A critical lack of leadership capacity is preventing African nations from turning ambitious food system policies into concrete results. The African Union's own evaluations show most countries missed targets under the Malabo CAADP decade. This failure highlights a significant gap between policy intent and practical implementation across the continent.
Despite strong government frameworks, strategies often fail at the execution stage due to poor coordination between ministries and fragmented efforts among different actors. Promising innovations do not expand because few people bridge the gap between policy, markets, and local communities. Solving these complex issues depends on leaders who can see the big picture, align goals, and work together effectively.
This issue fits into Ghana’s broader economic narrative regarding agricultural productivity and food security. Ghana, like many African countries, relies heavily on agriculture for employment and economic growth. Improving food systems leadership can directly impact local food production, reduce import reliance, and create jobs. This aligns with national efforts to achieve the United Nations Sustainable Development Goals, particularly Goal 2: Zero Hunger.
Alice Ruhweza, writing on MyJoyOnline News, states, 'Africa has never lacked ambition for its food systems. What it lacks is sufficient capacity in food systems leadership to turn that ambition into results.' She emphasizes that leadership is more about enabling collective action than individual power. Leadership programs like the Centre for African Leaders in Agriculture (CALA) and the African Food Fellowship (AFF) aim to build these needed capabilities.
Ghanaian policymakers and agricultural stakeholders should consider this investment in leadership crucial for future growth and stability. Stronger leadership in food systems can make policies more effective and help investments perform better. This approach could lead to significant improvements in food security and economic opportunities for many citizens.
Proof already exists that Africa can build transformative capabilities through targeted leadership training. Cases from Tanzania and Kenya show remarkable improvements in agricultural sectors. In Tanzania, a CALA-supported intervention reduced poultry mortality from 55% to 3%. This was achieved by organizing farmers and suppliers into a coordinated system, improving best practices and aligning incentives. This success led to its integration into national poultry sector reforms scheduled from 2024 to 2028.
In Kenya, leaders from the African Food Fellowship helped unlock financing for aquaculture. They worked with financial institutions to reduce lending risks and coordinated industry players. This led to Africa's first dedicated aquaculture credit product. This initiative is expected to boost production to 25,000 metric tons annually by 2031. It will also create 8,000 jobs and improve incomes for 10,000 smallholder farmers.
These examples show that success comes from bringing people together, aligning their interests, and driving collective action. Investing in leadership connects individuals across countries and sectors, creating a continent-wide movement for change. They share knowledge, coordinate efforts, and hold each other accountable.
Despite its proven return on investment, leadership remains one of the least funded areas of food system transformation. Estimates indicate that equipping 25,000 cross-sector food systems leaders during the Kampala Decade would require approximately GHS 25 million annually. This represents only about 0.1% of current annual agricultural spending in Africa. Ghanaian decision-makers must recognize this vital area for investment.