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Agroforestry-based Enterprises: A framework for evaluating the enabling factors for Enterprise Development
Agroforestry-based Enterprises: A framework for evaluating the enabling factors for Enterprise Development
Agroforestry-based Enterprises: A framework for evaluating the enabling factors for Enterprise Development
Agroforestry-based Enterprises: A framework for evaluating the enabling factors for Enterprise Development
Agroforestry-based Enterprises: A framework for evaluating the enabling factors for Enterprise Development
Agroforestry-based Enterprises: A framework for evaluating the enabling factors for Enterprise Development
Agroforestry-based Enterprises: A framework for evaluating the enabling factors for Enterprise Development
Agroforestry-based Enterprises: A framework for evaluating the enabling factors for Enterprise Development
Agroforestry-based Enterprises: A framework for evaluating the enabling factors for Enterprise Development
Agroforestry-based Enterprises: A framework for evaluating the enabling factors for Enterprise Development
Agroforestry-based Enterprises: A framework for evaluating the enabling factors for Enterprise Development
Agroforestry-based Enterprises: A framework for evaluating the enabling factors for Enterprise Development
Agroforestry-based Enterprises: A framework for evaluating the enabling factors for Enterprise Development
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Agroforestry-based Enterprises: A framework for evaluating the enabling factors for Enterprise Development

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  • 1. shaping favourable conditions for rural entrepreneurs to increasetheir incomes and improve their livelihoods;2. developing and supplying supportive infrastructure and services;3. creating competence among rural entrepreneurs;4. promoting and supporting active and effective involvement(‘participation’) of relevant stakeholders; and5. improving the different types of existing and potential horizontaland vertical links between stakeholders (general communication,representation of interests, production activities, etc).
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    • 1. 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
    • 2. 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. 2
    • 3. 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 actionresearch with emphasis on grassroots mobilization 3
    • 4. Strengthening Rural Institutions 4
    • 5. 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 5
    • 6. 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 services C. Create a conducive environment 6
    • 7. The 8 factors for enterprise development A. Strong Households C. Knowledge sharing devices C. Enabling environment and policies C. Hard and soft infrastructure B. Private sector engagement A. Group capacity B. Markets B. Support services and resources 7
    • 8. 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 8
    • 9. Important challenges and support Based on responses from 10 groups in Kapchorwa, Uganda 9
    • 10. 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 Resource intensity Influence 10
    • 11. Mapping the factors based on the 3 criteria Based on responses from 10 groups in Kapchorwa, Uganda 11
    • 12. 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 12
    • 13. Thank you 13

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