crop profile provides a description and analysis of the existing
situation with respect to the value chain, and then provides a strategic framework
for starting off the process of developing a country program. The strategic
framework is presented in the form of pillars. For each pillar of the program, a set
of priority activities is defined. The country crop profile covers the first four years
of dissemination.
Bangladesh
Zinc Rice
DR Congo
Iron Bean
Pro‐vitamin A Cassava
India
Zinc Rice
Zinc Wheat
Iron and Zinc Pearl Millet
Nigeria
Pro‐vitamin A Cassava
Pakistan
Zinc Wheat
Rwanda
Iron Bean
Zambia
Pro‐vitamin A Maize
6
Figure 2: Program phases
The profiles do not aim to provide a detailed description and analysis of farming
systems, value chains, or markets with respect to the biofortified crops. Rather, the
profiles are a functional document aimed at starting off the delivery phase. During
Step 2, action plans will be developed, with responsibilities and a budget, and thus
the program document will gradually emerge.
Developing the country crop profiles, as well as the ensuing program, is also a
process of involving relevant stakeholders and assessing the potential for strategic
partnerships and effective dissemination. Joint collaboration with stakeholders from
both the agriculture and health sectors will be key to the success of HarvestPlus,
since agricultural products are used as “carriers” of micronutrients to realize
nutrition and health benefits.
The development of a country crop profile
The profile starts with an assessment of the value chain dynamics and the main
actors involved. It may also include organizations that are not yet involved in the
value chain, as a way of identifying opportunities and potential partners for
extensive and strategic scaling up. Finally, the pillars of a dissemination strategy
will be presented. (See Appendix 1 for guiding principles for the delivery program.)
Harvest Plus I
Breeding
Harvest Plus II
Starting delivery
Step 1
Country Crop Profile
Step 2
Preparation of full program
Step 3Advocacy & Fundraising
Step 4
Program implementation
Harvest Plus III
Roll‐out / widespread delivery
7
Figure 3: Methodological framework of country crop profile
II. PRODUCT DELIVERY: PEARL MILLET IN INDIA
Target country and crop context
India is a pluralistic, multilingual, and multiethnic nation, and it is home to one‐
sixth of the world’s population. India has shown rapid development in recent years,
and the population below the poverty line is declining rapidly (WHO 2010).
India is one of the largest producers of agricultural products in the world, and
Indian agriculture provides livelihood support to about two‐thirds of the country’s
population, with a 17.8 percent contribution to the gross domestic product (GDP) in
2007–08 (CIA 2010). The challenge of the country is to feed the growing population
with staple crops and hence for the agriculture sector to maintain food security. In
total there are 140 million hectares under cultivation in India (World Bank 2009).
Iron deficiency, which is widely prevalent in India, impairs children’s physical
growth, mental development, and learning capacity. Anemia is often induced by
iron deficiency, and when severe, can increase the risk of women dying in
childbirth. About 80 percent of pregnant women, 52 percent of nonpregnant
women, and 74 percent of children (6–35 months) in India suffer from iron
deficiency‐induced anemia. Prevalence of anemia in India is high because of low
dietary intake, poor availability of iron, and chronic blood loss due to hookworm
infestation and malaria (IIPS and Macro International 2007).
In regions of India where pearl millet is a staple food crop, pearl millet with
elevated iron levels can help reduce iron deficiency. Normal iron content in some of
the widely cultivated hybrids of pearl millet averages nearly 47 micrograms/gram
(μg/g), and the biofortification target increment is 30 μg/g, totaling 77 μg/g. This
provides an additional 30 percent of daily iron requirements if consumed on a daily
basis. HarvestPlus will be working in Maharashtra, Gujarat, Utter Pradesh,
Haryana, and Rajasthan, which account for about 70 percent of the area under
cultivation for pearl millet and where the majority of the consumers are located.
The main partner in India for the development phase is the International Crop
Research Institute for the Semi‐Arid Tropics (ICRISAT), a member of the CGIAR.
Advanced lines in ICRISAT’s breeding program have been screened, and some have
already met iron and zinc target levels in trials conducted at the ICRISAT research
•Structure and Dynamics of the Value Chain
•Stakeholder Analysis and Rationale
•Pillars of the Program
8
center, implying that fast progress can be expected in developing and delivering
biofortified hybrids and high‐iron versions of commercial open‐pollinated varieties
(OPVs).
The first biofortified hybrids are expected to be ready for release in 2012. Six
medium‐sized Indian private seed companies and five public sector institutions
have been involved in the HarvestPlus program in the second phase and benefit
from the ICRISAT‐bred breeding lines and hybrid parents specifically developed for
biofortification. ICRISAT no longer does any adaptive work in India; this is done
mostly by the private seed companies and the public sector programs.
Pearl millet value chain
Millets are often a recommended option for farmers operating in harsh
environments where other crops do poorly, as they are grown with limited rainfall
and often without application of any fertilizers or other inputs. Moreover, these
crops constitute the principal source of energy, protein, vitamins, and minerals for
millions of the poorest people in these regions (IFPRI 2009).
Pearl millet is the fourth most important cereal crop grown for food and fodder in
India. Worldwide India is the largest producer of pearl millet, both in terms of area
(9.1 million hectares) and production (7.3 million tons), with an average
productivity of 780 kilograms per hectare (kg/ha) over the last five years (ICRISAT
2009).
Figure 4 shows the area of cultivated pearl millet by state. Rajasthan has the most
hectares under pearl millet cultivation, followed by Maharashtra. Both states have
low yields of between 700 to 730 kg/ha. Production figures are shown in Figure 5.
9
Figure 4: Area under pearl millet cultivation (ICRISAT 2009)
Figure 5: Yields under pearl millet cultivation (kg/ha) (ICRISAT 2009)
Since the early 1980s, the area under pearl millet cultivation in India has declined
by 26 percent, while production has increased by 19 percent, mainly due to the
introduction of high‐yielding hybrids (Thakur 2008). By 1986, ICRISAT had made a
major contribution to pearl millet research by developing downy‐mildew‐resistant
male sterile lines and releasing two hybrids (ICMH 451 and 501). These lines
became the basis for numerous hybrids developed through private research, which
would steadily drive up pearl millet yield and production (IFPRI 2009).
Rajasthan51%
Maharashtra15%
Gujarat10% Uttar
Pradesh9%
Haryana7%
Karnataka4%
Madhya Pradesh2%
Tamil Nadu1%
Andra Pradesh1%
0
200
400
600
800
1000
1200
1400
1600
1800
10
In 2007, India exported 0.56 percent of its pearl millet production, 51 percent of
which went to Yemen. There is no recorded data of any imports by India of pearl
millet, and imports can be considered negligible. Pearl millet is not traded on a
large scale, and consumption follows production figures. Outside the regions where
pearl millet is cultivated, people do not prepare or consume it. There is no national
demand for this grain.
Pearl millet is mainly a subsistence crop, and therefore, there are few links in the
value chain. Figure 6 shows the main stages in the chain. The majority of the
produce is consumed on the farm or traded at the local market. Processing takes
place at home or at the village mill.
Figure 6: Value chain for pearl millet
Prices
The price of pearl millet varies greatly depending on the state, as shown in Figure 7,
with the highest price in Maharashtra.
Figure 7: Prices per state (rupees per quart)1
In several states, the government guarantees a minimum support price (MSP).
However, in many cases the MSP is not enforced, resulting in farmers selling their
1 Quart (qu) is a British imperial capacity measure (liquid or dry) equal to 2 pints or 1.136 liters.
Input supply Production Processing Consumption
0
500
1000
1500
2000
2500
3000
Retail Prices in Rs./qu
Wholesale Prices in Rs./qu
Farm Gate Prices Rs./qu
11
product below this price level. When the price is too low, farmers tend to store the
grain. The MSP for pearl millet in 2008–2009 was Rs. 840 per quintal.
Input systems
The public sector provides about 40 percent of all improved pearl millet seed used.
Private seed companies provide about 60 percent of the improved seeds used in
pearl millet cultivation. The total pearl millet seed market share is relatively small
and is estimated to be around 5 percent of the total agricultural seed market (which
is estimated about US$ 1.2 billion). There are three types of seeds used for pearl
millet:
Hybrids are predominantly developed and distributed by the commercial
seed sector. Hybrids cover 45 percent of the total pearl millet area, which is 4
million hectares (2007). The market for hybrid seeds is around 20,000 metric
tons. In Rajasthan, only 20 percent of the area is under hybrid cultivation.
Bayer and Pioneer Hi‐Bred International (PHI) are the market leaders in
pearl millet hybrids.
Open‐pollinated varieties are mainly distributed by public seed corporations,
and sales are subsidized.
Land races, which are open‐pollinated, traditional pearl millet seed, are
normally a mixture of different races. These are not sold in a commercial
system. Since they are adapted to local conditions, land races have the
advantage that they always give a minimum yield.
Six million hectares of pearl millet (more than 60 percent of the total pearl millet
area) is planted with more than 70 hybrids, of which at least 80 percent are hybrids
from the private sector (Dar et al. 2006).
Farmers have been switching to hybrids, which offer better yields in most
circumstances. The cost of pearl millet seed is low, even for hybrid seeds. Under the
present conditions, hybrids are preferred over OPVs for the following reasons:
higher grain yield and crop uniformity;
better seed quality and generally better fodder quality; and
wider cultivar choice.
More detailed information can be found in a paper by D. Asare‐Marfo et al. that
will be published in the second half of 2010.
The major constraint for hybrids is that few of the currently available hybrids are
adapted to marginal dry lands, such as those found in arid, western Rajasthan.
Moreover, there is no distribution network for OPVs or hybrids in this region;
therefore, land races are widely used.
Seed companies and the public sector produce their own seed and engage contract
growers. Private and public seed companies buy their seed directly from farmers
and also make direct payments to farmers. However, seed companies increasingly
buy the seed and make the payments through so‐called organizers. Each organizer
buys seeds from several hundred farmers, with a service charge for himself. The
12
public sector has several state‐owned farms with an average size of 3,000 to 10,000
hectares.
During the launch of a new hybrid, both the private and public sectors freely hand
out seeds and demonstrate cultivated plots. If the response to the variety is
favorable, the seeds are then introduced into the market.
Figure 8 shows the organization of the seed supply system for pearl millet in India.
14
Farming systems parameters
The parameters for the farming systems are valid for both the subsistence and
commercial systems. Whether pearl millet will be used for family consumption,
animal fodder, or the marketplace has no impact on the farming systems as such.
Production characteristics
Pearl millet is mainly cultivated on smallholder farms, with the average holding
size in India being about 1.34 hectares. Pearl millet is traditionally grown as a rain‐
fed crop, and more than 90 percent of pearl millet is cultivated during the rainy
season. Research shows that pearl millet has a highly efficient water uptake, making
it highly relevant for water‐scarce areas. Unreliable rainfall tends to keep the use of
inputs such as fertilizers to a minimum. The main loss of crop is due to downy
mildew and bird damage. As a result, farmers prefer varieties with tight cobs,
which reduce bird damage and are less prone to logging (Rai 2008).
Pearl millet’s short growing time (the period between sowing and harvesting) is an
important feature, as some varieties can be harvested as soon as 60 and 70 days
after sowing, providing greater opportunity for crop rotation and increasing
cropping intensity. Possible crop rotations include the following:
If the pearl millet crop is sown early in May, it can be followed in the same
year by horse gram.
Pearl millet is often grown in rotation with groundnut, cotton, chickpea,
black gram, mustard, castor, and sometimes, in southern India, with rice.
In areas where cotton and sorghum are grown, the rotation may be pearl
millet‐cotton‐sorghum or pearl millet‐sorghum‐cotton (a three‐year rotation).
In sandy soils, pearl millet may be grown continuously year after year.
Because of migration of males to nonagricultural employment opportunities,
women make up a growing percentage of the rural population. According to the
Food and Agriculture Organization (FAO), 86 percent of female workers in India
depend on agriculture for their livelihoods. Despite this growing dependence on
agriculture, rural women’s ability to access land and manage the benefits remains
restricted.
Soil and land issues
At the national level, the distribution of operational land holdings in 2006 exhibited
approximately the same degree of concentration as in 1992. Access to land is
extremely important in rural India where the incidence of poverty is highly
correlated with a lack of access to land. In 2006, land was distributed as follows
(IIPS and Macro International 2007):
Marginal holdings (1 hectare or less) constituted 70 percent of all operational
holdings.
Smallholdings (1 to 2 hectares) constituted 16 percent of holdings.
Semi‐medium holdings (2 to 4 hectares) constituted 9 percent of holdings.
Medium holdings (4 to 10 hectares) constituted 4 percent of holdings.
Large holdings (over 10 hectares) constituted less than 1 percent of holdings.
Only 8 percent of the cultivated pearl millet receives irrigation, and the use of
inputs (fungicides, fertilizer) is very limited. The public sector provides subsidized
inputs, but they rarely reach the areas where pearl millet is grown. Private seed
companies (at the dealer level) provide credit to small‐scale farmers for buying the
seeds and other possible inputs.
Trade and processing
It is estimated that 90 percent of pearl millet production is used as food, and the
remaining 10 percent serves as animal and poultry feed (Sathguru 2010). The
trading and processing of pearl millet have little relevance at present. The grain is
currently consumed on the farm either as part of the family’s daily meal or as
animal feed and fodder. For food consumption, the millet grains need to be milled.
This is a time‐consuming job for women and is one of the reasons why some women
prefer other grains such as rice or wheat, which are easier to process. The milling
takes place at home or at the village mill. One of the attractions of the crop is that it
can be stored as dry grain for two years or more. Pearl millet flour has a short shelf
life and is not being commercialized at this moment.
Consumers
Pearl millet is known by a variety of names in India—bajra, bajri, sajje, cumbu—and
is processed by women as bread, porridge, and as part of other traditional dishes.
Pearl millet is mostly consumed in rural areas. Consumption of pearl millet can be
as high as 300 grams a day for adult men and women, 150 grams for children ages 4
to 6, and 75 grams for children ages 1 to 3. On average, however, the numbers are
much lower. Figure 9 shows pearl millet consumption per state.
Figure 9: Consumption at state level (Sathguru 2010)
0
2
4
6
8
10
12
14
Western
North‐Eastern
Southern
Eastern
Plains
Saurashtar and Dry
Coastal and W
estern
Inland Northern
Inland Cen
tral
Eastern
Andhra Pradesh
Kilo
gram
s/months
Total cereal consumption per capita(Kg/month)
Bajra consumption per capita (Kg/month)
16
The highest per capita consumption is in Rajasthan, especially in its western region,
which includes the areas of the Thar desert.
Sustainability issues
Gender
Typically it is the male member of the farming family who decides on the varieties,
buys the seeds, and sells the crop at the market or to a trader. Work on the land is
done by men, women, and children.
Women are mainly involved with the harvest and postharvest procedures of the
crop. Women thresh, dry, and grind the crop and prepare it for storage. Grinding
pearl millet is a time‐consuming job; thus, women sometimes switch to other grains.
Where a village mill is available, it is usually run by a man.
Women prepare the family meals and decide which products have to be bought
from a shop (if available). Few women have control over income generated from the
land and instead depend on male family members for their economic and social
security.
Pro‐poor focus
Pearl millet is consumed in one of the poorest regions of Asia, and hence people
from other regions define pearl millet as a “poor man’s food.” The producers and
consumers of pearl millet are generally small‐scale farming families. Enriching
pearl millet with iron is an excellent way of reaching HarvestPlus’ target group.
Socioeconomic
Producing pearl millet is expected to have no negative impact on the socioeconomic
context in India. There may be a positive impact; for example, innovative
techniques could lead to a reduction in women’s workload, or farmers’ use of best
agricultural practices could increase yields.
Environment
Pearl millet is highly drought resistant and therefore suitable for use in measures to
adapt to climate change (rising temperatures, longer periods of drought). The
production of pearl millet will have no negative impact on the environment.
III. STAKEHOLDERS AND THEIR PRIORITIES
Introduction
The country crop profile focuses on the identification of key stakeholders in the
pearl millet value chain and the opportunities for these stakeholders to participate
in the dissemination phase of the HarvestPlus program. To identify the
opportunities for and risks of the stakeholders’ involvement, it is important to
understand the priorities of each type of stakeholder.
Figure 10 shows the relative influence of the stakeholders in the decision making
process of the value chain for pearl millet. The producers and consumers are
equally influential, as pearl millet is mainly a subsistence crop, and trade and
processing stakeholders assume a limited role in this chain. Pearl millet plays a
minor part in public food interventions programs.
Figure 10: Actors in the value chain for pearl millet (Aidenvironment 2009).
The value chain can be characterized on the basis of the degree of integration
among the links. Vertical integration is very limited within the value chain for pearl
millet in India, as is privately led direct sourcing. The value chain is short,
involving a limited number of actors. The volumes traded outside the production
areas are very small, and professional processing does not take place on a large
scale. In the following sections, key issues and the most relevant actors for each link
will be identified. These key issues are summarized in Figure 11.
Consumption
Retail
Wholesale
Local trade
Primary production
Figure 11: Key issues in the value chain for pearl millet
Input supply
Several private seed companies are involved in pearl millet research, including
Pioneer‐DuPont, Proagro‐Bayer CropScience, Syngenta, Mahyco (Monsanto), and
many more (Gupta 2009). HarvestPlus currently works with several small‐ to
medium‐sized seed companies (which together have approximately a 20 percent
market share in hybrids). It is important to involve a large, private company with
more than 25 percent of pearl millet market share in a selected state.
With a view toward introducing biofortified seeds in other areas of India or
neighboring countries, it could be advantageous to work with international
companies capable of promoting the breeding and marketing of biofortified seeds.
Both the private and public sectors have their own production and distribution
channels for pearl millet seeds. Public sector seeds are OPVs, and hybrids are sold
at a subsidized rate. The private sector concentrates exclusively on hybrids and
competes with the public sector in terms of quality. Farmers show an increasing
preference for hybrids (mostly private). Most of the rural outlets sell both
subsidized public seeds and private‐sector hybrids. To promote new releases,
•Key issues
•Stimulate distribution to small‐scale farmers
•Improved soil managementInputs
•Access to extension services
•Focus on improved farming practices and increased yield
Production
•Improved supply chain management to integrate pearl millet in public food programs
Storage & Transport
•Adapt technology for grinding to make it less time consuming for womenProcessing
•In coming years not a priorityRetail
•Integrate pearl millet in the public food distrubution systemConsumption
•Production and consumption is actively promoted by the Government of IndiaPolicy
•Rationale
•High competitive private seed sector
•Private sector does not perceive biofortified seeds as a business
•Public agricultural extension services are poorly resourced and may not influence farmers'choice
•Grain has a long shelf life, flour a very short shelf life
•No substancial trading takes place
•Grinding is time‐consuming for women
•No large scale retail in place
•No visible trait
•Biofortified foods non‐existant
•Pearl millet is not part of the public food distribution
•No policy on the promotion of biofortified foods
19
traders give away free samples of 1.5 kg of seeds. Such a bag is enough for one acre
of land. The packaging is usually high‐quality plastic bags and such a 1.5 kg bag
would cost on average 250 Rs.2
The salesperson will play a key role in making biofortified seeds available to small
scale producers, as he (very few women sell seeds) is the one who informs the
farmer about the availability of the seeds. Farmers usually receive information from
the dealer and the most progressive farmers in the village (Matuschke 2009).
Packaging and labeling of high‐iron pearl millet seed should be unique to help
farmers select the right seed. The packaging should include a logo and a nutrition
message to promote the nutritive value (International Center for Research on
Women 2010).
While maintaining the main focus on hybrids, publically and privately produced
seeds each need a different launch strategy. Pilot projects with the private and
public sector in Maharashtra and Rajasthan will provide a starting point for the
delivery of biofortified pearl millet.
Production
Farmers tend to buy seeds a few days before sowing. This allows them to decide on
the varieties they will use at the last moment. Farmers base their choice of seeds on
the information from their local dealer and the most progressive farmers in their
social network, taking into account the following key elements: grain and fodder
yield; agronomic traits, including crop duration; resistance to downy‐mildew
disease; taste (in cases of personal consumption); and market price of the variety.
As previously indicated, pearl millet hybrids are enjoying growing popularity, and
the private sector seed is generally considered by farmers to be of better quality.
The relatively easy adoption of pearl millet hybrids can provide valuable lessons
for HarvestPlus for the adoption of hybrid seeds. A recent study reveals a number
of elements that need to be taken into account when making the switch from OPVs
to hybrid pearl millet (Matuschke 2009). The switch from OPVs to hybrids is not
2 Personal communication, CEO, Private seed company. 2009.
Potential partners for seed supply
Small‐ and medium‐scale private seed companies
National Seed Corporation (need of central government)
Multinational seed companies (e.g., Pioneer)
Millet network (coordinates stakeholders)
ICRISAT (supports breeding program and platform function)
Key intermediaries (e.g., Dhan Foundation & Barwale Foundation)
State seed corporations (produces certified seed)
Extension networks of agriculture universities (builds distribution
capacity of farmers)
Public seed distribution center (national‐ and state‐owned
wholesalers and network of public distribution outlets)
20
influenced by the household’s income, as hybrid pearl millet seed rates (3–4 kg/ha)
and prices (Rs. 120–200/kg) are low (much lower than for hybrid rice).
Farmers living in highly drought‐prone villages with poor soil quality and no
irrigation facilities are less likely to become adopters of hybrids.
Nutrition is not as yet a key consideration in the decision‐making process. For this
to change, a promotional campaign targeting men and women will need to
accompany the input supply activities of HarvestPlus. At the same time, farmers
will need to be convinced of the agronomical traits of biofortified crops through
free samples, demonstration plots, and more intensive extension services about
good agricultural practices.
The government has a complete system in place, which is coordinated by the
Ministry of Agriculture (MOA), to deliver extension services to farmers in all states.
Unfortunately, this system has insufficient resources to provide the services
required by farmers in outlying areas. Training sessions, for example, are organized
in the larger cities in various states, or at the central level (Delhi), making it
difficult for farmers, and particularly female farmers, from remote, rural areas to
attend. Since the main target group for HarvestPlus is poor farmers who consume
much of the pearl millet they produce, it is important to sensitize rural farmers to
the nutritive value of biofortified pearl millet. This would involve improving their
knowledge of and attitudes toward iron deficiency and raising their awareness of
high‐iron pearl millet’s contribution to reducing the prevalence of nutritional
anemia in their communities.
This requires conducting needs assessments to determine the target communities’
perceptions about the causes of iron deficiency, knowledge of dietary management
of iron deficiency, and perceived risk to and consequences of iron deficiency
(International Center for Research on Women 2010).
A network of nongovernmental organizations (NGOs) and corporate foundations
are also providing agricultural extension services. The HarvestPlus program has
established initial contacts with some of these organizations and will strengthen
these relationships in the near future. As many farmers over a large area have to be
reached, different NGOs need to be selected on the basis of their experience and
their presence in a region.
Potential partners for strengthening production
MOA (provides extension services at the state and district levels)
Ministry of Integrated Women and Child Development (provides
health centre programs at the village level)
University extension services networks
NGOs (provides extension services)
Corporate affiliated extension networks
21
Transport, storage, processing, and retail
In the coming years, the focus of HarvestPlus will be on rural families’ consumption
of their own pearl millet production. A demand for biofortified pearl millet can
then gradually be generated by the public sector.
Ground pearl millet has a short shelf life of 1 to 2 weeks due to enzyme‐catalyzed
oil oxidation that is markedly enhanced by the milling process. Pilot projects have
been carried out by the Haryana Agricultural University (Home Science
Department), which demonstrated that the simple technology of temperature
bleaching kills most of the lipase activity and allows a longer shelf life for the flour.
This longer shelf life as a result of bleaching would enhance the marketing potential
of processed pearl millet products (e.g., grain bars and other health snacks). The
traditional Indian recipe for pearl millet can be explored further by adopting
modern process technologies to make them simpler to process with enhanced shelf
life and taste factors. Close cooperation with the processing industry and research
institutions, such as food science groups at agriculture universities, will help to
develop innovative recipes and process methods.
Dry grain pearl millet can be stored for two years or more. The long storage life of
pearl millet makes it a useful grain for relief agencies. Until recently, neither relief
agencies like the World Food Programme (WFP) nor the regular public food
distribution channels bought pearl millet, as it was not as widely consumed at the
national level as rice and wheat. There is now potential for pearl millet to be
integrated into public food support programs. There are efforts by, for example, the
Millet Network of India to integrate pearl millet into the public distribution system
and the Mid‐Day Meal school feeding program of those states where pearl millet is
consumed.
The incorporation of biofortified pearl millet in food support programs would
require scientific reports demonstrating the impact of pearl millet on nutrition.
Studies by HarvestPlus in the area of nutrition that are either underway or
proposed are therefore important.
Consumers
The main target group of HarvestPlus for producing and consuming biofortified
pearl millet is poor farmers, as they produce pearl millet on their own land and
consume a large proportion of that production themselves. The maximum
Potential partners for strengthening trade and processing:
United Nations Children’s Fund (UNICEF)
Multinationals (for example, Hindustan Lever, General Mills,
PepsiCo)
Mother and child healthcare centers (state level)
State universities (food and nutrition departments)
Corporate affiliated extension networks
National Institute of Nutrition (NIN)
22
consumption of pearl millet is estimated to be 300 grams a day for adult men and
women, 150 grams for children aged 4 to 6, and 75 grams for children ages 1 to 3
(HarvestPlus 2006). On average, the consumption may be less than half of these
numbers. Pearl millet is used for bread and chappati (unleavened bread). Another
portion of the seed is used for animal feed.
The following consumer groups can be distinguished for pearl millet:
Rural farm families who use grain food from their own farms for personal
consumption and for fodder and poultry feed (the largest group and
HarvestPlus’ target group);
Rural and urban consumers who buy processed flour (this group could be an
interesting group in the long term); and
Urban consumers who buy grains, flour, and processed food products.
To effectively induce farmers to cultivate and consume the iron pearl millet
varieties, it is necessary to build awareness of the benefits of both iron and pearl
millet. In general, iron pearl millet should be promoted as a functional food that can
improve health and nutritional status of people at different stages in their life.
Communication should capitalize on that the fact that farmers, through the
production of pearl millet, could contribute to the reduction of iron deficiency in
their communities and in the country. The message should also stress the ease with
which a vital nutrient can be obtained from traditional plots (International Center
for Research on Women 2010).
Policy context and government programs
Biofortification is becoming more widely known in India. The Department of
Biotechnology (DBT) funds and coordinates the activities related to biofortification.
Pearl millet is not one of the crops they have targeted.
Nutrition is a priority for the Government of India and its many ministries are
implementing nutritional programs. Activities are currently spread over the
Ministry of Health, Ministry of Social Welfare, and Ministry of Women and Child
Care Development. For each of these ministries, there are central‐ and state‐level
public departments.
However, there is a lack of coordination among the ministries responsible for
nutritional programs, which has resulted in a lack of attention on nutrition. This
forms a major obstacle for HarvestPlus in placing iron biofortification on the public
agenda and stimulating consumer campaigns.
Potential partners for strengthening consumer programs
UNICEF
Women and child healthcare centers
Research Institute for Nutrition Impact
Marketing agencies (specialized in rural consumers)
23
Though pearl millet is not a high priority for the central government, it could be
with an effective lobby. Lobbying efforts are already underway in the four selected
states. Pearl millet is highly resistant to drought and should also be positioned as a
worthwhile crop for India, from the perspective of climate change.
The most relevant programs and actors for HarvestPlus related to pearl millet are
described below.
Integrated Child Development Services (ICDS)
Integrated Child Development Services is a program that supports children under
the age of six years in remote areas with education, childcare, health, and nutrition.
Community‐based social workers provide basic services in a local village center
called the Anganwadi. According to government figures, about 58.1 million children
and 10.2 million pregnant or lactating women are reached by this program. The
food provided through this program is financed by the states and distributed
through the local centers. Each center reaches about 20 to 80 children with the food
component. Some NGOs work in coordination with the Anganwadis to contribute to
their work.
Mid‐Day Meal Program (MDM)
To encourage school attendance (as it is not compulsory in India) and improve
nutrition, schools must provide free hot meals of a minimum of 300 calories for 200
days a year. An estimated 120 million school children in 950,000 schools benefit
from this program. The Department of Food and Public Distribution provides the
annual requirement of food grains under the program to the Department of School
Education and Literacy, Ministry of Human Resource Development.
Village Grain Bank Program
The Department of Food and Public Distribution operates this system with the
objective of providing safeguards against starvation during periods of natural
calamity. People in need of food grains will be able to borrow food grains from the
village bank. Because of the growing population, food security will be a major
concern for the Government of India.
Potential partners for lobbying of public policy and programs:
MS Swaminathan Research Foundation (lobbies and participate in
public policy)
Food and Nutrition Board (created under Ministry of Women and
Child Development)
World Food Programme (strengthens public capacity for policy
making regarding food and nutrition for the low income segment)
Ministry of Integrated Women and Child Development (central
and state level)
24
IV. TOWARD A CROP DELIVERY PROGRAM
Push and pull strategy
Introduction
Two different delivery strategies can be distinguished. Push strategy is supply
oriented. It assumes that by introducing new seed varieties and by focusing on seed
multiplication and distribution as well as crop production (through extension and
input supply), biofortified crops will be adopted by farmers and as a consequence
reach consumers. By flooding the market with new varieties, one pushes
biofortified crops in the market.
Pull strategy is demand oriented, focusing on the demand for biofortified crops or
processed products. This demand can be created by end consumers, processing
industries, and/or food distribution programs. Consumer communication plays a
major role in creating consumer demand. A pull strategy assumes that by creating a
strong demand, the supply will automatically follow.
The emphasis on push or pull will vary for each country. Yet, in most situations a
combination of both push and pull strategies will be combined.
Elements of push strategy
The following push factors apply in India:
Figure 12: Push factors
One crucial prerequisite for a successful push strategy is present: a strong and
competitive seed sector in place that can supply adequate amounts of biofortified
seeds (hybrids). Margins on pearl millet hybrids are fair, and branding will support
the positioning in the market. There is a need to work with big national seed
companies to enter the market. HarvestPlus is already working with some private
seed companies, and these partnerships need to be explored more. The private seed
sector needs to differentiate its product, and biofortification can be a unique selling
point. There is a need to create awareness among farmers on the advantages of
biofortification. The push strategy needs to be combined with some elements of a
pull strategy.
Elements of pull strategy
The following main pull factor applies in India for pearl millet:
1
Strong public policy context for agriculture
2
Good functioning public/private seed
sector
3
Non visible traits
4
Limited number of popular varieties
25
Figure 13: Pull factor
There are public food distribution programs in place. Young children and pregnant
women can be reached and demand can be created, especially through the school
feeding program and health care centers. This should go hand‐in‐hand with
nutrition awareness campaigns to promote healthy food that can be provided at the
farm level.
Conclusions
The presence of a strong seed sector (both public and private) favors a push strategy.
The seed sector has the capacity and knowledge for breeding, multiplication, and
marketing. Farmer support systems can be improved to reach farmers and increase
yields. The case for a pull strategy is rather less strong. The potential of the food
distribution system is however interesting and allows for a program that fosters
demand among specific target groups. We propose a combined strategy, with
emphasis on the push strategy. The pull strategy would run in parallel to the push
strategy.
Partnership management and program coordination
For effective delivery, there are different roles stakeholders can play. The approach
of HarvestPlus is to promote national and local ownership from the beginning and
work through these partnerships. The box below provides an overview of the major
activities in this domain during the first 3–4 years of program delivery:
1
Potential demand from food distribution programs
Box 1: Pilot project‐supporting activities
The existing relevant working groups in India on pearl millet and biofortification
would be important platforms for partnership management. To stimulate an
overarching national coordination, the formation of a central organizing group on
biofortified crops could be considered. Government agencies, private sector,
national and international organizations are expected to play a major role in the
implementation of HarvestPlus II. To achieve such a situation, public and private
partnerships are needed.
The steering committee will have an operational focus and will be involved in
planning operations and supervising implementation. The main implementing
organizations in the various program pillars will be members of the steering
committee.
Program pillars
Introduction
The full range of possible activities to ensure adequate supply and create effective
demand can be grouped into program pillars, as shown in Figure 14.
Figure 14: Program pillars
The program pillars are not all of equal importance:
Adequate seed multiplication and marketing is a prerequisite for the
success of the delivery program. Without it, the delivery program cannot be
• Seed multiplication and marketing
• Farmer support services
• Trade and processing
• Consumer communication
• Strategic advocacy
Program Pillars
• Ensure the program secretariat
• Create working groups for the different pillars
• Create a steering committee composed of representatives
from the different components of the program
• Set up a system to assure exchange and coordination of the
interface between development (of biofortified seeds),
nutrition, impact and the delivery components. Likewise,
ensure frequent exchange and coordination between
agriculture and health sectors, as the two main pillars of the
program.
• Define an effective monitoring and evaluation system
(including outcome and impact indicators), with a report
system agreed upon by donors, develop a learning and
knowledge management component (including exchange
between countries)
27
expected to be successful and must be the first priority of the HarvestPlus
program. In the case of India, the presence of a strong public and private
seed sector is an opportunity.
Consumer communication is the second crucial pillar of the program.
Without consumer communication, it would be very difficult to create
sustained demand for biofortified crops, especially those with nonvisible
traits like pearl millet.
Strategic advocacy is the third priority pillar. It comprises a range of
advocacy activities at the national level that are needed to mobilize and
maintain effective support to the program. Such support may be provided to
create an enabling environment, funding, research, implement (sub)
programs, etc. Strategic advocacy should always be directed at creating local
ownership and is a continuous process to engage the relevant public, private,
and nonprofit partners
Effective farmer support services and strengthening of trade and processing
are less crucial to the overall success of the program. Farmer support services
could be stimulated through the private sector as part of seed distribution
and marketing. Trade and processing of pearl millet hardly takes place.
Public food distribution programs could stimulate demand if pearl millet is
included.
Table 1 shows the program pillars in a timeframe. Each pillar consists of a series of
activities leading to specific results.
Table 1: Program pillars
Pillar Year 0 Year 1 Year 2 Year 3 Year 4
1. Seed multiplication
and marketing
2. Farmer support
services
3. Trade and processing
4. Consumer
communication
5. Strategic advocacy
Seed multiplication and marketing
The active involvement of the highly competitive commercial seed sector in India
will be a key factor for the success of the program in those states where hybrids are
mainly used. Maharashtra is an exception, as improved and high‐iron OPVs are
popular, mostly under marginal environmental conditions. There are also prospects
of improving its iron level further. Different approaches are needed, and two pilot
projects could start. One pilot would focus on private and public sector hybrids and
public sector OPVs in Maharashtra, and another pilot would be in Rajasthan with
the private and public sector providing hybrids.
28
The hybrids developed need to be evaluated for performance in the major growing
regions of the state. Large‐scale cultivation of nutrition‐enriched pearl millet highly
depends on the production economics of the cultivars. The small and marginal
farmers will select the varieties or hybrids based on the profit. The first major
challenge in dissemination would be the introduction of the right cultivar for the
different agroclimatic conditions with standardized production practices. This may
involve the state‐level agricultural universities to screen the developed lines and set
standards for cultivation.
At this moment, some private companies (small and medium sized) are interested
in participating in the HarvestPlus program. Including a big seed company would
add prestige, experience, and marketing knowledge to the program.
Promotion programs, such as demonstration plots, free seed samples, and vouchers,
will stimulate a boost in acres under cultivation and will help the seed companies
reach more farmers. However, the interest in producing and selling biofortified
seeds will largely depend on the demand for those seeds, which requires profitable
crops. Establishing forward linkages for the final product will be the key factor to
motivating demand for biofortified OPVs and hybrid seeds. The first major
challenge will be establishing forward linkages and creating partnerships between
aggregators or processors and seed companies. There are cases in which the
procurement agencies buy seeds from private seed companies and distribute these
to farmers based on contracts. This could also be encouraged.
In order not to exclude the western region of Rajasthan where people live under
extreme harsh conditions and only landraces are used, an alternative has to be
identified. In this case, HarvestPlus also has to establish or support a distribution
and extension system since this is currently not present.
Table 2: Pillar 1 strategy: Seed multiplication and marketing
India Iron Pearl Millet Pillar 1. Seed multiplication and marketing
Objective: Place an adequate supply system for biofortified seeds
Threats Opportunities
High competition between seed
companies, margins are too low to
offer incentives. Have to compete
against subsidized public seeds
Until recently, limited participation
of a large international seed company
in HarvestPlus program
Consumer demand for biofortified
seeds does not exist
Farmers have very limited access to
information on biofortification
Good functioning commercial seed
sector
Strong role of public sector in seed
supply
Tendency to adopt easily to hybrids
Potential to grow pearl millet in
drought zones (as a response to global
warming)
Seeds for pearl millet are very cheap
and accessible for poor farmers. When
credit is needed, the private sector
provides it
Public sector seeds are subsidized,
which means low prices for the farmers
Access to seeds, as there are many
29
India Iron Pearl Millet Pillar 1. Seed multiplication and marketing
outlets
Socioeconomic compliance
Male farmers make decisions on seed varieties, therefore marketing and information on
seeds should be targeted to men.
The marketing should be aimed at the low‐income segment, as those are pearl millet
producers.
If men begin to buy seed, this might increase the workload of women, as grinding pearl
millet is done by women and is time consuming.
For the most difficult climates (drought and heat), pearl millet proves to be an efficient
crop. From an environmental point of view, pearl millet will not harm the soil or
environment.
HarvestPlus activities
Create a core team for the seed supply and supporting activities
Decide on an initial scope of the seed supply chain, focusing on hybrids in both states
through the commercial and private channels, and in Maharashtra, include OPVs
through the public sector (select a state seed corporation depending on the district)
Design an incentive‐based system and marketing approach to release the seeds into the
distribution channel. The experience of a big international seed company is needed.
Select the most promising biofortified hybrids and OPVs and start a pilot program to
release the seeds on the market. Keep a gender perspective in mind and make sure this is
taken into account in the marketing
Develop a monitoring system to monitor the pilot programs
Coordinate the core team with national and international organizations to link the seed
release with agricultural extension services and design a tailor made package for small‐
scale pearl millet farmers
Monitor the release and adapt marketing and incentive strategy according to lessons
learned
Success factors and indicators
Core team installed with private and public sector actors
Number of farmers reached with two pilot pearl millet projects with biofortified seeds
with samples and other promotional activities
Number of innovative farmers installed with a demonstration plot
Seed sales in 2nd and 3rd year
Monitoring system in place
Farmer support systems
As production and consumption of pearl millet go hand‐in‐hand, it is important to
support farming families by establishing best agricultural practices and running
health campaigns on the preparation and consumption of pearl millet.
Demonstration plots and implementing good practices among key innovative
farmers will support farmers in their choice for biofortified pearl millet seeds. Good
coordination among NGOs (Barwale foundation, Sehgal foundation), private seed
companies (Pioneer), and the commercial and public sectors (university farms and
MOA) will be needed to design a tailored extension service for the four states where
most of the pearl millet is produced and consumed, starting with two states for the
pilot projects. Financial incentives, in the form of vouchers for farmers to try the
biofortified varieties, are expected to be a good way to stimulate adoption. Special
attention for women is needed to reach both men and women with farmer support
services.
30
Table 3: Pillar 2 strategy: Farmer support services
India Iron Pearl Millet Pillar 2. Farmer support services
Objective: Produce the desired quantities of pearl millet of the right quality.
Threats Opportunities
Neither the public or private sector
prioritizes pearl millet for
agricultural development
Coverage of quality extension
services is very limited; this limits the
promotion of best practices
Farmers have limited access to
information (on farming methods)
Increased fodder use
Pearl millet has short maturation
period (60/90 days)
From a global warming perspective,
pearl millet is an attractive crop that
resists drought and high temperatures
No irrigation is needed
Investments for farmers are low
Seeds are cheap
Farmers adapt quickly to hybrids
because of higher yields
Increased interest of corporate social
initiatives to provide extension
services
Socioeconomic compliance
It differs from state to state if women are allowed to work in the field. This has to be
taken into account when designing extension services.
When a crop is sold, the cash is handed over to women. In case the market for pearl
millet grows, this would have a positive impact on the income of women.
As no fertilizers are used, there is no negative impact on the environment. In areas
where no other crops can be profitably cultivated, pearl millet will survive and do
reasonably well.
HarvestPlus activities
Promote linkages between international organizations and the public and private
sectors to develop a tailored extension service package targeted to male and female
farmers to promote the production of pearl millet
Get data through surveys and additional research on figures about the use of pearl
millet to better understand the rationale of producing pearl millet
Design extension services for the two pilot programs
Design a monitoring and evaluation system
Implement the extension services in the two pilot programs and monitor the progress
made
Success factors and indicators
Proportion of biofortified pearl millet consumed in households
Increased yield after receiving extension services
Trade and processing
Pearl millet is locally consumed and its potential for trade and processing are
limited by strong cultural barriers. In the future, there could be a possibility to
include pearl millet in health food (like muesli bars, healthy snacks), as it is gluten
free.
Pearl millet can be stored for two years, which makes it attractive for the village
grain banks scheme and the targeted public distribution system. Lobbying for both
initiatives to include pearl millet could be supported by HarvestPlus, and the same
is true for efforts to include pearl millet in Mid‐Day Meal School Programs in the
states where pearl millet is consumed. If successful and vested interests from the
wheat and rice lobby can be overcome, this would open large markets for selling
31
pearl millet and would ensure that children and women are reached. Regarding this
aspect, collaboration with the Millers Network of India may be beneficial.
Table 4: Pillar 3 strategy: Trade and processing
India Iron Pearl Millet Pillar 3. Trade and processing
Objective: Create a professional chain for processed pearl millet
Threats Opportunities
Very limited experience with pearl
millet as health food, no professional
trade and processing for pearl millet
in place (neither private nor public)
No demand from institutional actors,
as pearl millet is not nationally
consumed
Demand for biofortified crops is
nonexistent
Government is active in promoting
better health and nutrition for the
low‐income segment
Logistics are in place to have a pilot
program for processing pearl millet
Grain pearl millet can be stored for
two years or more
Lobbying is now happening to
include pearl millet in public food
support programs
Socioeconomic compliance
Trade is dominated by men; women have limited access to the trade channels
No significant negative impact on environment
The social stigma of pearl millet as poor man’s food can be changed in a positive way
towards pearl millet as a health food
HarvestPlus activities
Pilot project with public sector to integrate pearl millet into school feeding program
Develop value added food products for local, regional, and national markets
Result indicators
Quantity of traded biofortified pearl millet
Percent of traded pearl millet
Quantity of branded pearl millet traded through public school feeding program
Consumer communication
Iron in biofortified pearl millet is an invisible trait and so there will be no resistance
to receiving the seeds. HarvestPlus is and will continue doing tests to confirm that
consumer acceptability of the new varieties is the same as that of traditional
varieties and that the trait is truly invisible. At the state level, there are strong
public and NGO forces, such as the MS Swaminathan Research Foundation, that
address hidden hunger among the target population. Coordination with those
NGOs is needed, including the need to have them on a steering committee. The
weakness of the current public state system is that nutrition and biofortification are
not under one ministry but divided into several ministries and programs.
HarvestPlus will need to work on combining strengths of various entities in the
public sector and delivering a coherent nutrition campaign for the target audience.
To stimulate consumer demand for biofortified pearl millet, linkages with state‐
level food programs are needed. These linkages could be promoted by the two
major ministries, the Ministry of Women and Child Development (delivered
through Anganwadi) and the Ministry of Family and Health Welfare (delivered
through the public health infrastructure that includes primary and community
health centers). This will involve national policy decisions to include biofortified
pearl millet in nutrition programs.
32
Table 5: Pillar 4 strategy: Consumer communication
India Iron Pearl Millet Pillar 4. Consumer communication
Objective: Targeted consumers are effectively reached
Threats Opportunities
One single approach in
communications for different regions
will not be sufficient due to cultural
diversity and regional language and
traditions
Reach to rural networks is a challenge
due to the vast number of farmers
and highly diffused supply chain.
Nutrition is divided among several
ministries that lack coordination
The target group lacks knowledge of
biofortification
Pearl millet is primarily consumed
from small farmer production
Increasing interest of corporate social
initiatives to provide access to rural
communities’ products on a nonprofit
or low‐profit basis
Interest at the state level to
accomplish rural health advancement
and nutrition security
Presence of several NGOs to
implement nutrition campaigns and
to promote pearl millet consumption
Socioeconomic compliance
Take cultural differences into account when designing a campaign
Health campaigns will have to focus mainly on women and children
When consumption increases and there is more demand for pearl millet, make sure
that additional income will benefit women
Target communication to rural and urban settings to better position pearl millet
HarvestPlus activities
Create a team with representatives from the public and private sectors
Design a program for consumer communication, starting with the two pilot programs
Select the most relevant public programs to integrate biofortification (based in the
states where the pilots will be implemented)
Create a platform to encourage coordination on nutrition
Link with corporate social initiatives to reach rural families (as producers and as
consumers)
Result indicators
Number of campaigns implemented
Number of persons reached through the two pilot programs
Adoption level of biofortified pearl millet
Number of experiences documented and used as basis for roll out
Strategic advocacy
Strategic advocacy is the process of targeting public and private organizations that
are potential stakeholders in the program. The aim is to create consensus on the
course the program will follow and lead to the involvement of actors in the
program: the Ministry of Health, Ministry of Women and Child Development, and
all the reporting national organizations. Health sector NGOs should endorse and
stimulate the widespread use of biofortified crops in, for example, the government’s
food support programs.
The delivery program has to be launched and strategic partners have to be selected
based on mutual interest in participating. General awareness on biofortification
needs to be created. With a core team of key partners, a more detailed delivery
strategy for pearl millet can be designed. HarvestPlus will be facilitating this core
team in the beginning until roles and responsibilities become clearer, and
commitment from partners is established. The delivery strategy will also contain
fundraising issues.
33
Table 6: Pillar 5 strategy: Strategic advocacy
India Iron Pearl Millet Pillar 5. Strategic advocacy
Objective: Align strategic partners and implement a joint strategy
Threats Opportunities
Many parties are involved at different
levels since India is a huge country
with many administrative layers and
procedures
Competition of other interests within
nutrition (genetic modification
initiatives, fortification)
Strong awareness about
biofortification is lacking
Strong relevant public programs and
a national budget to finance them are
in place
There are existing platforms and
networks with which to integrate (for
example, the Millet Network, BTD)
Good reputation of ICRISAT and the
involvement of highly experienced
pearl millet staff in the HarvestPlus
program
Socioeconomic compliance
Link with strong national and state‐level women’s organizations to make sure that the
delivery of the program will be gender sensitive
Include gender in the monitoring and evaluation system
Find the right balance among public, private, and community partners
HarvestPlus activities
Launch a program with selected strategic partners to create awareness of
biofortification
Create a public‐private partnership to design a delivery strategy and an
implementation plan (starting with two pilot programs to produce seeds and promote
consumption)
Find additional funding based on a needs implementation plan
Develop a monitoring and evaluation system
Support a program secretariat
Report to funding agencies
Result indicators
Number and type of stakeholders becoming partners in the program
Number and type of programs in which HarvestPlus priorities are being incorporated
Number of food support programs in which pearl millet is integrated
34
APPENDIX 1. GUIDING PRINCIPLES FOR THE DELIVERY PROGRAM
Introduction
In late 2002, the Consultative Group on International Agricultural Research
(CGIAR) Micronutrients Project was selected to be one of three pioneer CGIAR
Challenge Programs. In 2004, the HarvestPlus Challenge Program was officially
launched when it became the first recipient of funding for biofortification research
granted by the Bill and Melinda Gates Foundation. HarvestPlus has since emerged
as a global leader in developing biofortified crops and currently works with more
than 200 agricultural and nutrition scientists around the world. It is co‐convened by
the International Center for Tropical Agriculture (CIAT) and the International Food
Policy Research Institute (IFPRI).
The year 2009 marks the beginning of the HarvestPlus product development and
delivery program. The second phase will bring nutrient‐rich staple crops from the
laboratories of National Agriculture Research and Extension Systems (NARES) and
CGIAR to the fields of farmers around the world. As a result of the breeding
research and nutrition studies done in the past years, the first biofortified crops are
now ready to be rolled out in large volumes, which will benefit the health status of
large number of people and impact the income situation of numerous farmers.
HarvestPlus aims to empower governments, research organizations, nonprofit
organizations, and private companies to reduce hidden hunger and provide
micronutrients to one billion farmers and consumers, directly through the staple
foods that they eat. This is achieved by a process called biofortification which
entails breeding higher levels of micronutrients directly into key staple foods.
Approach of extensive and strategic scaling‐up
For dissemination of new products, an “intensive approach” would entail setting a
successful example and then stimulating widespread replication. In the case of
HarvestPlus, this would entail making contracts with large numbers of producers,
traders, and retailers, undertaking a mass promotion campaign, and finding ways
to address millions of consumers. This would be an enormous task requiring many
resources.
Rather, an extensive and strategic scaling‐up approach is adopted, which makes
clever use of a variety of existing programs and networks with potential for
replication and scaling up. This will be done through strategic partnerships with
private sector, civil society, and governmental organizations, based on principles of
complementarity and mutual gain. The extensive approach is one whereby
HarvestPlus aims to launch the delivery process and create momentum, expecting
the strategic partners will then take over and realize greater impacts. This approach
will vary by country, depending upon the opportunities and threats, potential
strategic partners, and their responsiveness.
By means of the country crop profiles, HarvestPlus will:
35
1. Identify and make use of existing opportunities to realize large‐scale uptake.
2. Identify and work with influential strategic partners that are prepared, based on
their own interest, to create momentum and realize these opportunities. At least initially, HarvestPlus will maintain a degree of control over critical
program components, either through funding or by direct implementation. The
fundraising strategy, yet to be developed, will reflect this objective.
Cross‐cutting issues
In developing the country programs for product delivery, care will be taken to
ensure that all components of the program comply with a set of cross‐cutting issues.
These may be defined as “sustainability criteria.” In relation to these criteria, the
HarvestPlus program follows two basic principles: do no harm—that is, complying
with criteria to avoid negative impacts;3 and do more good—that is, ways and
means of orienting the program in such a way as to realize desirable benefits.
The following sustainability criteria are adopted in defining the pillars:
1. Gender aspects. Women should benefit at least equally from the program.
Whenever possible, the program must have a positive impact on the position of
women—for example, ensuring preferred access to biofortified seeds as
producers and to biofortified beans as consumers.
2. Pro‐poor focus. The program components must ensure involvement of the poor
and positive impacts on the poor, be they producers or consumers.
3. Social impacts. There will not be any negative impacts on social issues (for
example, through increased workload, poor labor conditions, low prices, etc.).
Where possible, positive social impacts will be realized, such as lower workload,
better working conditions, better prices, capacity building of farmer
cooperatives, etc.
4. Environment. There will be no negative impacts on the environment, such as
increased pollution through transport, more use of agrochemicals, expansion of
cropland areas, etc. Strategy for crop delivery
There will be no blueprint strategy for crop delivery, as contextual conditions and
opportunities vary by country. The pillars constitute the first step toward a concrete
program for crop delivery and will together form the strategy for crop delivery. We
expect a limited set of strategic options to emerge from the pillars that together
constitute a strategy for large‐scale uptake. These options will gradually be
developed and refined, as programs for product delivery are being prepared and
planned.
The following key issues determine the proposed strategy for crop delivery:
3 Based on the International Finance Corporation’s environmental and social performance standards.
36
1. Can the biofortified crop be visually distinguished from the “normal” crop?
Does it have desirable traits to distinguish it from the normal crops (for
example, yield, taste, growth cycle, disease resistance, drought tolerance, better
storage)? If so, these traits can be used in a communication strategy. It should be
noted, though, that the visible characteristic may also be considered undesirable.
2. Can the nutritional superiority of the improved crop effectively be used to get
the health sector on board and stimulate demand?
3. Does large‐scale seed production exist (either commercial or government‐led), or
is it small scale and community based? In the latter case, scaling up can take
place either through farmers’ organizations or through vertical integration by
private companies involved in the market chain.
4. What role do nongovernmental organizations play, and how can they be
effectively involved in the program? Will they participate in widespread
delivery, or should they focus on issues like accountability and quality control?
5. Is the policy and institutional context favorable? Are relevant policies
centralized or decentralized? This will determine the entry points of the strategy
and whether government or private sector agencies can be strategic partners.
6. Are there opportunities for large‐scale delivery through existing programs, such
as government programs (school feeding, hospitals, army) or preferred urban
market chains? If so, these can be targeted to set an example, raise awareness,
and create a momentum.
In terms of timing, a major variable is whether biofortified crops and seeds are
already available. If available, program components can be started that cover the
whole value chain (as in the case of beans in Rwanda). If not, activities will have an
exploratory character, awaiting the availability of biofortified crop seeds.
Sustainability and spin‐off
HarvestPlus aims to change the way of thinking about strategies to address
problems of micronutrient deficiencies. Through research, delivery programs, and
enabling policies, crops can be developed as “carriers” of micronutrients and used
to target certain population groups. HarvestPlus aims to set successful examples of
delivering biofortified crops and also anchor and sustain this strategic approach in
existing institutions. Agriculture and health are the key sectors and institutional
partners in this strategic approach.
Different types of spin‐off can be expected once a delivery program is well on its
way or has been successfully completed. One is the delivery of new crop varieties as
better varieties, with higher micronutrient levels or overall better performance, are
being developed. Another may be the introduction of other biofortified crops,
benefiting from the experiences and established structures gained through delivery
of the first biofortified crop.
37
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