Presentation by Michel Dione, Guy Ilboudo, Donya Madjdian, Vera Dankwah Badu, Marcel van Asseldonk, Harriette Snoek, Gemma Tacken, Assèta Kagambèga, Valerie Raymonde Lallogo and Theodore Knight-Jones at the 2nd Pan-African Poultry Conference, Lomé, Togo, 16–18 May 2023.

1. Better lives through livestock
Training of street vendors of ready-to-eat chicken in
Ouagadougou on best practices in hygiene using a
food safety champion approach
Michel Dione1, Guy Ilboudo1, Donya Madjdian2, Vera Dankwah Badu2, Marcel van Asseldonk2, Harriette Snoek2,
Gemma Tacken2, Assèta Kagambèga3, Valerie Raymonde Lallogo1 and Theodore Knight-Jones4
1International Livestock Research Institute, Ouagadougou, Burkina Faso
2Wageningen University & Research, Holland, The Netherlands
3University Joseph Kizerbo, Ouagadougou, Burkina Faso
4International Livestock Research Institute, Addis Ababa, Ethiopia
2nd Pan-African Poultry Conference, Lomé, Togo, 16–18 May 2023

2. 2
The role of chicken

3. 3
Chicken production and consumption in Burkina Faso
 Chicken production contributes 6% of the country's agricultural GDP.
 Chicken demand and production are projected to increase by 302% in 2050.
 The traditional chicken (village) sub-sector represents more than 98% of chicken
produced.
 90% of chickens consumed in Burkina Faso are produced locally.
 At least 80,000 chickens consumed in Ouagadougou everyday.
 75% of chicken consumption is in street restaurants, mostly by adult men.

4. 4
Foodborne disease burden
 Globally, foodborne disease has a disease burden comparable to
major infectious diseases (TB, malaria, HIV/AIDS)
 1 in 10 in the world affected per year
 0.5 million deaths per year; under 5s carrying 30–40% of burden
 Africa most affected (WHO-FERG, 2015)
 Cost of foodborne disease to economy in LMICs = US$95 billion/year
(Jaffee, 2019)
 >US$23 billlion in Africa
(Li et al, 2019) – Animal sourced foods – >40% of foodborne disease burden in Africa

5. Microbes cause most of this burden

6. 6
Chicken safety and welfare issues
FARM
TRANSMISSION
MARKET
SLAB SLAUGHTER
Carcass:
55% Salmonella
85% Campylobacter
Wash water:
100% Salmonella (Kagambega 2018)
40% unacceptable
bacterial load (Somda
et al. 2018)

7. 7
Harness consumer demand to drive safer food up the
value chain: Pull-Push project

8. 8
Training of street vendors of ready-to-eat chicken
 Primary outcomes : change in knowledge, attitude, and skills of value
chain actors; improved hygienic practices; less contaminated food
 Primary intended users : Food processors (chicken street food handlers)
 Outputs : Training materials, promotion materials, peer-to-peer
monitoring mechanism
 Trainers : Food safety champions (multi-disciplinary group)
 Town hall food safety officials (Services d’hygiène) – Food hygiene
 Directorate of Veterinary Services (DSV) – Animal Health
 General Directorate of the promotion of rural economy (DGPER) – Socio-economics
 Representative of chicken griller’s inter-profession (IPVL) – Value chain actor
 Ministry of Health and Public Hygiene (MSHP) – Human Health
 National Standards Institue (ABNORM) - Food standards

9. 9
Training approach (2)
Co-creation of
training content
with food safety
stakeholders
(health,
veterinary, food
safety regulators)
Delivery of
training by
FSC
Evaluation
Identification
of food safety
champions
(FSC)
Identification and
engagement of
food safety
regulators)
Knowledge of
the local
context
(chicken value
chain
assessment)

10. 10
Training approach (3)
Participatory training
 Interactive learning process
 Beneficiaries develop own answers to questions based on own work
experiences.
 Centred on the beneficiaries and developed according to their needs
 Beneficiaries understand the importance of the problem in relation to
their activity, and to what extent it can affect their livelihood if not
addressed
 Beneficiaries feel ownership of the whole process; in this way, they
participate in solving their own problems

11. 11
Training approach (4)
 Appropriate technologies
 A cheap renewable package will be
supplied to training beneficiaries of the
intervention group (disinfectants,
protective clothing, food handling
material, among others)
 Certification/incentives for consumers
 Laminated certificate of improvement
(proof of training)
 Certificate visible to consumers as they
enter the eating premises

12. 12
Training process (5)
 Training took place from 28 October to 26 November
2022.
 Each group session was carried out in a day and run for
4-5 hours.
 For each outlet, the owners and their employees were
trained separately for 2 and 3 days, respectively.
 The owners were trained on small business management
skills.
 In total, 114 participants (75 restaurant owners and 39
employees) took part in the training, representing 75
outlets.

13. 13
Training modules
Module 1: General: Importance of good hygiene practices - impact of poor
hygiene in food handling
Module 2 : Knowledge of microorganisms of external surface
Module 3 : Management of live chickens at the point of preparation (on-site
slaughter)
Module 4 : Slaughter (bleeding - scalding - plucking - evisceration)
Module 5 : Off-site carcass management
Module 6: Preparation and cutting
Module 7: Seasoning and serving
Module 8: Personal and clothing hygiene/health status
Module 9: Environmental health and sanitation
Module 10: General plenary discussions on food safety regulation (hygiene
services)
Module 11: Business management

14. 14
Training process (1)
Demonstration
 Lab experiment
 Participants were asked to place their hands,
coin, bank note, cough, sneeze, air on the
surface of the agar plate in contained in a
petri dish
 The petri dish was incubated for 24 hours.
 The results were then presented to the
participants the following day.
 Hand washing

15. 15
Training process (2)
PowerPoint presentation
Photos and videos of good
and bad practices taken at
different areas of the
restaurant
Good practice
Good practice
Good practice
Bad practice
Bad practice

16. 16
Training process (3)
Group and plenary discussions
For one session/group, 2 subgroup discussions
were organized on:
 Importance of business health cards
 Diseases which require exemption from work
 Selection criteria for the outlet implantation
 Waste management: difficulties and solutions
 Main problems in good hygiene practices
 Etc….

17. 17
Evaluation of the training
 Quantitative survey on knowledge attitude and practices
 Inspection check (change in practice)
 Change in food contamination (Escherichia coli and Salmonella)
 Qualitative survey (focus group discussions) (n=24)

18. 18
Outcomes of the training (FGD)
Post-intervention: Motivation informing safe food practices
Risk perception
 A high and urgent sense of duty due to the health repercussions of unsafe
chicken meat
 Adverse impacts affect customers and employees alike
Self-efficacy
 Observed among novice and experienced vendors
 Vendors assume a sensitisation role
 Vendors developed trust due to zealous display and enthusiasm by trainers

19. 19
Outcomes of the training (FGD)
Post-intervention: Motivation informing safe food practices
Perceived usefulness
 Both training and tools were found useful
 Training tools served as first point of change and exposed them to unkempt practices
 Training tools were recognised as a means to an end
Perceived ease of use
 No complex skills required for handling the tool package
 Difficulty in the use of forks and their alternative, plastic bag on the hand

20. 20
Lessons learnt
 Participatory training improved knowledge of street vendors of ready-
to-eat chicken on good hygienic practices.
 Contextualised training modules and extension messages are
fundamental to facilitate quick change in practices and behaviour by the
target audience.
 Reform of the supervisory approach of town hall officials: a collaborative
and supportive alliance (food safety auditing in informal markets should
be more of a dialogue and mentoring than a strict regulatory function).

21. 21
Lessons learnt
 Support outlets in strengthening knowledge and skills transfer
within the organisational setting
 Improvement in market infrastructure
 Leverage trust in training officials to introduce the novel peer-
to-peer food safety strategy
 Policies that fit the local context/reality

22. THANK YOU
Acknowledgments