agroforestry-based enterprises: a framework for evaluating the enabling factors for enterprise...
TRANSCRIPT
Agroforestry-based Enterprises: A framework for evaluating the enabling factors for Enterprise
Development
Siddharth M. Vishwanathan*, Stepha McMullin*, Joseph Tanui* *World Agroforestry Centre (ICRAF), Nairobi, Kenya
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Background
Smallholder farming systems in sub-Saharan Africa undergoing rapid changes
A number of reasons for poor investments in sustainable solutions : Weak institutional support, Gaps in technology adoption and extension services
models, Weak and inappropriate governance and regulatory
processes Low market integration.
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Strengthening Rural Institutions
Funded by IFAD and implemented by ICRAF and partners
Focusing on Capacity assessment and
building Platform development Enterprise development
6 sites in 3 countries in EA Participatory action-
research with emphasis on grassroots mobilization
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Strengthening Rural Institutions
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The need for enterprise development
Revenue generating activities beyond the subsistence level, leading to diversified incomes and additional employment opportunities
Enhance the sectorial links between agriculture, agribusiness, and non-agricultural economic activities
AF-based entrepreneurs and private sector can be important drivers of sustainable rural development
Important to create an enabling environment for market-oriented activities
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The first steps
Q: What are the key factors that enable development of rural enterprises? How do we know which of those do we focus on?
Based on literature and initial findings 8 key factors identified for consideration Can be broadly classified into three groups:
A. Increase capacity at the grassroots level B. Link to markets and servicesC. Create a conducive environment
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A. Strong Households
The 8 factors for enterprise development
A. Group capacity
B. Markets
B. Support services and resources
B. Private sector engagement
C. Hard and soft
infrastructure
C. Enabling environmen
t and policies
C. Knowledge sharing devices
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Surveying rural groups
Primary enterprise to be developed (existing or new) Purpose behind the enterprise Current status (planning, already implemented, etc.) Current physical and financial assets Sources of income for the group Challenges the group faces Support and training required Long term vision of the group
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Important challenges and support
Based on responses from 10 groups in Kapchorwa, Uganda
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Criteria for evaluating the factors
The eight factors may all be relevant Degree to which a project or program may aim to
address deficiencies in each of those factors will vary Based on three broad criteria
Importance Resourceintensity Influence
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Mapping the factors based on the 3 criteria
Based on responses from 10 groups in Kapchorwa, Uganda
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Next steps
Currently being piloted in three countries in East Africa
Create effective intervention strategies for each factor
Empirical data will further support its proof of application
Additional products will be developed From data collection tools to analytical tools
Be published with the finalized framework at the end of the pilot period
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Thank you