 Yeah, we're really here to see, you know, what's gone well that we can celebrate, what could be improved, what could have been done better, what do we want to take as we go forward working with the same partners, but additional partners as well in the livestock sector in Tanzania. So in the next 15 minutes or so, what I'm going to do is to just give ourselves an overview of where we've been coming from, what we've been doing, highlighting what we see as the overview of results, the achievements, but the details will be given by during presentations that will be shared by my colleagues around those four focus areas that we talked about, integration, inclusion, innovation and impact. Now what we've been doing really in a nutshell maybe could be summarized as trying to testing how to improve agricultural research for development to be more impactful. So working from the research side, but trying to push the frontiers of ensuring that research is used to achieve the aims of value chain development. Now this slide in a nutshell is difficult to summarize things that have gone on for so many years, but I've tried to summarize in a nutshell here what the previous focus was up to around 2017 and what the key lessons were. The key activities that we got involved in a summarized form were testing various multi-stakeholder processes. These are daily market hubs and innovation platforms to increase the use of input and services, including innovations that will come from CGS centers such as Ilri and Seattle. And I've got a diagram there reflecting how we designed the hierarchy of these multi-stakeholder processes at the top having the daily development forum and having with key areas, challenges or innovation challenges that was meant to focus on, you know, but also nurturing other multi-stakeholder processes while trying to address issues related to how to grow the daily hard, addressing feed scarcity in particular was seen as a major challenge that needed to be addressed and filling gaps in their technology and their business skills. I'll reflect shortly on the, you know, to what extent did we succeed on that. The second area was aimed at strengthening market linkages to overcome market barriers, increase participation, particularly of women, increase income, revenue, and improve livelihoods generally. And referred earlier to the target, the liberally targeting pre-commercial producers, cattle keepers in areas where dairy currently does not thrive such as Morogoro and Tanga. And you can see the map there reflects the areas that we worked in, the specific districts that we worked in, and the kinds of linkages that we tried to build between producers, milk traders, input and service providers and how the money and payment agreements between them could happen. Now, in terms of the lessons, I think you can summarize that the village hubs were found to be useful for the intended purposes and progress towards sustainability was demonstrated. We ended up by sharing those experiences in what we call site specific plans that were kind of blueprints for the development of those village groups, handed over these to the regional administration and the district and the region, so that they could use those, work with others to build upon the achievements that were achieved up to that point. There's also the Dairy Development Forum that stakeholders thought would be useful as a complement to the activities under the Tanzania Dairy Board to rally stakeholders, but have a free forum where stakeholders could interact freely, particularly mainly from the private sector. And happy to report that we have the Secretary of the Dairy Development Forum with ASEA Charles Tumaini that this is still going on through exchange of information within a very active, vibrant, what-up group. So, successes seem to have been achieved at that point, although at the lower level they envisaged working groups or having these platforms reflected that the regional and that the village level country-wide only happened in a few places. A key lesson was also that starting with the formation of farmer groups is a slow process to create market hubs. It requires significant investments and time. One analysis, a systems dynamics model that we did shows that in a place like Kelosa, you'd require at least five years of significant government investment in the specific areas so that would allow private sector to engage profitably in provision of artificial insemination, for example. And going forward, and this is what we picked up in later years to try to learn more about, is that a quicker way would be to start with agropreneurs who integrate service delivery into their agribusinesses. Going into the specific results and the achievements from that phase, we were able to show that skills training plays a very important and perhaps immensely underappreciated role in growing livestock agribusinesses. We did towards the end of the last phase engage with input and service providers and market traders and working under the leadership of Fahida Mali, engage them in intensive courses. It was just a small cohort of about 20 to 25 inputs and service providers. And the assessment was that these had market impact in terms of increasing the amount of turnover in their businesses, the amount of business transactions that we're engaging in and linkages with farmers. And we picked this to build on in the current phase to learn more lessons. A policy forum that many here have attended with partners in 2017, capitalized on all these five years of investments linked to specific innovations and looking at what investment opportunities, opportunities for scaling, which innovations were amenable to investment by public or private sector based on the theory of change that we had then. These were showcased and have provided a link here to where that information is curated. More evidence if you want to see from the previous phase, please just go to the Masih Wazaidi page on publications and you'll see the range of outputs that were generated there. Now coming to the second phase that we tried to work on after 2017, we then coined a project that right from the start integrates various areas, various technologies from across the CJAR covering breeds, AI technologies, covering feeds and forages, covering animal health, ensuring that the technologies are cleaned into one project. And like the previous phase where we were, you know, basically had a number of projects, but they are all separately funded by various bilateral donors and there's a bit of a struggle trying to put them all together. So to try to correct that, they deliberately designed a core project around which we would engage directly, but also how other projects linking into. The aim was to try to see if we could quicken the process of upgrading, enhancing sustainability by engaging inclusive daily of the businesses as entry points to catalyze the use of integrated packages by farmers, guided by a theory of change that we will be looking at and reviewing tomorrow. And capitalizing on output and outcomes, you know, so that we in communicate this effectively and recently, some of you may have been part of this recent policy briefing that was presided over by the Deputy Minister for Lifetime in Tanzania on policy actions for climate smart very development in Tanzania. Now, I want to go into this in detail, but this reflects the theory of change that we will be delving into a little bit more tomorrow. You can see the key focus was still in trying to get investors investing more in the data value chain in Tanzania. If you think about it, the pathway through which research can be more impactful is having investors. And when you have to invest this year, we're not only referring to big government or foreign donor investors or multilateral donors such as EFAT, we are also referring to valuation actors who will be convinced, who will have been convinced by the kind of information that we've been trying to generate and deep into their pockets and invest their money into the development of their value chain, thereby benefiting all actors, benefiting themselves but for us, importantly, benefiting lifetop keepers and in this case, their keepers. The main goal being of course, increasing the income of the producers, farmers through increased productivity. A number of you were engaged with us in trying to define what would be the priority technologies that would be demand driven and of interest to both the agribusinesses, the agribusinesses and demanded by the farmers and recommended by experts. And we came with the recommendations related to precarious grass, east coast fever vaccine, artificial insemination, manual management, and the main delivery mechanism was identified to be capacitated agribusinesses, carefully identifying agribusinesses who would be interested, both startups and established businesses and working with them, capacitating them so that they could exploit these technologies that were recommended by experts, but they also saw an opportunity to be able to fruitfully or profitably exploit. This diagram represents the pathway to the role of actors in the delivery of these technology packages. To summarize, basically you got on the left the best bet interventions, working with development agents and to enable the uptake of the technologies, the agropreneurs and startups and established agribusinesses would then profitably leverage these to deliver to dairy farmers directly, but also producer groups. The thinking here or the hypothesis basically is that by doing this, the agribusinesses will begin to thrive. They will provide more input to the services, profit from that, and as a result, the milk production will begin to increase. And as milk production increases, farmers will naturally find the need to form groups, because milk as a perishable product needs to be pulled together, cooled, marketed quickly. But when there are small volumes being produced here and there, then farmers will not see the need because there's no economies of scale, and that's the reason why informal milk markets continue to thrive. So this intervention is aimed at upgrading, continuing to upgrade the dairy value chain, but using a pathway that we think would likely be faster than the previous approach. The current phase, if I may go to quickly through this slide on what we have been doing, you'll hear more about this in the tomorrow and the day after in terms of results and achievements. Going through the key strategy areas in the theory of change that I just showed you, that's increased capacity of agribusiness, packaging and testing of environmentally sustainable technologies and influencing policy and environment. At the capacity development, we've had very fruitful engagement with a number of our partners here, led by Takadeco, Sugeko, Kilimanjaro Dairy, Cooperative Enterprise, and several others who have engaged in gender responsive incubation with good comes conducted and tailored manuals and digital tools to enable the agropreneurs to be more effective in what they're doing. We've had some work around feeds and forages and farm demo plots to reinforce training and practice. Our seniors believing they say. In terms of the research to package and test environmentally sustainable technologies, we're now beginning to engage and we will be monitoring how the agropreneurs are testing these technologies that they have selected. We've done a baseline both at the market, the agropreneur level and the farm level, and we have ensured that the technologies are cleaned. This is a tool developed by our partner, Siat, who are with us here to ensure that environmental footprint is not adversely, you know, we don't cause an environmental footprint, but also to do an exact assessment of the intervention packages. And on the policy and investment front, I've already mentioned the high level policy briefing and actions for climate smart dairy development that had very vibrant input from various actors in the NGO sector, but also the government and the number of commitments on specific policy actions. We also have a significant parallel engagement that are led by the ministry of livestock and fisheries, who've been invited to engage with them on the implementation of the Tanzania livestock master plan, beginning with investments, looking at investments both public and private in the dairy valuation. The question is basically following on the question, since the implementation, since the launching of the livestock master plan, what kind of investments have taken place and what can the government begin to do to try to accelerate that? And there's actually a workshop that's going on tomorrow in the DOMA to prioritize those investments. Sadly, on influencing policy and investment, there was a very successful forest seed systems workshop that was held in Morogoro a couple of months ago that identified feed systems bottlenecks that are now currently being addressed. There was a significant commitment by all involved to address all the regulatory barriers to accessing forest seed seeds for bricaria, for example, but other forest seeds as well. Now, as mentioned already, this meeting is for you to help us to consolidate and capitalize on experiences so far, pending further communication with those who are not with us here. Thank you.