Food insecurity is still here with us, millions of Kenyans still have to shop with a calculator and often end up picking one food item over another because they are unable to afford. Over 20 conferences have happened in Nairobi in the past one year months about food systems. I have attended some of them, beautiful ideas, nice presentations… but again, no action.
The truth of the matter is, there is just too much talk! We need action. Kenya needs action now to reduce the impact of climate change on rural producers, we need action on child malnutrition to further reduce the current 18% stunting rate to zero, we need action on prices of food, we need action on food safety (aflatoxins, pesticide residues, microbial contamination, dangerous preservatives, poor handling).
The solutions to all these problems do not lie with government only, or private sector and neither do they lie with civil society and academia. We need all actors on the table to address the urgent food systems problems Kenya is facing today. To bring together the different actors in a coordinated approach, we need to put in place better food systems governance structures.
With the complex nature of food systems, competing interests and demands, numerous actors and processes, only good governance can bring forth the possibility to effectively steer the process for any positive change or transformation. In understanding governance, it is important to understand the important role everyone plays in steering the process. All stakeholders are endowed with resources; social, political as well as capital and fiscal that can have a significant impact in holding everyone accountable and ensuring sustainable, equitable transformation.
What are the key ingredients of a strong food systems governance framework?
Common vision: All Kenyan actors including the average producer, consumer need to be bound by one common vision. This vision needs to be co-created by all the actors, not only government or a few powerful actors. Co-creation brings ownership. Common vision does not discredit the fact that different actors have different perspectives and interests, but rather strives to harmonize them and identify one or more unifying objectives to be realized by all stakeholders.
Leadership and coordination: Strong, visionary leadership is important in providing the necessary political, social as well as technical guidance towards sustainable food systems transformation. It is also important that the leadership structure in place is able to create an enabling environment for all stakeholders to not only contribute to the transformation process but to also dialogue and exchange on different approaches, ideas and perspectives. Looking at the Kenyan context, leadership of the food systems transformation agenda no doubt needs to go beyond the Ministry of Agriculture.
Accountability and responsibility: There is a growing feeling amongst stakeholders that there is too much talking and less action. As a result of a result of lack of clear roles and responsibilities and accountability mechanisms, many workshops and conferences end with very robust conversations about key food systems issues but without any clear actionable roadmap. So far, there are no mechanisms to address systemic issues of critical urgency such as biodiversity and agroecosystems health restoration and conservation, consumer education, extension services, food systems knowledge and information management systems just to mention a few. The role of government as the ultimate custodian of power and regulatory authority as well its obligations to respect, protect, promote and fulfilment of the Human Right to Adequate Food for all as per the ICESR[1] should remain sacred.
Inclusivity: Governance is inclusive when it effectively serves and engages all people; taking into account gender power dynamics and other aspects affecting how people access and utilize resources as well as engage in decision making. Inclusive governance is seen when institutions, policies, processes and services are accessible, accountable and responsive to all members of a particular society. Inclusive food systems governance in the Kenya context therefore implies providing equitable opportunities for engagement and addressing the needs of all stakeholders from the resource rich, visible, influential actors to the most resource poor, invisible, marginalized actors, communities.
What next, building towards truly inclusive food systems transformation
Key recommendations
Strengthen the coordination of food systems actors, activities in Kenya. This should be done with a view to bringing together all stakeholders (including representatives from the most vulnerable and marginalized communities affected by hunger and food insecurity or other negative outcomes of the current food systems). At the moment, the ATO is the most viable mechanism available to bring together all stakeholders in a coordinated and sustained multi-stakeholder approach to food systems transformation. Strengthening of the ATO is one of the possible approaches to enhancing coordination of food systems transformation in Kenya.
Strengthen accountability mechanisms. Going forward, it is important to clearly identify different roles and responsibilities of food systems actors. Mechanisms to hold the relevant actors to account should be further strengthened. The role of government as a duty bearer in relation to the Right to Adequate Food as enshrined in the Kenyan Constitution 2010, Article 43. 1 (c) should be clearly outlined to ensure that any further engagements on food systems transformation are underpinned by a strong foundation.
Inclusive dialogues. There is need to go beyond empty rhetoric and effectively bring on board all actors that need to be involved on food systems transformation. The voices of consumers who struggle with high food prices, producers who face many challenges with little reward, vulnerable groups are still not adequately heard in the food systems conversations in Kenya. There is therefore need to strengthen the capacity and platforms for these actors to also meaningfully engage in shaping the future of food. It is not enough to set a table for dialogues, but to also carefully interrogate and assess obvious power imbalances that affect how different actors engage in these platforms. There is need to better coordinate the aspect of representation, producer, consumer as well as civil society organizations that serve to represent others on the table need to be better organized and ensure they have mandate from the constituencies they seek to represent. BY CITIZEN DIGITAL