2019 annual - iapri

WWW.IAPRI.ORG.ZMTHE YEAR OF INNOVATION

2019 ANNUALREPORT

OUR VISIONA Zambia free of hunger, malnutrition and poverty through sustainable agricultural transformation.

OUR MISSIONTo provide evidence-based policy solutions through high quality research and outreach services for the transformation of Zambia’s agricultural sector to achieve sustainable broad-based pro-poor growth.

OUR PHILOSOPHYIn carrying out its activities, IAPRI promotes the highest standards of credibility and integrity in all its technical outputs and the way all members relate to others.

2integrity dedication excellence accountability sensitivity

In achieving the stated Vision and Mission, our core values captured in the acronym “IDEAS” guide the conduct of the Board, Management, and Sta! of IAPRI.

OURVALUES

ii IAPRIANNUAL REPORT 2019www.iapri.org.zm

Our Mission, Vision and Core Values ii

List of Acronyms iii

List of Tables iii

List of Figures iii

2019 at a Glance 2

Board Chairperson’s Report 4

Executive Director’s Report 5-6

2018 Annual General Meeting in Pictures 7

Board Members 8

Executive Management Team 9

Performance Monitoring and Evaluation Report

» Performance Towards of Expected Impacts 11

» Performance Towards Expected High Level Outcomes 12

» Performance Towards Expected Low Level Outcomes 13

Financial Report / Statements 18-39

Some Key Events held in 2019 41-42

Annexures

Annex 1 - Citations of IAPRI’s work in 2019 43

Annex 2 - Research Outputs 45

Annex 3 - Capacity building 45

iii IAPRIANNUAL REPORT 2019www.iapri.org.zm

Table of Contents

Acronyms

AGM Annual General Meeting

BDU Business Development Unit

CAADP Comprehensive Africa Agricultural Development

Programme

DIS Direct Input Supply

E-FISP Electronic Farmer Input Support Programme

FISP Farmer Input Support Programme

FRA Food Reserve Agency

GHI Global Hunger Index

GIS Geographical Information Systems

GRZ Government of the Republic of Zambia

GTAZ Grain Traders Association of Zambia

IAPRI Indaba Agricultural Policy Research Institute

LCMS Living Conditions Monitoring Survey

MFL Ministry of Fisheries and Livestock

MAZ Millers Association of Zambia

NAIP National Agricultural Investment Plan

SFMA Stock Feed Manufacturing Association

SGR Strategic Grain Reserve

SIDA Swedish International Development Cooperation Agency

USAID United States Agency for International Development

YEFI Young Emerging Farmers Initiative

ZAWARD Zambia Women in Agricultural Research and Development

ZMW Zambian Kwacha

ZDHS Zambia Demographic and Health Survey

ZNFU Zambia National Farmers Union

Table PAGE

Figure 1: Rural Poverty Trends 11

Figure 2: Trends in Zambia’s Hunger Index 11

Figure 3: Trends in Nutritional Status of Children 12

Figure 4: Allocations of the Agriculture Sector to R & D 12

Figure 5: Annual Trends of BDU and total IAPRI Income 14

Figure 6: Comparison between budgeted & actural 15

Figure PAGE

iv IAPRIANNUAL REPORT 2019www.iapri.org.zm

Acronyms, Tables and Figures

Table 1: Summary of Research Directorate Cummulative Progress 13

Table 2: Capacity Building Outputs 14

Table 3: Summary of Outreach Directorate Progress Report 14

Table 4: Annual Contribution to Total IAPRI Income 14

Table 5: BDU Income Comparison between budgeted and actual 15

Table 6: Board Meeting Attendance 15

Table 7: Research & Outreach Committee 15

Table 8: Finance & Administration Committee 15

OVERVIEW

2 IAPRIANNUAL REPORT 2019www.iapri.org.zm

1.1 IAPRI’S CONTRIBUTION TO DEVELOPMENT OF “NEW SUSTAINABLE FRESH PRODUCE WHOLESALE MARKETS”

IAPRI’s work over many years has generated evidence to show that smallholder farmers in Zambia, as is the case in the rest of the world, who grow and sell fruits and vegetables earn more income and are more likely to move out of poverty than cereal growers. Yet, only one-fifth of the smallholder farmers in Zambia grow fruits and vegetables. IAPRI evidence has shown that one of the most constraining factors to smallholder farmer participation in these lucrative chains has been lack of proper and well-functioning fresh produce wholesale markets as the existing ones such as Soweto Market in Lusaka hinder full participation due to their “law of the jungle and survival of the fittest nature” of conducting business coupled with poor infrastructure. Through stakeholder consultation meetings and various outreach activities, the key stakeholders have come on board to the realization that fresh produce wholesale markets with modern infrastructure and modernized systems needed to be developed outside the realm of local authorities and led

by private sector.

In 2019, a feasibility study was conducted with financial and technical support from Musika Development Initiative and IAPRI respectively which was presented to prospective investors for possible adoption. Based on the results of the feasibility study, the Savenda Group developed a business plan to guide their investment and IAPRI provided support in filling data gaps in this process. The Group has come up with the Zambia Fresh Lusaka Market, which is set to be Africa’s first commission-agent and formal fresh produce market outside South Africa. Occupying 11 hectares of land in the Lusaka South Multi Facility Economic Zone, the Zambia Fresh Lusaka Market will be part of a larger food hub concept, fresh produce market and retail shopping area o!ering complimentary fresh, frozen and dried food products and services and will trade under the mantra “Farmers First”.

The close work cooperation between Musika Development Initiative and IAPRI has been pivotal in the realization of this modern “Fresh Produce Market”.

2019 at a Glance

STRATEGIC REPORT

Introduction

The year 2019 was an eventful year and was declared by the Board as the “Year of Innovation” in order for IAPRI to succeed under constrained resources and also to be able to attract attention of the Institution’s activities by various stakeholders.

There was a change in the representation on the Board in 2019 from the Central Statistics Agency. Mr. Daniel Daka from the Central Statistics Agency retired from the Board as he had retired from the civil service. I wish to thank Mr. Daka for his tireless and invaluable service and contribution to the success of the Board and Institution as a whole.

The Board continued overseeing the implementation of the Swedish International Development Cooperation Agency (SIDA) award which was signed in 2018. In addition, the Board presided over the implementation of other activities in line with the Institute’s Strategic Plan. The Institute adhered strictly to the various Corporate Governance tenets as incorporated in the Articles of Association. Board and Committee meetings were held as scheduled and these played an e!ective oversight role on the Management of the Institution. Let me take this opportunity to thank the Board Members and their Board Committees for their guidance to the Management of the Institution.

Institutional Performance

Overall, the performance of the Institute during the year was very good as most targets set by the Board were achieved as indicated in the Executive Director’s Report. The challenging issues though in the agricultural policy implementation remain the two main subsidy programs i.e the Electronic Farmer Input Support Programme (E-FISP) and the Food Reserve Agency (FRA) and also the inconsistency in the policy environment in terms of closing and opening the borders for trade. The FISP and FRA have for a long time been consuming over 60% of the agricultural budget over the last decade or so.

The E-FISP had continued to su!er a policy reversals and in the 2019/2020 farming season, 60% of FISP was implemented under the Direct Input Supply (DIS), which is actually the old conventional way of delivering the subsidy. Like in 2018, there was more zeal to implement DIS compared to E-FISP. IAPRI had continued to highlight the benefits of implementing the E-FISP as it is a smarter way of implementing the subsidy than through the DIS because it gives the farmer choice of inputs and therefore encourages diversification, has a much higher chance of helping to reduce rural poverty and encourages private sector participation in input marketing. E-FISP is also much cheaper for the treasury and presents an opportunity for job creation through agro-dealer enterprise expansion.

The size of the Strategic Grain Reserve that FRA holds continues to be a great source of financial concern to all stakeholders. With regard to trade in 2019, there had been very limited formal exports due to the export ban which was imposed in May 2019. Most of the exports were in the form of maize bran destined for South Africa, Botswana and Namibia. Moving forward, the call for a transparent, predictable and private sector led agriculture is more urgent now than ever before.

Let me take this opportunity to thank the Management of IAPRI for the very good performance in 2019. I wish to further thank the Board of Directors for their good strategic guidance to the Institution. In conclusion, I wish to thank the major funders, USAID and SIDA for their continued financial support. The role that our Government and stakeholders have played in the past year cannot be overemphasized.

Dr Mick S. MwalaBoard Chairperson


Board Chairperson’s Report


Introduction

The Vision of the Indaba Agricultural Policy Research Institute (IAPRI) for the Strategic period of 2017 to 2022 is to see a “Zambia free of hunger, malnutrition and poverty through sustainable agricultural transformation”. As reported in the 2018 Annual Report, the indicators of hunger, malnutrition and poverty remain poor and this calls for drastic policy measures to curtail the problem of hunger in Zambia. The only way this can be done is to make evidence-based diagnoses and remedies for the challenges the country is currently facing. It is for this reason that IAPRI’s Mission is “to provide evidence-based policy solutions through high quality research and outreach services for the transformation of Zambia’s agricultural sector to achieve sustainable broad-based pro-poor growth”.

The IAPRI’s Vision and Mission statements are guided by the Strategic Plan for 2017 to 2022, which has four pillars. Performance by Strategic Pillar in 2019 is highlighted below.

Strategic Pillar 1: Research and Policy Development

Strategic Objective 1: To conduct and support evidence-based agricultural policy research and development in order to promote sustainable agricultural growth as a means of reducing poverty, hunger and malnutrition in Zambia and the region as a whole.

In working towards achieving this objective, in 2019 IAPRI targeted to complete a total of 28 research outputs by the end of the year. As at 31st December, 2019, a cumulative total of 23 out of the annual 28 planned outputs were completed and this represented 82.1 percent performance against the planned annual outputs. In addition, the Institute completed 4 demand driven outputs during the year bringing the cumulative completed outputs in 2019 to 27.

One notable highlight under this pillar was

the execution of the “2019 Rural Agricultural Livelihood Survey” whose findings are yet to be released to the public.

Strategic Objective 2: To support the development and strengthening of capacity for policy research and development by private and public institutions in Zambia.

In working towards achieving this objective, IAPRI continued supporting several organizations from the public and private sector in order to enhance their capacities. These include, among others, the Zambia Women in Agricultural Research and Development (ZAWARD). In addition, several capacity building activities were conducted for IAPRI sta! and key among them are (i) Geographical Information Systems (GIS), (ii) Basic data transformation in Stata and (iii) Communicating Research, Organizational Outreach and Promotion and Creating a Professional identity on Social Media with emphasis on Twitter.

Strategic Pillar 2: Outreach & Alliances

Strategic Objective 3: To establish strategic alliances with institutions of similar and complimentary mandate.

In 2019, IAPRI maintained the existing alliances and created more alliances with Institutions of similar and complementary mandates. For instance, the Institute signed memoranda of understanding with World Vision Zambia, Caritas Mansa and the Young Emerging Farmers Initiative (YEFI) to work together on the Grassroots Program in disseminating agricultural information.

Strategic Objective 4: To disseminate research findings to stakeholders

In working towards achieving this objective, IAPRI planned to accomplish a total of 52 outreach outputs in 2019. As at 31th December 2019, all the 52 planned outputs had been completed as highlighted in Table 3 under the Performance Monitoring and Evaluation Report, which translated into 100

Executive Director’s Report

percent of the annual work plan planned target.

In addition, IAPRI also completed a total of 20 demand driven outputs, bringing the total number of completed outputs in 2019 to 72.

Notable highlights under this objective was the launch of the new activity of the Institute “The Grassroots Outreach Program” whose key objective is to disseminate information to the grassroots stakeholders. Another highlight was the hosting of the Dialogue Discussion on “Public Spending in Zambian Agriculture: Myths Versus Facts” with the Zambian National Assembly in Samfya on 24th March, 2019.

Strategic Objective 5: To use Outreach outputs to inform the Research Agenda.

In working towards achieving this objective, IAPRI continued to use the outreach loop as an opportunity to inform the research agenda. During the outreach interactions, many key policy issues emerge and these are key in informing the subsequent research priorities as well as other related processes.

Strategic Pillar 3: Financial Sustainability

The strategic objectives pursued under this Institutional Sustainability Pillar are:

Strategic 0bjective 6: To increase generation of income from resource mobilization activities through business development initiatives;

During the year, the Institute’s Business Development Unit continued to generate income from provision of consultancy services to local and international clients. Through the Business Development Unit (BDU), IAPRI raised ZMW 20,007,640 in 2019 against the targeted ZMW16, 500,000 in 2019 giving a positive variance of ZMW3, 249,505. The BDU worked on a total number of 17 projects with a total budget of ZMW 25.419 million of which 5% was contributed by projects carried over from the previous year and 95% from projects that were initiated within the year under review. The total sum represents a 29% increase over the total project budget sum the previous year, and an increase of over 14,000% since the Unit was formed in 2012. The BDU has grown to a level where, as at December 2019, it contributed 33% of the income of the Institute.

Strategic 0bjective 7: To rationalise the Institute’s cost structures, which includes development of own o"ce premises.

TThe Institute has continued reviewing its operations with a view to finding e"cient and optimal ways of operating and achieving value for money without compromising the

quality of its outputs that would impair its reputation as a premier think tank in the agricultural policy space.

Regarding own premises, IAPRI has applied for and been allocated 5 hectares of land in the Lusaka South Multi facility Economic Zone for construction of the o"ce complex Strategic Pillar 4: Governance

Corporate governance broadly refers to the mechanisms, relations, and processes by which a corporation is controlled and is directed; involves balancing the many interests of the stakeholders of an institution. IAPRI takes institutional governance very seriously and high on the annual agenda.

The main mechanisms by which IAPRI maintains strict institutional governance are through holding Management Meetings, Executive Committee Meetings, Committee Meetings of the Board and actual Board Meetings. In 2019, IAPRI held 14 Board Committee Meetings, 5 Board Meetings, 7 Management Meetings, 10 Executive Committee Meetings and 3 Sta! Meetings.

Conclusion

On behalf of Management and sta! of IAPRI, I wish to conclude by thanking the Chairperson and Board Members for their e!ective and positive oversight role. I would also like to echo the Chairperson’s appreciation to SIDA and USAID for their financial and technical support during the year.

Mr Chance KabagheExecutive Director



Pictures: 2018 Annual General Meeting

DR MICK S. MWALABOARD CHAIRPERSON

MR DENIS WOODBOARD VICE CHAIRPERSON

MR JACOB MWALEBOARD MEMBER

MR MASIYE NAWIKOBOARD MEMBER

PROF THOM S. JAYNEBOARD MEMBER

MR JOHN MULONGOTIBOARD MEMBER

MR DANIEL DAKABOARD MEMBER

PROF MUBIANA MACWAN’GIBOARD MEMBER

MR JOHN KALUMBIBOARD MEMBER

MS ELLAH CHEMBEBOARD MEMBER

MR BOYD LUMBWEBOARD MEMBER


Board of Directors

EXECUTIVE DIRECTORMR CHANCE KABAGHE


RESEARCH DIRECTORDR ANTONY CHAPOTO

OUTREACH DIRECTORMR BALLARD A. M. ZULU

FINANCE & ADM. DIRECTORMR JOSEPH NGULUBE

Executive Management

PERFORMANCE MONITORING AND EVALUATION REPORT


3.1 PERFORMANCE TOWARDS EXPECTED IMPACTS

3.1.1 Extent of reduction in rural poverty

Zambia’s rural poverty was 80 percent in 1990 and according to the National Agricultural Investment Plan (NAIP), the country targeted to reduce rural poverty to 40 percent by the year 2015. Current estimates show that there has been a decline in rural poverty by 1.3 percent from 77.9 per cent in 2010 to 76.6 per cent in 2015 (based on the Living Conditions Monitoring Survey (LCMS), 2015) (Figure 1). No updated poverty data is available at the time of writing this report. The Government of the Republic of Zambia (GRZ) has continued to provide rural smallholder farmers with huge input and output subsidies as the key vehicle for poverty

reduction but these subsidies have been ine!ective in reducing the rural poverty rates. IAPRI has highlighted the need for the GRZ to realign public expenditure towards the key drivers of agricultural growth, and more specifically to research and development, extension, irrigation development, feeder roads just to mention but a few. These recommendations are contained in many of the Institute’s outputs such as working papers, policy briefs, advisory notes, infographics, presentations and documentaries.

Figure 1: Rural Poverty Trends(%)

Source: LCMS (CSO, 2015)

3.1.2 Extent of underweight or stunting among children under 5 years of age

Zambia’s ranking in the Global Hunger Index (GHI) in 2019 remains very poor and the country was categorised as having alarming levels of hunger with a Hunger Index of 38.111. Despite the bad ranking, there had been an improvement in Zambia’s Hunger Index from 52.3 in 2000 to 38.1 in 2019 (See Figure 2). Figure 3 shows the progress Zambia made from 1992 to 2018 in the four indicators (child wasting, stunting, underweight and overweight). The 2018 Zambia Demographic and Health Survey (ZDHS) estimated that under five mortality had reduced from 191 deaths per 1,000 live births in 1992 to 61 deaths per 1,000 live births in 2018. IAPRI in 2019 continued to advocate for practical policies to improve nutrition and reduce morbidity and mortality in children under 5 years.

Figure 2: Trends in Zambia’s Hunger Index

Source: https://www.globalhungerindex.org/zambia.html

1 GHI score categories: Extremely alarming ≥ 50.0, Alarming 35.0–49.9, Serious 20.0–34.9, Moderate 10.0–19.9, Low ≤ 9.9


Figure 3: Trends in Nutritional Status of Children, 1992 to 2018Source: Zambia Statistics Agency (2018) & Zambia Demographic and Health Survey

(2018)

3.2 PERFORMANCE TOWARDS EXPECTED HIGH LEVEL OUTCOMES

3.2.1 Extent of private sector participation in input and output marketing

Private Sector participation in input marketing: Private sector participation had remained extremely low until the 2015/16 farming season when the Government of the Republic of Zambia (GRZ) piloted the E-voucher system of delivering the Farmer Input Support Program (FISP). This was first done in 13 districts during the 2015/16 agricultural season and expanded to 39 districts during the 2016/17 agricultural season. In the 2017/18 agricultural season, the E-voucher was rolled out to the whole country, but in 2018/19 agricultural season, 40 percent of the E-voucher beneficiaries were returned to the Direct Input Supply (DIS) system with Government citing operational challenges with the E voucher system experienced in the previous season as the major reason. IAPRI produced 12 analytical outputs informing policy debates around this issue.

Private Sector participation in output marketing: The Food Reserve Agency (FRA) started the 2019/2020 marketing season with 600,000 MT of maize -100,000 MT more than the set target of 500,000 MT Strategic Grain Reserve (SGR). As at end of October 2019, the country’s maize stocks were reported to be approximately 793,190 MT, 14 percent lower than the previous season’s 926,911 MT at the same time. This was the known total stock held by registered members of Grain Traders Association of Zambia (GTAZ), Millers Association of Zambia (MAZ), Zambia National Farmers Union (ZNFU), Stock Feed Manufacturing Association (SFMA), as well as FRA. Excluding any stocks held by non GTAZ and MAZ members and maize stored by smallholder farmers.

With regard to trade, there had been very limited formal exports due to the export ban imposed in May 2019. Most of the exports had been in the form of maize bran destined for South Africa, Botswana and Namibia. By the end of August

2019, Zambia had formally exported a total of only 41,181 MT of maize grain and related products. This was 14 percent higher than maize exports for the same period in the 2018/2019 marketing season. This could have been higher given the tight maize market in the region. Experiences from previous seasons have shown that restrictive trade policies have often denied farmers the opportunity to benefit from high prices and the country is losing potential export revenue22. With the frequent El Niño weather events in the region, it may be prudent to enhance Zambia’s capacity to supply the region with maize. Thus, e!orts to safeguard national food security should not undercut Zambia’s ability to export its surplus maize to neighboring countries. A transparent and consistent trade policy will incentivize the private sector to invest in the production and marketing of the staple crop. In 2019, IAPRI continued to produce analytical work and related outreach activities to push for policies that would enhance private sector led market development.

3.2.2 Extent of government spending on key drivers of the agricultural growth

While the country has been slowly moving towards meeting the CAADP target, the budget composition with the MoA and Ministry of Fisheries and Livestock (MFL) continues to raise significant concerns. This is because the distribution of the agricultural budget, as has been seen in the past years, has not placed enough emphasis on broad-based public investments necessary to stir agricultural growth and transformation. This is evident in the continued high allocations to FRA and FISP under the Poverty Reduction programmes. In addition, the share of the agricultural budget towards key drivers of the agricultural sector like Research and Development remains low as shown in Figure 4. For instance, only 0.58 percent and 1.4 percent of the agricultural budget was allocated to research and development in 2018 and 2019, respectively.

Figure 4: Percent allocations of the agricultural sector to Research and Development

Source: Ministry of Finance, Various Years

3.2.3 Key agricultural reforms analysed, passed/approved for implementation

IAPRI’s Contribution to Development of “New Sustainable Fresh Produce Wholesale Markets”2 Chisanga, B., Chapoto, A. & Banda, A., 2018: Maize Outlook and Regional Analysis. Indaba Agricultural Policy Research Institute (IAPRI) Issue No. 3. Lusaka, Zambia: IAPRI.


IAPRI’s work over the years has generated evidence to show that smallholder farmers in Zambia, as is the case in the rest of the world, who grow and sell fruits and vegetables earn more income and are more likely to move out of poverty than cereal growers. Yet, only one-fifth of the smallholder farmers in Zambia grow fruits and vegetables. IAPRI evidence has shown that one of the most constraining factors to smallholder farmer participation in these lucrative chains has been lack of proper and well-functioning fresh produce wholesale markets as the existing ones such as Soweto Market in Lusaka hinder full participation due to their “law of the jungle and survival of the fittest nature” of conducting business coupled with poor infrastructure. Through stakeholder consultation meetings and various outreach activities, the key stakeholders have come on board to the realization that fresh produce wholesale markets with modern infrastructure and modernized systems needed to be developed outside the realm of local authorities and led by private sector. A feasibility study was conducted in 2019 with financial and technical support from Musika Development Initiative and IAPRI respectively which was presented to prospective investors for possible adoption. Based on the results of the feasibility study, the Savenda Group developed a business plan to guide their investment and IAPRI provided support in filling data gaps in this process. The Group has come up the Zambia Fresh Lusaka Market, which is set to be Africa’s first commission-agent and formal fresh produce market outside South Africa. Occupying 11 hectares of land in the Lusaka South Multi Facility Economic Zone, the Zambia Fresh Lusaka Market will be part of a larger food hub concept, fresh produce market and retail shopping area o!ering complimentary fresh, frozen and dried food products and services and will trade under the mantra “Farmers First”. (For further information, see the Times of Zambia article on page 15 published on Monday, March 18, 2020 in titled “Savenda Aims at prioritizing veggies farmers” and/or Zambia Daily Mail article on page 15 published on Tuesday, March 17, 2020 in titled “Zambia Fresh Lusaka Market brings hope to farmers”.

3.3 PERFORMANCE TOWARDS EXPECTED LOW LEVEL OUTCOMES

3.3.1 Increased usage of IAPRI’s evidence based outputs among policy makers and other stakeholders

IAPRI remains a key influencer of debates and discussions that are aimed at improving the agricultural policy environment in Zambia. In terms of Policy discussions, IAPRI’s work was cited a total of 35 times in 2019 (See Annex 1 for details). This clearly shows that information IAPRI produced was being used to enhance policy discussions for the benefit of the agricultural sector.

3.4 PERFORMANCE TOWARDS EXPECTED OUTPUTS

3.4.1 STRATEGIC PILLAR 1: RESEARCH AND POLICY DEVELOPMENT

3.4.1.1: Strategic Objective 1 - To conduct and support evidence-based agricultural policy research and development in order to promote sustainable agricultural growth as a means of reducing poverty, hunger and malnutrition in Zambia and the region as a whole.

In 2019, IAPRI targeted to complete a total of 2833 research outputs by the end of the year. As at 31st December, 2019, a cumulative total of 23 out of the annual 28 planned outputs were completed. This performance represented 82.1 percent of the planned annual outputs, a drop 88 percent in 2019. In addition, the Institute completed 4 demand driven outputs during the year bringing the cumulative completed outputs in 2019 to 27 (See Table 1). The implementation of the 2019 Rural Agricultural Livelihood Survey and increased Business Development Unit (BDU) assignments requiring the Research Directorate’s attention delayed the completion of some planned outputs. Details of the completed 2019 research outputs is highlighted in Annex 2.

In addition, the Institute completed 4 demand driven outputs during the year bringing the cumulative completed outputs in 2019 to 27 (See Table 1). The implementation of the 2019 Rural Agricultural Livelihood Survey and increased Business Development Unit (BDU) assignments requiring the Research Directorate’s attention delayed the completion of some outputs.

Table 1: Summary of Research Directorate Cummulative Progress as at 31st

December, 2019

3.4.1.2: Strategic Objective 2 - To support the development and strengthening of capacity for policy research and development by public and private Institutions in Zambia.3 Initial work plan stated 29 outputs but number adjusted downwards because only two not three outputs were expected from the work on “Developing the Goat Industry in Zambia: from Talk to Reality”; one on production strategy and the second on goat marketing strategy that included both domestic and export market strategies.


IAPRI’s capacity building strategy entails supporting the development of key government institutions, and relevant agricultural sector and civil society organizations engaged in agriculture in Zambia and the region, by providing collaborative technical support. In addition, IAPRI endeavours to continue building the analytical capacity of its sta!. IAPRI’s internal capacity building program is aimed at continuously equipping its sta! with up-to-date technical research topics and methodologies. Table 2 summarises the capacity building outputs in 2019. Details of training programmes for both sta! and external partners are presented in Annex 3.

Table 2: Capacity Building Outputs

3.4.2 PILLAR 2: OUTREACH AND ALLIANCES

3.4.2.1: Strategic Objective 3 - To establish strategic alliances with institutions of similar and complimentary mandate.

IAPRI has made progress in achieving this strategic objective of establishing strategic alliances. In 2019, the Institute signed memoranda of understanding with World Vision Zambia, Caritas Mansa and the Young Emerging Farmers Initiative (YEFI) to work together on the Grassroots Program in disseminating agricultural information. An assessment of the pilot phase of the Grassroots Program which was conducted in December, 2019 clearly demonstrated that working in alliances with other partners to disseminate information was very e!ective in reaching to the end users.

3.4.2.2: Strategic Objective 4 - To disseminate research findings to stakeholders.

In working towards achieving this objective, IAPRI planned to accomplish a total of 52 outreach outputs in 2019. As of 31th December 2019, all the 52 planned outputs were completed as highlighted in Table 3 had been completed, which translated into 100 percent of the annual work plan planned target. This was an increase from 95 percent, 84.6 percent and 87.7 percent performance against planned annual outputs in 2016, 2017 and 2018 financial years respectively. In addition, IAPRI also completed a total of 20 demand driven outputs, making the total number of completed outputs in 2019 to 72.

Table 3: Summary of Outreach Directorate Progress Report as at 31st December,

2019

3.4.3 PILLAR 3: FINANCIAL SUSTAINABILITY

3.4.3.1: Strategic Objective 6 - To increase generation of income from resource mobilisation activities through business development initiatives.

The importance of this strategic objective has become very high in the light of changing donor funding architecture as traditional donors change their priorities, reduce funding envelopes or withdraw funding altogether. IAPRI decided to enhance the activity of the BDU to mitigate against the aforementioned risks and enhance the Institute’s ability to continue as a going concern as well as improve its ability to finance its activities from internally generated resources.

Since inception, the contribution of BDU activities to the total IAPRI income has grown steadily such that by the end of 2019, it contributed 33% of the total annual income. Table 4 and Figure 5 shows a comparison of BDU income to the total income.

Table 4: Annual Contribution of BDU to Total IAPRI Income

Figure 5: Annual Trends BDU and Total IAPRI Annual Income

Compared to the budget, the performance of BDU has continued to consistently achieve impressive results. Table 5 below shows the performance by year since inception. In 2018, the performance was lower due to an assignment won under the BDU with USAID that was added to the


Cooperative Agreement and reported under other USAID funding. Otherwise the results, if the assignment was to reported under BDU, would should show actual results exceeding budget in the year.

In 2019, against budgeted income of ZMW16,500,000, the BDU continued with the impressive performance and achieved actual income of ZMW20,007,640 thereby giving a positive variance of ZMW 3,507,640. (See Table 5 and Figure 6).

Table 5: BDU Income Comparison between Budget and Actual

Figure 6: Comparison between Budget and Actual BDU Income

3.4.3.2: Strategic Objective 7 - To rationalise the Institute’s cost structures. This will include development of own o"ce premises.

The Institute has continued reviewing its operations with a view to finding e"cient and optimal ways of operating and achieving value for money without compromising the quality of its outputs that would impair its reputation as a premier think tank in the agricultural policy space.

IAPRI has undertaken studies to review its institutional and operational arrangements to ascertain the optimal way to order its business e.g. hive o! BDU as a separate business or run it as an integral part of the Institute?

Regarding own premises, IAPRI has applied for and been allocated 5 hectares of land in the Lusaka South Multi facility Economic Zone for the construction of the o"ce complex.

3.5 PILLAR 4: GOVERNANCE

3.5.1: Strategic Objective 8 - To promote an environment in which stakeholders fully participate in the achievement of the Institute’s strategic objectives.

IAPRI continued to provide an environment in which all stakeholders had the opportunity to participate in the governance and activities of the Institute, in order to achieve

the Institute’s Vision and Mission. During the year, there was regular and active involvement in the oversight of the Institute by those charged with governance through the various Board Committee and Board Meetings.

Annual General Meeting

The Annual General Meeting for the year ended 31st December, 2018 took place on 12 May 2019 at Southern Sun Hotel with participation from all the guarantors and key stakeholders. The Meeting discussed key matters including the performance of the Institute in the previous year and made key decisions.

All the scheduled meetings of the Board Committees and the Board with involvement of members are detailed in the Tables 6-9.

Table 6: Board Meetings

*1 extra-ordinary Board Meeting held on 16th December, 2019

Table 7: Research and Outreach Committee

Table 8: Finance and Administration Committee

Table 9: Audit and Risk Committee

IAPRI Open Day

As part of interaction with stakeholders, the Institute held an Open Day on 16th December, 2019. The Open Day focused on highlighting Successful Women in Agriculture and drew participation from key women farmers from around the country

Other meetings (Executive Committee, Senior Management


and sta!)

Other meetings and engagements involving management and sta! were undertaken in the year on a regular basis.

3.5.2: Strategic Objective 9 – To ensure a well-managed Institute and working environment in which sta! members are motivate to e"ciently achieve the Institute’s objectives.

The Institute continues to strive to provide a working environment in which sta! can produce optimal outputs. Sta! interactions are encouraged through sta! meetings and canteen facilities. Further concern for sta! well-being was facilitated by encouraging sta! to take leave and ensure their personal health was well taken care of as well as through the maintenance of a clean and healthy work environment.

3.5.3: Strategic Objective 10 –To ensure that human rights and gender issues are well addressed and incorporated in all activities of the Institute.

IAPRI continued to promote equal opportunity for its sta! while maintaining strong respect for the human rights and dignity of all sta! and stakeholders. During the year, all the IAPRI operational manuals were reviewed by a consultant engaged with support from Sida to ascertain their gender sensitivity. The comments made have since been incorporated into the manuals.

Further, a Gender Policy was developed and has been undergoing review before it can be finally adopted by the Board.

3.5.4: Strategic Objective 11 – To promote the Institute’s capacity for transparent and accountable use of its resources, IAPRI will continue to ensure it manages and accounts for all resources made available to it in a transparent and accountable manner by ensuring it obtains value for money in all its activities.

IAPRI maintained its practice of managing its resources in a transparent and accountable manner. This included the undertaking and completion of the audits of the financial statements of the Institute for the year ended 31st December, 2018 and the audit of all the USAID project for the same period. Both audits were given clean audit reports.

Funds obtained from all sources were properly accounted for to the donors with appropriate technical and financial reports rendered as required by the various funding arrangements that were signed with the di!erent funders.

FINANCIAL REPORT

Indaba Agricultural Policy Research Institute

Financial Statementsfor the year ended 31 December 2019



Corporate Information

Country of incorporation and domicile Zambia

Principal activities Undertaking of agricultural policy research and outreach, serving the

agricultural sector in Zambia so as to contribute to sustainable pro-poor

agricultural development.

Directors Dr Mick Mwala (Chairman)

Mr Denis Wood (Vice Chairman)

Mr John Mulongoti

Mr Jacob Mwale

Prof. Thom S. Jayne

Mr Boyd Lumbwe

Mr John Kalumbi

Prof. Mubiana Macwan’gi

Mr Daniel Daka (retired 31 December 2019)

Mr Masiye Nawiko

Mrs Ella Chembe

Executive Committee Mr Chance Kabaghe (Executive Director)

Mr Joseph N Ngulube (Finance & Administration Director)

Dr Antony Chapoto (Research Director)

Mr Ballard Zulu (Outreach Director)

Registered O"ce 26A Middleway

Kabulonga

PostNet Box 99

Lusaka 10101

Business Address 26A Middleway

Kabulonga

PostNet Box 99

Lusaka 10101

Bankers Stanbic Bank Zambia Limited

Auditors KPMG Chartered Accountants

Secretary Mr Chance Kabaghe

Company Registration Number 96001



Directors’ Report

For the year ended 31 December 2019

The Directors submit their report together with the Financial Statements for the year ended 31 December 2019, which disclose the state of a!airs of the Indaba Agricultural Policy Research Institute (hereinafter call the ‘Institute’ of the “Company’.

Principal activities

The principal activities of the Company are the undertaking of agricultural policy research and outreach, serving the agricultural sector in Zambia so as to contribute to sustainable pro-poor agricultural development. There have been no significant changes in the Company’s business during the year.

Financial results

During the year the Company had a surplus of K968,069 (2018: deficit of K4,803,862) and at the reporting date its current assets exceeded its current liabilities by K2,855,926 (2018: K3,030,789).

Directors

The Directors who held o"ce during the period and to the date of this report are as disclosed in the Corporate Information.

Plant and equipment

The Company purchased plant and equipment amounting to K2,266,908 (2018:K1,131,614) as disclosed in note 5 of the Financial Statements during the year. In the opinion of the Directors, the carrying value of plant and equipment is not less than their recoverable value.

Internal control

The control systems are designed to safeguard the Company’s assets, maintain proper accounting records and ensure the reliability of management and financial information produced by the Company. Control systems are based on established Company policies and procedures and are implemented by trained personnel, with an appropriate segregation of duties. The e!ectiveness of these internal controls and systems is monitored by the Directors.

Nothing has come to the attention of the Directors to indicate that any material breakdown in the functioning of aforementioned internal controls and systems has occurred during the year under review.

Other material facts, circumstances and events

The Directors are not aware of any material fact, circumstance or event which occurred between the accounting date and the date of this report which might influence an assessment of the Company’s financial position or the results of its operations.

The Directors have made an assessment of the actual and potential impacts of the Coronavirus Disease 2019 (Covid 19) on the results, assets and liabilities of the Institute and its ability to continue as a going concern for the foreseeable future. Based on the review and the mitigation measures instituted by the Directors, they conclude that the Company has positioned itself to respond and ensure that any impacts of the Covid 19 pandemic on the Company are minimised.



Directors’ Report

For the year ended 31 December 2019 (continued)

Financial Statements

The Financial Statements set out on pages 7 to 23 have been approved by the Directors.

Auditors

In accordance with the provisions of section 257 (1) of the Zambian Companies Act No 10 of 2017, the Auditors, Messrs KPMG Chartered Accountants, will retire as Auditors of the Company at the forthcoming Annual General Meeting and having expressed willingness to continue as Auditors, a resolution for their reappointment as Auditors of the Company for the year ending 31 December 2020 will be presented to the Annual General Meeting.

By order of the Board

Chance KabagheCompany Secretary 2020



Directors’ responsibilities in respect of the preparation of Financial Statements The Directors are responsible for the preparation of the Financial Statements that give a true and fair view of Indaba Agricultural Policy Research Institute (“the Company”), comprising the statement of financial position at 31 December 2019, and the statement of profit or loss and other comprehensive income, statement of changes in equity and statement of cash flows for the year then ended, and the notes to the Financial Statements which include a summary of significant accounting policies and other explanatory notes, in accordance with International Financial Reporting Standards for SMEs and the requirements of the Companies Act of Zambia. In addition, the Directors are responsible for preparing the Directors’ Report.

The Directors are also responsible for such internal control as they determine is necessary to enable the preparation of Financial Statements that are free from material misstatement, whether due to fraud or error, and for maintaining adequate accounting records and an e!ective system of risk management.

The Directors have made an assessment of the Company’s ability to continue as a going concern and have no reason to believe the business will not be a going concern in the year ahead.

The Auditor is responsible for reporting on whether the Financial Statements give a true and fair view in accordance with the applicable financial reporting framework described above.

Approval of the Financial Statements

The Financial Statements of Indaba Agricultural Policy Research Institute, as identified in the first paragraph, were approved by the board of Directors on 22 May 2020 and are signed on its behalf by:

……………………………….. …………………………………Dr Mick S Mwala Mr Jacob MwaleBoard Chairman Chairman – Finance and Administration Committee


Independent Auditor’s Report

To the members of Indaba Agricultural Policy Research Institute

Report on audit of the financial statements

Opinion

We have audited the Financial Statements of Indaba Agricultural Policy Research Institute (“the Company”) set out on pages 7 to 23, which comprise the statement of financial position at 31 December 2019, the statements of profit or loss and other comprehensive income, changes in equity and cash flows for the year then ended, and notes to the Financial Statements, including a summary of significant accounting policies.

In our opinion, the Financial Statements give a true and fair view of the financial position of Indaba Agricultural Policy Research Institute as at 31 December 2019, and its financial performance and cash flows for the year then ended in accordance with International Financial Reporting Standards for Small and Medium Enterprises (IFRS for SMEs) and the requirements of the Companies Act of Zambia.

Basis for Opinion

We conducted our audit in accordance with International Standards on Auditing (ISAs). Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of our report. We are independent of the Company in accordance with the International Ethics Standards Board for Accountants’ Code of Ethics for Professional Accountants (IESBA Code) and we have fulfilled our other ethical responsibilities in accordance with the IESBA Code. We believe that the audit evidence we have obtained is su"cient and appropriate to provide a basis for our opinion.

Other Information

The Directors are responsible for the other information. The other information comprises the Directors’ Report as required by the Companies Act of Zambia and Directors responsibilities in respect of the preparation of the Financial Statements. The other information does not include the Financial Statements and our Auditor’s report thereon.

Our opinion on the Financial Statements does not cover the other information and we do not express an audit opinion or any form of assurance conclusion thereon.

In connection with our audit of the Financial Statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the Financial Statements or our knowledge obtained in the audit, or otherwise appears to be materially misstated. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Responsibilities of the Directors for the Financial Statements

The Directors are responsible for the preparation and fair presentation of the Financial Statements in accordance with IFRS for SMEs and the requirements of the Companies Act of Zambia, and for such internal control as the Directors determine is necessary to enable the preparation of Financial Statements that are free from material misstatement, whether due to fraud or error.

In preparing the Financial Statements, the Directors are responsible for assessing the Company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Directors either intend to liquidate the Company or to cease operations, or have no realistic alternative but to do so.


Auditor’s responsibilities for the audit of the Financial Statements

Our objectives are to obtain reasonable assurance about whether the Financial Statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an Auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these Financial Statements.

As part of an audit in accordance with ISAs, we exercise professional judgement and maintain professional scepticism throughout the audit. We also:

• Identify and assess the risks of material misstatement of the Financial Statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is su"cient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the e!ectiveness of the Company’s internal control.

• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the Directors.

• Conclude on the appropriateness of the Directors’ use of the going concern basis of accounting and based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Company’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our Auditor’s report to the related disclosures in the Financial Statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our Auditor’s report. However, future events or conditions may cause the Company to cease to continue as a going concern.

• Evaluate the overall presentation, structure and content of the Financial Statements, including the disclosures, and whether the Financial Statements represent the underlying transactions and events in a manner that achieves fair presentation.

We communicate with the Directors regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

Report on Other Legal and Regulatory Requirements

In accordance with Section 259 (3) of the Companies Act of Zambia (the Act), we consider and report that:

• there is no relationship, interest or debt we have with the Company; and• there were no serious breaches of corporate governance principles or practices by the Directors. This statement is made

on the basis of the corporate governance provisions of the Act, Part VII – Corporate Governance of the Companies Act of Zambia.

KPMG Chartered Accountants 2020

Maaya Chipwayambokoma AUD/F000861 Partner signing on behalf of the Firm




Statement of profit or loss and other comprehensive incomefor the year ended 31 December 2019

There were no items of other comprehensive income (2018: Nil).

The notes on pages 28 to 38 are an integral part of these Financial Statements

Note 2019K

2018K

Revenue 10 40,853,212 25,404,710Operating expenses 10 (31,714,993) 20,760,491)Results from operating activities 9,138,219 4,644,219Exchangen gains/(losses) 1,629,057 (217,204)Amortisation of capital grant 42,524 127,385Sundry income 48,435 93,685Net consultancy deficit 16 (9,890,166) (9,451,947)Surplus/ (deficit) before taxation 968,069 (4,803,862)Taxation 9 - -Surplus/ (deficit) before taxation 968,069 (4,803,862)


Statement of financial positionfor the year ended 31 December 2019

The Financial Statements were approved by the Directors at a meeting on 22 May 2020 and signed on its behalf by:

…………………………………………….. ………………………………………………..Dr Mick S Mwala Mr Jacob Mwale Board Chairman Chairman – Finance and Administration Committee

The notes on pages 28 to 38 are an integral part of these Financial Statements.

Note 2019K

2018K

Non-current assetsPlant and equipment 5 2,870,026 1,715,355Intangible assets 4 1 8,264

2,870,027 1,769,619

Current assetsAccounts receiveable 6 1,752,347 3,756,421Cash and cash equivalents 7 2,153,042 906,790Total current assets 3,905,389 4,663,211Total assets 6,775,416 6,432,830

ReservesAccumulated reserves 5,725,953 4,757,884Capital reserves - 42,524

5,725,953 4,800,408Current liabilitiesAccounts payable 8 1,049,463 1,632,422Total reserves and liabilities 6,775,416 6,432,830




Statement of changes in equityfor the year ended 31 December 2019

Accumulated reserves

Accumulated reserves are the brought forward recognised income, net of expenses plus current year surplus attributable to the members.

Capital reserves

Capital reserves represents the value of assets acquired by the Institute. Capital grants are deferred and credited to the income and expenditure in equal annual instalments over the useful life of the related assets.


Capitalreserves

K

Accumulatedreserves

KTotal

K


Balance as at 1 January 2018 169,909 9,561,746 9,731,655

Amortisation (127,385) - (127,385)

Deficit for the year - (4,803,862) (4,803,862)

Balance as at 31 December 2018 42,524 4,757,884 4,800,408


Balance as at 1 January 2019 42,524 9,561,746 9,731,655

Amortisation (42,524) - (42,524)

Surplus for the year - 968,069 968,069

Balance as at 31 December 2019 - 5,725,953 5,725,953



Statement of cash flowsfor the year ended 31 December 2019


Note 2019K

2018K

Cash flows from operating activitiesSurplus/ (deficit) for the year 968,069 (4,803,862)Adjustments for: - Interest received - (37,570) - Amortisation of deferred capital grant (42,524) (127,385) - Depreciation and amortisation 4/5 1,166,500 672,563

2,092,045 (4,296,254)Changes in working capital: - Accounts receivable 2,004,074 2,000,187 - Accounts payable (582,959) 1,136,537Net cash generated from/(used in) operating activities 3,513,160 (1,159,530)

Cash flows from investing activitiesAcquisition of plant and equipment 5 (2,266,908) (1,131,614)Interest received - 37,570Net cash flow used in investing activities (2,266,908) (1,094,044)

Net increase/(decrease) in cash and cash equivalents (1,246,252) (2,253,574)

Cash and cash equivalents at beginning of year 906,790 3,160,364Cash and cash equivalents at end of year 2,153,042 906,790


Notes to the financial statementsfor the year ended 31 December 2019

1. The organisation and its principal activities

Indaba Agricultural Policy Research Institute is a company limited by guarantee incorporated in the Republic of Zambia. The address of its principal o"ce and principal place of business is at 26A Middleway, Kabulonga, Lusaka, Zambia. The Company’s principal activities are the undertaking of agricultural policy research and outreach, serving the agricultural sector in Zambia so as to contribute to sustainable pro-poor agricultural development.

The Company is limited by guarantee and has no share capital. It is governed by Articles of Association and in the case of the Company being wound up, the liability in respect of the guarantee is limited to K2,500 per guarantor.

2. Basis of preparation

a) Statement of compliance

The Financial Statements have been prepared in accordance with the International Financial Reporting Standards for SMEs on a basis consistent with prior year and the requirements of the Companies Act of Zambia.

b) Basis of measurement

The Financial Statements have been prepared on the historical cost basis.

c) Functional and presentation currency

These Financial Statements are presented in Zambian Kwacha, which is the Company’s functional currency. Unless otherwise indicated, the financial information presented has been rounded o! to the nearest Kwacha.

d) Use of estimates and judgement

The preparation of Financial Statements in conformity with IFRSs for SMEs requires management to make judgements, estimates and assumptions that a!ect the application of accounting policies and the reported amounts of assets, liabilities, income and expenses. Actual results may di!er from these estimates.

Estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimates are revised and in any future periods a!ected.

3. Significant accounting policies

The accounting policies set out below have been applied consistently in all periods presented in these Financial Statements unless otherwise stated.

a) Revenue recognition

Revenue comprises financial grants from Cooperating Partners. Revenue is recognised when the funds are received from the Cooperating Partners and accounted for in the year for which the funds have been disbursed. Funds committed by Cooperating Partners but not yet received by IAPRI are accounted for as grants due under accounts receivable.

Other income comprises funds generated from the provision of consulting services through the Business Development Unit. Revenue is recognised when or as the Company satisfies a performance obligation by transferring control of a promised good or service to a customer or meeting a milestone set in the contract with


the customer.

The Company principally satisfies its performance obligations at points in time as stipulated in the contract. When, or as, a performance obligation is satisfied, the Company recognizes as revenue the amount of the transaction price that is allocated to that performance obligation. The transaction price is the amount of consideration to which the Company expects to be entitled.

b) Foreign currencies

Foreign currency transactions are recorded, on initial recognition in Kwacha, by applying to the foreign currency amount the exchange rate between the Kwacha and the foreign currency at the date of the transaction.At each statement of financial position date:

a) foreign currency monetary items are reported using the closing rate,b) non-monetary items, which are carried in terms of historical cost denominated in a foreign currency, are reported using the exchange rate at the date of the transaction, andc) non-monetary items which are carried at fair value denominated in a foreign currency are reported using the exchange rates that existed when the values were determined.

Exchange di!erences arising on the settlement of monetary items or on reporting an enterprise’s monetary items at rates di!erent from those at which they were initially recorded during the period, or reported in previous Financial Statements, are recognised as income or expenses in the period in which they arise.

c) Plant and equipment

All categories of plant and equipment are initially recognised at cost. Cost includes expenditures that are directly attributable to the acquisition of the plant and equipment. Subsequent to initial recognition, plant and equipment is measured at cost less accumulated depreciation and impairment.

Subsequent costs

Subsequent costs are included in the asset’s carrying amount or recognised as assets as appropriate only when it is probable that the future economic benefits associated with the item will flow to the Company and the cost of the item can be measured reliably. All other repairs and maintenance are charged to the income and expenditure during the year in which they are incurred.

Depreciation is calculated on the straight - line method to write o! the cost of each asset, or the revalued amounts, to their residual values over their estimated useful lives.

The depreciation rates applicable to each category of plant and equipment are as follows:

Plant and machinery, furniture and fittings 20%O"ce equipment 33.33%Motor vehicles 25%

Profits on disposal of plant and equipment are determined by reference to their carrying amount and are taken into account in determining operating profit. On disposal of revalued assets, amounts in revaluation and other reserves relating to that asset are transferred to retained earnings. Management have estimated the existing useful lives to still be appropriate and to apply consistent useful life to all assets.

d) Financial instruments

Financial assets and financial liabilities are recognised on the Company’s statement of financial position when the Company becomes a part to the contractual provisions of the instrument.


Financial assets

For the purpose of measurement financial assets are classified into categories. Management determines the classification of its investments at initial recognition and re-evaluates this at every reporting date. The principal financial assets of the Company are trade and other receivables and cash and cash equivalents.

Financial liabilities and equity instruments issued by the Company are classified according to the substance of the contractual arrangement entered into and definitions of a financial liability and an equity instrument.

Trade and other receivables are measured at initial recognition at fair value, and are subsequently measured at amortised cost. Appropriate allowances for estimated irrecoverable amounts are recognised in surplus or deficit when there is objective evidence that the asset is impaired. The allowance recognised is measured as the di!erence between the asset’s carrying amount and the present value of estimated future cash flows.

Cash and cash equivalents

Cash and cash equivalents comprise cash on hand and demand deposits, and other short-term highly liquid investments that are readily convertible to a known amount of cash and are subject to an insignificant risk of changes in value.

Financial liabilities

An equity instrument is any contract that evidences a residual interest in the assets of the Company after deducting all of its liabilities. The accounting policies adopted for specific financial liabilities and equity and instruments are as set out below:

Trade and other payables

These are initially measured at fair value, and are subsequently measured at amortised cost.

e) Impairment

Non-derivative financial assets

Trade and other receivables

Financial assets are assessed at each reporting date to determine whether there is objective evidence of impairment.

Objective evidence that financial assets are impaired includes:

ƒ default or delinquency by a debtor; ƒ restructuring of an amount due to the Company on terms that the Company would not consider otherwise; ƒ indications that a debtor or issuer will enter bankruptcy; ƒ adverse changes in the payment status of borrowings or issuers; ƒ the disappearance of an active market for a security; or ƒ observable data indicating that there is measureable decrease in expected cash flows from a group of

financial assets.

Financial assets measured at amortised cost

The Company considers evidence of impairment for trade and other receivables. All individual significant assets are individually assessed for impairment. Those found not to be impaired are then collectively assessed for any impairment that has been incurred but not yet individually identified. Assets that are not individually significant are collectively assessed for impairment. Collective assessment is carried out by grouping together assets with


similar risk characteristics.

In assessing collective impairment, the Company uses historical information on the timing of recoveries and the amount of loss incurred, and makes an adjustment if current economic and credit conditions are such that the actual losses are likely to be greater or lesser than suggested by historical trends.

An impairment loss is calculated as the di!erence between an asset’s carrying amount and the present value of the estimated future cash flows discounted at the asset’s original e!ective interest rate. Losses are recognised in surplus or deficit and reflected in an allowance account. When the Company considers that there are no realistic prospects of recovery of the asset, the relevant amounts are written o!.

IIf the amount of impairment loss subsequently decreases and the decrease can be related objectively to an event occurring after the impairment was recognised, then the previously recognised impairment loss is reversed through surplus or deficit.

For impairment testing, assets are grouped together into the smallest group of assets that generates cash inflows from continuing use that are largely independent of the cash inflows of other assets or Cash Generating Units (CGUs).

The recoverable amount of an asset or CGU is the greater of its value in use and its fair value less costs to sell. Value in use is based on the estimated future cash flows, discounted to their present value using a pre-tax discount rate that reflects current market assessment of the time value of money and the risks specific to the asset or CGU.An impairment loss is recognised if the carrying amount of an asset or CGUs exceeds its recoverable amount. Impairment losses are recognised in surplus or deficit. They are allocated first to reduce the carrying amount of any goodwill allocated to the CGU, and then to reduce the carrying amounts of the other assets in the CGU on a pro rata basis.

An impairment loss is reversed only to the extent that the asset’s carrying amount does not exceed the carrying amount that would have been determined, net of depreciation or amortisation, if no impairment loss had been recognised.

f) Intangible assets

Software acquired by the Company is measured at cost less accumulated amortisation and any accumulated impairment losses.

Subsequent expenditure on software assets is capitalised only when it increases the future economic benefits embodied in the specific asset to which it relates. All other expenditure is expensed as incurred.

Amortisation methods, useful lives and residual values are reviewed at each reporting date and adjusted if appropriate.

g) Taxation

The Company is exempt from tax as a Public Benefit Organisation. On its consultancy assignments undertaken for gain, the Company is liable to tax on the net gains that may be made.

h) Employee benefits (Defined contribution plan – NAPSA)

The company contributes to the National Pension Authority (NAPSA), a defined contribution scheme, for its eligible employees as provided for by law. Membership is compulsory and monthly contributions are made by both employer and employees. The employer’s contribution is charged to surplus or deficit in the year in which it arises. Employees contribute 5% of their gross earnings subject to caps on contributions stipulated by the Authority.


4. Intangible assets


K

CostAt 1 January 2018 94,191

Additions -

At 31 December 2018 94,191

As at 1 January 2018 94,191

Additions -

As at 31 December 2019 94,191

Amortisation

At 1 January 2018 76,918

Amortisation 9,009

As at 31 December 2018 85,927

At 1 January 2019 85,927

Amortisation 8,263

At 31 December 2017 94,190

Carrying amounts

At 31 December 2019 1

At 31 December 2018 8,264


Notes to the financial statementsfor the year ended 31 December 2019

5. Plant and equipment


Motor Vehicles

K

O"ce equipment

K

Furniture and fittings

K

Total

K

Cost

At 1 January 2018 2,401,115 74,440 1,083,536 3,559,091

Additions - 1,131,614 1,131,614

At 31 December 2018 2,401,115 74,440 2,215,150 4,690,705

As at 1 January 2019 2,401,115 74,440 2,215,150 4,690,705

Additions 1,434,656 - 832,252 2,266,908

As at 31 December 2019 3,835,771 74,440 3,047,402 6,957,613

Depreciation

At 1 January 2018 1,537,073 74,440 654,283 2,265,796

Charge for the year 292,777 - 370,777 663,554

As at 31 December 2018 1,829,850 74,440 1,025,060 2,929,350

At 1 January 2019 1,829,850 74,440 1,025,060 2,929,350

Charge for the year 477,418 - 680,819 1,158,237

At 31 December 2019 2,307,268 74,440 1,705,879 4,087,587

Carrying amounts

At 31 December 2019 1,528,503 - 1,341,523 2,870,026

At 31 December 2018 571,265 - 1,190,090 1,761,355



Notes to the financial statements (continued)for the year ended 31 December 2019

6. Accounts receivable

2019K

2018K

Sta! receivables 153,947 123,268

Other receivables 330,274 303,051

Consultancy and training receivables 1,268,126 2,364,727

Grant due - 965,375

1,752,347 3,756,421

7. Cash and cash equivalents

Stanbic US$ 615,220 99,899

Stanbic ZMW - 3

Stanbic USAID ZMW 730,398 664,319

Stanbic BDU ZMW 455,053 82,340

Stanbic Sustainability 194,636 33,445

Stanbic BDU US$ 156,344 24,386

Cash on hand 1,391 2,398

2,153,042 906,790

8. Accounts payable

Trade payables 28,966 158,453

Statutory payables 1,020,497 647,311

Sta! payables - 826,658

1,049,463 1,632,422

9. Taxation

The company is exempt from tax as a Public Benefit Organisation.

12. Outreach expensesOperating expenses

Annual budget review and analysis 41,322 32,092

TV/Radio programs 40,600 7,271

High level policy meetings 144,751 138,394

Ordinary agricultural policy meetings 936,063 1,073,311

Media outreach and publications 366,570 647,085

International conferences 145,300 186,758

Adhoc outreach activities 11,581 53,536

Salaries and wages 2,782,082 2,233,118

Overhead apportionment to BDU (1,474,529) (1,748,626)

Total outreach expenses 2,993,740 2,622,939


Indaba Agricultural Policy Research InstituteNotes to the financial statements (continued)for the year ended 31 December 2019

10. Detailed income and expenditure statement2019

K2018

KRevenue Note

USAID 16,044,464 19,165,955

SIDA 18,051,690 3,896,144

Kivu 1,527,578 2,060,759

Other grants 5,229,780 281,852

40,853,212 25,404,710

Operating expenses

Research 11 (22,033,378) (12,932,714)

Outreach 12 (2,993,740) (2,622,939)

Capacity building 13 (310,272) (205,496)

Institutional development and governance 14 (501,625) (420,525)

Finance and administration 15 (5,875,978) (4,578,817)

Total operating expenses (31,714,993) (20,760,491)

Operating surplus for the year 9,138,219 (4,644,219)

11. Research expensesOperating expenses

Agricultural markets and prices 249,445 367,686

Public policy and expenditure 6,713 36,757

Productivity and poverty reduction 47,780 7,713

Natural resources and climate change 16,180 146,657

Agriculture, Food and Nutrition - 213,979


Data collection and M&E 13,527,392 5,482,846

Overhead apportionment to BDU (10,790,728) (8,621,809)

Total research expenses 22,033,378 12,932,714

15. Finance and administration expensesOperating expenses


Travel expenses 230 -

Motor vehicle expenses 526,650 442,173

Repairs and maintenance 33,217 25,395

Utilities 566,354 567,771

Printing and stationery 172,695 208,350

Bank service costs 154,513 162,219

Professional services 335,742 385,970

Rent 869,940 730,440

Other administrative costs 982,330 262,096

Depreciation 1,166,500 675,243

Overhead apportionment to BDU 2,894,138) (3,052,545)

Total operating expenses 5,875,978 4,578,817



Notes to the financial statements (continued)for the year ended 31 December 2019

13. Capacity building expenses

2019K

2018K

Operating expenses

Capacity building - other institutions 206,434 8,796

Scholarship and internship programme 256,660 333,697

Overhead apportionment to BDU (152,822) (136,997)

Total 310,272 205,496

14. Institutional development and governance expensesOperating expenses

Sta! training and professional development 41,751 77,500

IAPRI Board and AGM expenses 533,748 450,911

Institutional development 173,195 172,464

Overhead apportionment to BDU (247,069) (280,350)

Total 501,625 420,525


Indaba Agricultural Policy Research InstituteNotes to the financial statements (continued)for the year ended 31 December 2019

16. Net consultancy (deficit) / surplus

2019 2018

Consultancy income 20,007,640 10,061,975

Operating expenses


Management / utility costs 507,360 2,331

Consultants’ fees 5,702,883 1,322,012

Fuel and lubricants 569,561 219,687

Accommodation and travel costs 3,373,949 1,947,140

Provision for bad and doubtful debts 473,356 -

Meeting expenses 383,360 497,140

Overhead apportionment from other units 15,559,286 13,840,327

Total operating expenses 29,897,806 19,513,922

Operating deficit for the year (9,890,166) (9,451,947)

Overhead apportionment is undertaken to allocate costs to reflect the utilisation of common costs and services in the Institute.The allocation is based on the proportional contribution of the Unit to the income of the Institute.

17. Contingent liabilities There were no contingent liabilities at 31 December 2019 (2018: Nil).

18. Related parties

The Directors are related parties. The Directors did not receive fees during the year. Any other transactions with related parties were conducted at arm’s length on normal commercial terms.

19 Capital commitments

There were no capital commitments at 31 December 2019 (2018: Nil).

20. Risk management

There were no contingent liabilities at 31 December 2019 (2018: Nil).

a) Liquidity risk management

Liquidity risk is the risk that the Company might be unable to meet its obligations associated with its financial liabilities. The Directors monitor rolling forecasts of the Company’s liquidity requirements to ensure it has su"cient cash to meet operational needs.

b) Credit risk

Credit risk is the risk that a customer or counterparty to a financial instrument will fail to perform or fail to pay


amounts due causing financial loss to the Company and arises from cash and cash equivalents, derivative financial instruments and deposits with financial institutions and principally from credit exposures to customers relating to outstanding receivables. The Directors monitor all exposure to the risk on a continual basis and ensure that the Institute deals with organisations of repute to minimise the risk.

c) Fair value risk management

Fair value is the amount at which assets and liabilities can be exchanged in a current transaction between willing parties, other than in a forced sale or liquidation, and is best evidenced by a quoted market price, where one exists.

The estimated fair values of assets and liabilities have been determined by the Company using available market information and appropriate valuation methodologies. However, judgement is necessary required to interpret market data to estimate fair values. Accordingly, the estimates are not necessarily indicative of the amounts the Company could realise in a current market exchange. The carrying amounts of the assets and liabilities approximate their fair value.

c) Operational risk management

All policies, procedures and limits are properly documented within the Company and updated occasionally to take account of the changes to internal controls, procedures and limits.

d) Strategic risk management

The Company’s strategic plan is comprehensive in all aspects with particular emphasis on compliance with legal and market conditions and senior management e!ectively communicates the plan to all sta! levels and allocates resources in line with the laid down objectives.

21. Subsequent events

There have been no facts or circumstances of a material nature that have occurred between the accounting date and the date of this report.

Commencing in the last quarter of 2019, the Coronavirus pandemic has spread across the world and severely impacted economic activity on an international level. The Directors have made an assessment of the actual and potential impacts of the Coronavirus Disease 2019 (Covid 19) on the results, assets and liabilities of the Institute and its ability to continue as a going concern for the foreseeable future. Based on the review and the mitigation measures instituted by the Directors, they conclude that the Company has positioned itself to respond and ensure that any impacts of the Covid 19 pandemic on the Company are minimised.

22. Comparative figures

Prior year figures have been restated where necessary to a!ord meaningful comparison.

Some Key Events held in 2019


Data collection during the 2019 Rural Agricultural Livelihoods Survey

Group Photo of IAPRI IAPRI Executive Director after an Outreach E!ort in Eastern Province

2019 IAPRI Open Day


Date Publication Story Summary Link

February 22, 2019 Times of Zambia Newspaper Maize export ban costs Zambia $1.4bn in revenue -

February 24, 2019 News Diggers Newspaper Govt must urgently lift maize export ban – IAPRI https://diggers.news/business/2019/02/25/govt-must-urgently-

lift-maize-export-ban-iapri/

March 08, 2019 The Mast Newspaper IAPRI calls for lifting of log exports ban https://www.themastonline.com/2019/03/08/iapri-calls-for-

lifting-of-log-exports-ban/

March 09, 2019 Zambia Daily Mail Newspaper

Busting the Myth: The Direct Input Supply is NOT synonymous to E-FISP. -

March 11, 2019 The Southern Times Newspaper Zambia lifts costly maize export ban https://southerntimesafrica.com/site/news/zambia-lifts-costly-

maize-export-ban

March 18, 2019 Zambia Daily Mail Newspaper IAPRI advises on payment system -

March 24, 2019 ZNBC Luapula Receives Investment https://www.znbc.co.zm/luapula-receives-investment/

April 02, 2019 The Telegraph Food security is under threat from Cyclone Idai – but there are ways to help farmers bounce back

https://www.telegraph.co.uk/global-health/climate-and-people/food-security-threat-cyclone-idai-ways-help-farmers-bounce/

April 11, 2019 News Diggers Newspaper Drought has driven mealie meal prices higher https://diggers.news/business/2019/04/11/drought-has-driven-

mealie-meal-prices-higher-iapri/

May 22, 2019 News Diggers Newspaper

Why Farmers and MPs Prefer the E-Voucher: The Case of Full Rollout

https://diggers.news/business/2019/05/22/why-farmers-and-mps-prefer-the-e-voucher-the-case-for-full-rollout/

July 09, 2019 The Mast Newspaper

Hunger situation bad, nobody, not even Govt has come to our aid – Hamusonde

https://www.themastonline.com/2019/07/09/hunger-situation-bad-nobody-not-even-govt-has-come-to-our-aid-hamusonde/

July 10, 2019 News Diggers Preparation key in Realising Fiscal Benefits of the E-voucher

https://diggers.news/guest-diggers/2019/07/10/preparation-key-in-realising-fiscal-benefits-of-the-e-voucher/


Zambia wasting time over-concentrating on maize farming, says Kabaghe

https://www.themastonline.com/2019/07/18/zambia-wasting-time-over-concentrating-on-maize-farming-says-kabaghe/


Civil society must define its role in e-voucher system – CUTS

https://www.themastonline.com/2018/07/19/civil-society-must-define-its-role-in-e-voucher-system-cuts/

July 21, 2019 The Mast Newspaper FRA to purchase maize at K65 https://www.themastonline.com/2018/07/21/fra-to-purchase-

maize-at-k65/


E-voucher the right policy to support agricultural growth in Zambia – stakeholders

https://www.themastonline.com/2018/07/26/e-voucher-the-right-policy-to-support-agricultural-growth-in-zambia-stakeholders/

July 28, 2019 The Business Telegraph

Small scale farming a poverty trap, fish farming o!ers higher yields - IAPRI

https://thebusinesstelegraph.com/2019/07/28/-a-poverty-trap-fish-farming-o!ers-higher-yields-iapri-eaz-summit/

July 30, 2019 Daily Nation Agriculture in danger https://www.dailynation.info/agriculture-in-danger/

July 30, 2019 Daily Nation No e-voucher https://www.dailynation.info/no-e-voucher/

July 30, 2019 News Diggers Government should consider emergency cash transfers to counter high mealie meal prices – IAPRI

https://diggers.news/business/2019/07/30/emergency-cash-transfers-to-counter-high-mealie-meal-prices-iapri/

August 14, 2019 News Diggers CUTS calls on Govt to review maize subsidy https://diggers.news/business/2019/08/14/cuts-calls-on-govt-to-review-maize-subsidy/

August 20, 2019 News Diggers Hivos, 4 other CSOs to launch crop diversification study report on Zambia

https://diggers.news/local/2019/08/20/hivos-4-other-csos-to-launch-crop-diversification-study-report-on-zambia/

August 20, 2019 News Diggers We’re a hungry nation because we insist that maize is our staple food

https://diggers.news/opinion/2019/08/20/were-a-hungry-nation-because-we-insist-that-maize-is-our-staple-food/

August 21, 2019 The Mast Newspaper

Maize dependency dependence greatly contributes to problems of poverty – Hivos

https://www.themastonline.com/2019/08/21/maize-dependency-dependence-greatly-contributes-to-problems-of-poverty-hivos/

AnnexuresAnnex 1: Citations of IAPRI’s work in 2019

Firewood cooking in rural Zambia of Southern Province


August 22, 2019 News Diggers Newspaper

Hivos launches “Beyond maize” study report to fight hunger

https://diggers.news/business/2019/08/22/hivos-launches-beyond-maize-study-report-to-fight-hunger/

August 23, 2019 The Mast Newspaper MP gives harrowing tale of hunger in Gwembe https://www.themastonline.com/2019/08/23/mp-gives-

harrowing-tale-of-hunger-in-gwembe/

September 30, 2019 Zambia Daily Mail Tap into Eastern Province potential, urges minister http://www.daily-mail.co.zm/tap-into-eastern-province-

potential-urges-minister/

September 30, 2019

The Mast Newspaper Makebi bemoans high poverty rate for E/Province https://www.themastonline.com/2019/09/30/makebi-bemoans-

high-poverty-rate-for-eprovince/

September 30, 2019 Zambia Daily Mail Southern Expo: Ooze of investment hope http://www.daily-mail.co.zm/southern-expo-ooze-of-investment-

hope/

October 02, 2019 ReliefWeb Productive Diversification in African Agriculture and its E!ects on Resilience and Nutrition

https://reliefweb.int/report/world/productive-diversification-african-agriculture-and-its-e!ects-resilience-and-nutrition

October 24, 2019 Zambia Daily Mail Newspaper IAPRI talks artificial insemination http://www.daily-mail.co.zm/iapri-talks-artificial-insemination/

November 26, 2019

Phoenix FM Zambia Zambia’s Food Security Deteriorates https://www.facebook.com/134430768747/posts

/10157820722908748/?app=fbl

November 27, 2019 News Diggers Zambia 5th hungriest country in the world – IAPRI https://diggers.news/local/2019/11/27/zambia-5th-hungriest-country-in-the-world-iapri/

November 29, 2019

The Southern Times Zambia faces acute hunger due to drought https://southerntimesafrica.com/site/news/zambia-faces-acute-

hunger-due-to-drought

December 17, 2019 The Southern Times

African farmers lose US$4bn grain after harvest annually

https://southerntimesafrica.com/site/news/african-farmers-lose-us4bn-grain-after-harvest-annually

ANNEX 2: Research Outputs

Policy Briefs and Advisory Notes

¤ Area Mismeasurement Impact on Farmers’ Input Choices and Productivity. William J. Buke, Stephen N. Morgan, Thelma Namonje, Milu Muyanga and Nicole M. Mason. No. 100. December 2019.

¤ What is the Secret Behind the Successful Agri-business Youth Enterpreneurs in Zambia? Stephen Kabwe and Henry Machina. No. 99. November 2019. ¤ Options for Agricultural Diversification from the Farmers Perspective in Zambia. Rhoda Mofya Mukuka and Marjolein Mwanamwenge. No. 98. October 2019. ¤ Food Security Status Update - July to September. Brian Mulenga and Alefa Banda. September 2019. ¤ Maize Market Status Report. Alefa Banda. ¤ Food Security Status Report - January to March. Alefa Banda. March 2019. ¤ Maize Market Status Report. Alefa Banda. March 2019. ¤ Bursting the Myth: The Direct Input Supply in NOT Synonymous to E-FISP. Auckland Kuteya, Antony Chapoto and Chinyama Lukama. March 2019. ¤ Agricultural Sector in Peril: Is Zambia Killing the Goose that Lays the Golden Egg? Paul Samboko, Antony Chapoto, Alefa Banda and Brian Chisanga. No. 98.

February 2019. ¤ Grain Market Assessment - September to December 2019. Alefa Banda. January 2019.

Working Papers

¤ Food Security Status Report. Alefa Banda, Brian P. Mulenga and Antony Chapoto. October - December 2019. ¤ Why Some Farmers Are More Productive Than Others: The Case of Smallholder Farmers in Zambia. Working Paper No. 154. December 2019. ¤ Youth Employment and Agriculture in Zambia. Antony Chapoto, Jairos Sambo, and Henry Machina. Working Paper No. 153. December 2019. ¤ Climate-Smart Agriculture, Cropland Expansion, and Deforestation in Zambia: Linkages, Processes, and Drivers. Hambulo Ngoma, Johanne Pelletier, Brian P

Mulenga, and Mitelo Subakanya. Working Paper No. 152. December 2019. ¤ Amazing Women: Stories of Successful Women in Agribusiness in Zambia. Henry Machina, Antony Chapoto, Rhoda Mofya-Mukuka, Mary Lubungu, Faith Adwoko

Kalondawanga, Joyce Mufungwe and Martha Chilala. December 2019. ¤ 2019 Zambia Food Security and Nutrition Report. Rhoda Mofya-Mukuka, Alefa Banda, and Marjolein Mwanamwenge. December 2019. ¤ Zambian Maize Outlook and Regional Analysis 2019/20. Brian P. Mulenga, Alefa Banda, Antony Chapoto and Brian Chisanga. Issue 5. December 2019. ¤ Zambia Agriculture Status Report 2019. Brian P. Mulenga, Mulako Kabisa, and Antony Chapoto. December 2019. ¤ The Role of Policy and Institutions in Greening the Charcoal Value Chain in Zambia. Mulako Kabisa, Brian P. Mulenga, Hambulo Ngoma, and Mercy Mupeta

Kandulu. Working Paper No. 151. November 2019. ¤ Poverty and Weather Shocks: A Panel Data Analysis of Structural and Stochastic Poverty in Zambia. Hambulo Ngoma, Brian P. Mulenga, Jason Snyder, Alefa Banda,

and Antony Chapoto. Working Paper No. 150. November 2019. ¤ E!ects of Food Prices on Household Dietary Diversity of Rural Households in Zambia. Stephen Kabwe, Mitelo Subakanya, and Rhoda Mofya-Mukuka. Working

Paper No. 149. September 2019. ¤ Food Security Status Report. Alefa Banda and Antony Chapoto. April - June 2019

Professional Publications

¤ Antony Chapoto. The Role of Strategic Food Reserves in Enhancing Food Security in Developing Countries: The Case of Zambia. Food Reserves Working Paper No. 10. March 2019.

¤ Nandi Jama, Elias Kuntashula, and Paul C. Samboko. Adoption and Impact of the Improved Fallow Technique on Cotton Productivity and Income in Zambia. Sustainable Agriculture Research; Volume 8, No. 2, February 2019

¤ Byman H. Hamududu and Hambulo Ngoma. Impacts of climate change on water resources availability in Zambia: implications for irrigation development. Environment, Development and Sustainability. Published Online, Pages 1-22. February 2019.

ANNEX 3: Capacity Building

S/N DATE VENUE TOPIC ATTENDANCE FACILITATOR

1 5th March

IAPRI Board Room

GIS Training 9 (4 female, 5 male) Ms Megan Billinger/MSU

2 29th March Seminar on Analysis of Multiple Treatments 12 (4 female, 8 male) Dr Hambulo Ngoma

3 4th April Basic data transformation in Stata 14 (5 female, 9 male) Dr Jason Snyder

4th April Creating lag structures for lagged explanatory variables 9 (3 female, 6 male) Dr Jason Snyder

4 7th May How to create Maps using Stata 9 (4 female, 5 male) Mr Alefa Banda

5 16th September SUNLE Preliminary Results 6 (4 female, 2 male) Dr Rhoda Mofya-Mukuka

6 30th September Methods for Handling Missing Data 10 (4 female, 6 male) Dr Brian P. Mulenga

30th September Agricultural Risk Analysis 10 (4 female, 6 male) Dr Hambulo Ngoma

7 27th November

Training in Communicating Research, Organization Outreach and Promotion, and Creating a Professional Identity on Social Media with an emphasis on Twitter, and Using smartphones to take impactful photos and videos

19 (13 female, 6 male) Dr James Monahan

8 29th November Making Maps using Quantum GIS 11 (7 female, 4 male) Dr Hambulo Ngoma


Indaba Agricultural Policy Research InstitutePlot No. 26A Middleway Road, Kabulonga

Postnet 99 Kabulonga, Lusaka, ZambiaO"ce: +260 977 771 079/81 +260 211 261194/97 Fax: +260 211 26119

Email:[email protected]

@iapri2014www.iapri.org.zmIndaba Agricultural Policy Research Institute

2019 annual - iapri

Documents