The Double One Project: The Tanzania-China Joint Programme for Scaling-up the Maize Labour Intensification System in Morogoro Region
The Double One Project: The Tanzania-China Joint Programme for Scaling-up the Maize Labour Intensification System in Morogoro Region
Using Chinese experience to address low production, productivity and value addition

Challenges

The United Republic of Tanzania has maintained a relatively stable, high economic growth over the last decade, with a gross domestic product (GDP) growth rate of slightly over 7percent in 2018. However, the agricultural sector experiences growth that is lower than the overall economy and far below the desired target of at least 6 percent per annum. The agricultural growth rate has remained low, with an average increase of around 3 percent during the 2006–2016 period, which failed to meet the Tanzania Development Vision (TDV) 2025 targets that aim at poverty reduction and improved livelihoods. In view of the prevailing situation, the Government, in collaboration with its development partners, has aimed to revamp the agricultural sector, in particular the crops sub-sector. Notwithstanding efforts made by the Government to promote crop production and productivity, challenges remain in farmers’ access to productivity-enhancing technologies and services, value addition and reliable markets. This resulted in the failure of commodities to reach desired targets, as set out in the Agricultural Sector Development Programme.

Towards a Solution

The Tanzania-China Joint Program of Scaling-up Maize Labour Intensification System in Morogoro Region, or the Double One Project (Qian Hu Wan Mu), aims at the effective interaction among four levels of governments, research institutions including universities, and target farmers to create situation-specific community development solutions that aim at improved maize productivity, incomes, food security and livelihoods. The solution aims to address Sustainable Development Goals (SDGs) 1 (No poverty), 2 (Zero hunger) and 7 (Affordable and clean energy). 

The Merit-based Public Management System (MPMS) for enhancing the performance of local agricultural staff was establishedpiloted, and underpinned by the introduction of performance-based incentives for extension officers. 

The ability of the regional government and district councils to support agricultural development in their areas of jurisdiction has been enhanced as a result of various capacity-building activities, such as training and effective communication through WeChat. In addition, linkages between central and local governments, universities and rural communities were strengthened. 

Appropriate low-cost/low-capital-input technologies were identified and introduced in target villages for adoption supported by participatory action research and farmer-centred training. 

Overall, results demonstrate that the Morogoro Project Management team, the seven participating District Councils, and the target beneficiaries efficiently utilized project funds from the China Agricultural University (CAU)/China Institute for South-South Cooperation in Agriculture (CISSCA), with almost 100 percent achievement, leading to the full realization of project objectives. 

The project is effectively operational in all ten planned villages, with a coverage of 1,432 target farmers (around 72 percent achievement out of the planned 2,000 farmers) cultivating 1,432 acres (580 ha) (equivalent to 80 percent achievement against the overall target of 1,800 acres [729 ha], or 10,000 mu). The project that made use of the innovative MPMS and called for the strengthening of partnership among various key stakeholders, namely: universities, governments (central and local), research institutes and farmers and local communities. It emerged that the project contributed directly toward the realization of Tanzania’s Agriculture Sector Development Programme II (ASDP II) objective to improve productivity of priority commodity value chains, and in particular the maize crop. Additionally, implementation of the project was embedded in the local circumstances and socio-economic context, while emphasizing the use of locally available resources or inputs. 

Sustainability of project’s interventions has been ensured by making effective use of existing central and local government structures, systems and procedures, as well as ensuring that all the four levels of government discharge their duties diligently, underpinned by effective utilization of the MPMS. Additionally, sustainability of the project interventions was enhanced through the emphasis on using locally available resources and focusing on beneficiaries priority needs, constraints, opportunities and threats inherent in their socio-cultural, political and economic environment. The compatibility of project’s interventions with beneficiaries socio-cultural and economical systems has increased beneficiaries enthusiasm and enhanced ownership, and hence sustainability of interventions. 

Since the project has been effectively operational in all ten planned villages with a coverage of 1,432 target farmers, good practices can be extended more widely within Tanzania, in which there is an efficient management team with academic expertise consisting in stakeholders within the local government leadership. The key lessons learned can be summarized as follows for further possible replicability: 

  • Effective project management is enhanced where there is a well-defined coordination and management structure, including visionary and proactive leadership (e.g. CAU/CISSCA team and Morogoro Regional and District leadership), and competent and committed managerial cadre (e.g. RAS and Councils’ technical teams) underpinned by proper planning and regular monitoring. 
  • Effective implementation of the project activities involving key stakeholders from regional to lower levels, including universities/research institutes and the target farmers, requires sound coordination and collaboration mechanisms (e.g. a Memorandum of Understanding between CISSCA and Morogoro Regional Administrative Secretary), with clearly defined roles and responsibilities, and financing rules. 
  • Agricultural (e.g. maize) technologies and practices that are appropriatecompatible, simple-to-apply, affordable and cost-effective, and minimize risk while making use of locally available resources are readily adopted and maintained. Indeed, China's small farmer-centred, community-based development model accompanied by bottom-up participatory approaches have had a positive impact on poor farmers, by demonstrating the application of agricultural technologies and tangible benefits in maize productivityThe sustainability of development interventions requires the integration of activities and modalities into the Local Government Authorities LGA structure, alignment with central government planning and budgeting arrangements, and the involvement of genuine and empoweredlocal community farmer groups, including youth. 

Also available in: Arabic | Chinese | French | Portuguese | Russian | Spanish

Contact Information

Dr Lanlan Ji, Assistant Dean, China Institute for South-South Cooperation in Agriculture (CISSCA)

Countries involved

China, United Republic of Tanzania

Supported by

The International Poverty Reduction Center in China The Ministry of Science and Technology PRC Embassy in Tanzania The Economic and Commercial Counsellor's Office of the PRC Embassy in Tanzania China National Agricultural Development Group Bill & Melinda

Implementing Entities

China Institute for South-South Cooperation in Agriculture (CISSCA) at China Agricultural University

Project Status

Ongoing

Project Period

2018 - 2020

Primary SDG

01 - No Poverty

Secondary SDGs

02 - Zero Hunger, 08 - Decent Work and Economic Growth, 10 - Reduced Inequalities, 17 - Partnerships for the Goals

Similar Solutions

NAME OF SOLUTION Countries SDG Project Status

A Billion Brains: Smarter Children, Healthier Economies High Level Meeting on South-South Cooperation for Child Rights

China, United Republic of Tanzania 17 - Partnerships for the Goals Completed View Details

A-Card Initiative

China, United Republic of Tanzania 10 - Reduced Inequalities Completed View Details

Accelerating Digital Transformation in All Ministries in Bangladesh Promoting the rapid design and implementation of plans to digitize all ministries and subordinate government institutions in Bangladesh

China, United Republic of Tanzania 10 - Reduced Inequalities Ongoing View Details

Accelerator Labs Network Following collective intelligence methods to address emerging sustainability challenges and the growing demand for local solutions

China, United Republic of Tanzania 08 - Decent Work and Economic Growth 13 - Climate Action Ongoing View Details

Accessibility of Financial Services and the Private Sector in Africa Maximizing the impact of financial cooperation on economic development and industrialization in Africa

China, United Republic of Tanzania 08 - Decent Work and Economic Growth Completed View Details