The Livestock & Fish CRP - in WorldFish

1. The Livestock & Fish CRP - in WorldFish WorldFish, Penang March 30th, 2015 Jens Peter Tang Dalsgaard & Mike Phillips

2. Presentation Overview General Introduction Research priorities Egypt Value Chain Bangladesh Value Chain Sub-Saharan Africa Strategic Priorities & Managing Risks General discussion

3. 1. General Introduction

4. CGIAR Research Program 3.7 Livestock and Fish - more meat, milk and fish by and for the poor Goal: To increase productivity of small (and medium) scale livestock and fish systems to increase availability and affordability of meat, milk and fish for poor consumers and in doing so to reduce poverty through greater participation by the poor along animal source food value chains - through a whole value chain approach

5. Livestock and Fish CRP – old structure SHEEP & GOATS L&F value chains ? AQUACULTURE PIGS DAIRY • Animal Health • Breeding and Genetics • Feeds and Forages • Value Chain Development • Targeting Sustainable Interventions • Gender, Learning and Impact Assessment Six Research Themes:

6. Livestock and Fish CRP – new structure SHEEP & GOATS AQUACULTURE L&F value chains (incl. business case for Ghana) PIGS DAIRY • Animal Health • Breeding and Genetics • Feeds and Forages • Systems Analysis for Sustainable Interventions (SASI) • Value Chain Transformation and Scaling (VCTS) Five Research Flagships:

7. Key adjustment – Restructuring from 6 Themes to 5 Flagship Projects DISCOVERY R. DELIVERY R. Technology Platforms Animal health Genetics Feed & forages ❶ • VCTS • Multidisciplinary value chain teams • Innovation • Partnerships • Capacity development • Communication ❷ ❸ ❺ • SASI • Social sciences • Gender • Targeting • Environment • Nutrition ❹ M&E and Learning; Program Management and Governance

8. The L&F team in WorldFish (Governance, strategizing, planning, management, fund raising, partnerships, outputs) WorldFish ‘L&F Leadership team’ drawing in capacity and expertise from the three center disciplines (AQ/Genetics; Policy Economics and Social Science; Natural Resource Management), the Value Chains (Egypt, Bangladesh), Sub-Saharan Africa, Finance/Operations, and Communications & Marketing. Used to meet bi-monthly, now less frequently.

9. 2. Research Priorities

10. 1. Sustainable Aquaculture Intensification through Technology Platforms Gender integration Animal Health 2-way communication / feedback loops: identify the right issues to research and test best bet technology interventions in the VCs Best bets, packages Value Chains Genetics Feeds Processes informed by gendered VC assessments, ex-ante analyses, …. (SASI) R4D Partnerships

11. 2. Food and Nutrition Security Develop L&F Nutrition Strategy Engage in R4D partnerships Establish the ASF evidence base Conduct Consumer Studies (Egypt, Bangladesh) More ASF for the poor (quantity and quality) Research role of nutrient dense ‘mola’ (small indigenous species) for nutrition security (molecular genomics) Engage in and influence global discourse Research role of fish feeds in flesh nutritional quality (new proposal) Research animal health and food safety

12. 3. Value Chain Transformation… From an L&F supply driven R4D approach… Gendered VC Assessment (Bangladesh) inputs and services marketing production consumption transport and processing Consumer demand Transport and processing Inputs & Services Marketing Production Consumer studies in Egypt and Bangladesh Seed, feed Women retailers in Egypt Fish farmers Towards an ASF demand/consumer driven R4D approach… So far focusing on specific nodes Include dried fish value chains (in future)?

13. 3. Egypt Value Chain (Malcolm Dickson)

14. 4. Bangladesh Value Chain

15. Bangladesh Value Chain (1) Not part of the original CRP program document, but incorporated as a replacement for the proposed value chain in Uganda, as a scoping mission found insufficient evidence of a substantive farmed fish value chain in Uganda to build on Business case for Bangladesh Fish Value Chain formally approved by the PPMC at its April 2014 meeting Uganda Bangladesh

16. Bangladesh Value Chain (2) Framed around the L&F Technology Flagships: Animal health, notably shrimp and emerging disease problems in tilapia farming Genetic improvement incl. tilapia and carps (rohu, catla); characterization of mola (small indigenous species) Feed quality and access research ….. with their associated value chains….. And framed around the SASI and VCTS Flagships, with particular focus on gendered nutrition/ consumer/ consumption research

17. Bangladesh Value Chain (3) Feed R4D example (organizing principle): Project 1: Feed the Future – Aquaculture for Income and Nutrition (AIN) Project 2: MDQF Feed technology platform research - L&F injecting research with CRP funds

18. Bangladesh Value Chain (4) Progressing towards an integrated program of work (POW) in Bangladesh “CRP co-location, collaboration, efficiencies and synergies; scaling pathways...” CRP4 A4NH CRP5 WLE CRP3.7 L&F CRP1.3 AAS CRP7 CCAFS Changing mindsets from project to program approach…

19. 5. Sub-Saharan Africa

20. A 3rd Fish Value Chain, in Sub-Saharan Africa (1) While future global supply & demand for fish is projected to increase, with aquaculture providing the additional fish/’seafood’ needed, the projected situation for Africa South of the Sahara is a widening supply-demand gap and reduced per capita fish consumption, incl. among the poor. This constitutes a major challenge, which cannot be ignored by the CG and calls for significant investments into aquaculture in Sub-Saharan Africa (SSA), including R4D WorldFish has recently (Feb. 2015) prepared a business case for Ghana as an entry point/platform for establishing a fish value chain in SSA, in the CRP 2nd phase. The case is yet to be presented to the L&F PPMC In the meantime, WorldFish will build on existing partnerships and past (genetics) research, and seek bilateral funding to revive the engagement in Ghana and elsewhere in SSA (especially around the L&F discovery flagships) L&F VC tools already being applied, e.g. by AAS and the EU Fish Trade project

21. 6. Strategic Priorities & Managing Risks

22. Strategic Priorities (1) Continued commitment in WorldFish to the CRPs as the primary vehicles for our work Strengthen our ‘core’ research: Sustainable aquaculture intensification (genetics, feeds, animal health, nutrition, environmental impact/trade-offs, climate smart aquaculture, dissemination, access and social equity in the wider sense) Nutrition and health: develop a solid evidence base around the role of ASF in food and nutrition security in order to be better positioned to influence the global debate Market and value chain transformation: inclusive value chain development, M4P, integrating gender and social equity research into technology platforms; research the transformation processes

23. Strategic Priorities (2) VC focus: Egypt: strengthen and diversify the funding base; scaling best bet interventions in Egypt and beyond Bangladesh: strengthen strategic partnerships with other CRPs, bilateral projects (implemented by WorldFish and by others) and R4D actors in order to further leverage the strong foundation already laid Sub-Saharan Africa: establish a presence and a platform to help meet future aquaculture R4D demands and needs Strengthen M&E and Learning for an improved evidence base and quality research outputs and outcomes across VCs; promote cross-VC learning and uptake  To help meet our IDOs and SLOs

24. Managing Risks (1) Secure our VCs (e.g. Egypt) given current funding uncertainties; diversify our funding base/portfolio; plans to use Abbassa facilities as a regional research and training center, with role for private sector (e.g. Skretting); leverage NEPAD’s interest in scaling Egypt technologies in SSA… Address issue of unequitable funding W1-2 to W3-bilateral ratios across partner centers in a 2nd phase More joint fund raising across centers, VCs and disciplines Strengthen partnerships (with the private sector in particular) Wrap our W1-2 funded research around ongoing and upcoming development partnerships, that fit VCD agendas (our own as well as those of partners) allowing us to target scarce research funds more effectively Close staffing gaps incl. through partnerships providing complementary expertise, capacity, and competencies

25. 7. General Discussion