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FAO Strategies and Actions in Support of Farmers and Farmer Organizations

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Presentation from the Informal Consultation on Livestock Issues between the FAO Animal Production and Health Division and interested Non-Governmental Organizations. 1–2 December 2009 Italy, Rome FAO …

Presentation from the Informal Consultation on Livestock Issues between the FAO Animal Production and Health Division and interested Non-Governmental Organizations. 1–2 December 2009 Italy, Rome FAO Headquarters.

[Originally posted on http://www.cop-ppld.net/cop_knowledge_base]

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  • 1. FAO Strategies and Actions in Support of Farmers and Farmer OrganizationsDoyle BakerRural Infrastructure and Agro-Industries DivisionFAO
  • 2. Strategies Related toFarmers and Farmer OrganizationsCurrent and Planned Work – Examples from Africa Priorities for NGO Services Provisionand Capacity Building
  • 3. Strategies Related toFarmers and Farmer OrganizationsCurrent and Planned Work – Examples from Africa Priorities for NGO Services Provisionand Capacity Building
  • 4. AnalysisEssential to address to farm commercialization andchanging markets in order to increase farm incomeOld ChallengeLoss of services and cash income opportunitiesfollowing structural adjustmentNew OpportunitiesExpanding domestic markets and prospects for regionalmarketsExplicit modernization and public and privatecooperation policiesGradual improvements in infrastructure – road, markets,ICT
  • 5. Strategic Orientation for Support1. Enhance farmer capacity to be reliable suppliers  Awareness of farming as a business  Beyond first stage commercialization (e.g. contracts & production scheduling)  Building marketing and business skills for farmers  Demonstrations, on-farm tests, FFSs  Farmer business schools and FFS networks
  • 6. Strategic Orientation for Support2. Ensure efficient services provision to farmers  Farmer cooperation to overcome diseconomies of scale – collection centres, inputs procurements  Other services –information & communication, finance, inputs supply, traders, transporters  Urge organizations not to duplicate functions better carried out by other partners  NGO assistance in setting up links  Initiation of business models by the private sector when possible  Use of and payment for existing local service providers
  • 7. Strategic Orientation for Support3. Help to push value up the chain (particularly for commodities)  Post harvest management practices and agro- processing technologies  Intermediation with business services providers, government & private sector  Development of producer-buyer win-win contracts
  • 8. Strategic Orientation for Support4. Drive and upscale change through regional and national organizations and multistakeholder alliances  Represent interests with various stakeholders  Training of trainer programmes for frontline organizations and service providers  Resources mobilization from projects, private sector, financial sector  Strong relations with district & local authorities  Effective linkages among development partners
  • 9. Strategies Related toFarmers and Farmer OrganizationsCurrent and Planned Work – Examples from Africa Priorities for NGO Services Provisionand Capacity Building
  • 10. FO support through value chains development Project PortfolioCommercialization capacity building – marketing and US$ 42 value addition MillionRecent Innovative Strategies and Approaches
  • 11. Zambia and Malawi – Cassava value chains [Italy] Formation of a producer group of processors (entrepreneurs) for bulking of raw material and primary processing of cassava flour Facilitating linkages to financial service providers to provide loans to procure processing equipment Establishment of a guarantee fund Training of primary processors in cassava processing and entrepreneurship skills developmentFO support through value chains development
  • 12. Malawi – livelihoods and land management [Norway] Formation of primary and secondary level groups Capacity development of primary and secondary level producer groups for cotton and rice Provision of training and technical support in business management and marketing to managers Technical support and training at secondary level to provide business services to members. Technical support to link farmers to marketsFO support through value chains development
  • 13. Burundi, Rwanda and Uganda; DRC starting – Food Security in Cross-Border Districts [Italy] Facilitate group formation and registration Train in leadership, organisational skills, group dynamics Develop finance schemes (e.g. matching grants) Train groups in business planning and management Build farmer capacity in marketing, business, product quality and safety, standards Facilitate linkages to markets and input suppliers Demonstrations to increase productivityFO support through value chains development
  • 14. Senegal, Guinea Bissau, Mali, Sierra Leone, Liberia; Gambia and Guinea starting - national food security programmes [Italy]  FFS and demonstrations to address production constraints  Farmer organization capacity for marketing, business management, negotiation  Enhance farmers’ capacities for value addition - storage, processingCommercialization capacity building – marketing and value addition
  • 15. Business models to strengthen producer-buyer linkages [EC] Senegal, Burkina Faso and Sierra Leone - rice value chains Zambia, Kenya, Uganda – cotton value chains Cameroon, Malawi – cassava value chains Even better examples in Caribbean and PacificRecent Innovative Strategies and Approaches
  • 16. Business models to strengthen producer-buyer linkages [EC] Analysis of the current business model  Buyers, market channels, business strategy, value network, asset structure, etc. Identification of the critical success factors for buyers Preparation of an upgrading strategy and financing plan Facilitation to launch implementation of the upgrading strategy Training to increase capacity of PO in agribusiness skillsRecent Innovative Strategies and Approaches
  • 17. Food systems development – Tanzania [Germany] Farmer and FO technical and business capacity building Business models appraisal and development PPPs for value chain investment Market mechanisms innovation Sector coordination Regulatory and fiscal reformRecent Innovative Strategies and Approaches
  • 18. Agribusiness Support to Smallholder - Kenya, start 2010 [Germany] Business models – build on existing pilots Technical & management training for farmers & SMAEs Commercial viability of market linkage and business service providers Capacity of KENFAP and affiliated organizations Capacity of Kenyan Agribusiness and Agro-Industries Consortium Capacity of Agribusiness and Inputs Division; Agricultural Sector Co-Ordination UnitRecent Innovative Strategies and Approaches
  • 19. Public Sector Apex Producer Agribusiness Organizations National Organizations National District National District DistrictBusiness PartnersSl anot ui t s n t r oppu i t I Producers & Small and Producer Medium Agro- Organizations Enterprises Local National Other Other Service Market Linkage Service Providers Companies Providers
  • 20. Strategies Related toFarmers and Farmer OrganizationsCurrent and Planned Work – Examples from Africa Priorities for NGO Services Provisionand Capacity Building
  • 21. Frontlineservices to Business development services –enhance business planning, market information, contract negotiation, business linkaging,producer information on agribusiness trendssupplycapacity and Supply chain management services –strengthen production scheduling, collection andproducer- sale sites, grading, certification, handling and quality control, and logistics supportbuyerlinkages
  • 22. Frontlineservices to Training to improve farmer skills -enhance quality management, packaging,producer labeling, food safety, business planningsupplycapacity and Technology introduction services -strengthen drying, storage, seed production, post- harvest operations, grinding, grating,producer- cottage processing and pre-processingbuyerlinkages
  • 23. Thank You