• Save
Promotion of Cereal Banks and Access to Markets for Farmers in Ethiopia - Evaluation
Upcoming SlideShare
Loading in...5
×

Like this? Share it with your network

Share

Promotion of Cereal Banks and Access to Markets for Farmers in Ethiopia - Evaluation

  • 2,183 views
Uploaded on

Presentation to the DREO team, November 2007

Presentation to the DREO team, November 2007

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
2,183
On Slideshare
2,181
From Embeds
2
Number of Embeds
1

Actions

Shares
Downloads
0
Comments
0
Likes
0

Embeds 2

http://www.slideshare.net 2

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. Promotion of Cereal Banks and Access to Markets for Farmers in Ethiopia - Evaluation Presentation to the ICCO – DREO team 01.11.2007
  • 2. NGO’s or Enterpreneurs
    • Presentation will refer to ICCO’s dilemma to chose between its historical partners (NGO’s) and specialised organisations in developing value chains for resource poor farmers.
    • Joost de la Rive Box reflected on this dilemma in april 2006 and sees two tracks in ICCO’s Africa Program: a fast track and a slow track.
  • 3. Fast track : caracteristics
    • Clear track – a business plan shows the financial sustainability within some years
    • Service delivery to farmers is embedded in commercial transactions
    • Business (oriented) people are in charge of the chain development process
    • ICCO’s approval of the project is based upon a pro-active identification and objective analysis of advantages for target group
  • 4. Slow track : caracteristicss
    • Existing (social) partners are stimulated to facilitate economic activities for target group. Hope for their own survival.
    • Specific expertise needs to be build from scratch
    • Room for internal conflicts in terms of vision and policy that may hinder economic program
    • Longterm dependancy on (ICCO) subsidies. No clear measurable indicators for sustainability.
  • 5. Cereal Bank ≠ Value Chains
    • At that time Joost de la Rive Box also questioned the choice for cereals to develop value chains in Ethiopia.
    • Added value for cereals might be too low to provide all actors with a decent income.
    • Mixing up social goals (food-security) and economic ones (increased income) creates an ambigious situation.
  • 6. Program objectives
    • Overall:
      • Secured cash income for farmers
      • Improved food security at family level
    • Specific:
      • Enhanced capacity of autonomous F.O.’s and networks for better access to good markets
      • Enhanced capacity of the implementing NGOs to promote autnomous F.O.’s and of FFARM (service provider) for new market system development
  • 7. Actors involved
    • Five different NGO’s
    • A service provider FFARM
    • Permanent technical assistance CIDR
    • ICCO country representative
    • Specific technical assistance : I/C and
    • Through Learning Alliance : KIT, SNV, IIRR
    • About 200 CBs in various parts of Oromiya State
  • 8. Program indicators
    • Two years : 2006 – 2007
    • Aim 37 new CBs and support to 112 existing ones
    • 12 CB networks promoted
    • 2 interfaces
    • 3 entreprises doing regular trade with CBs
    • Replaced a 4 year program rejected by EU
    • Steering group (5 NGO’s and FFARM + CIDR)
  • 9. 2007 Evaluation
    • In general most of the quantitive goals were achieved
    • However apart from the older ones, CBs remain extremely weak, both financially and in terms of human capacity.
    • Training for CBs is too limited and too general
    • Most of the CBs largely depend on the NGO’s
    • CBs are not a solution for farmers’ problems (lack of cash at harvest time, good price)
  • 10. 2007 Evaluation (2)
    • Given their small quantities most of the CBs are not an interesting partner for big buyers.
    • FFARM provides support mainly to the NGO’s and especially to their head offices.
    • Support to CBs goes mainly to building the store and buying equipment. Only 2% goes to training and 0,5% to networking (which was a goal that was not achieved).
    • CB networks were not promoted.
  • 11. 2007 Evaluation (3)
    • Concept of steering group is mainly an instrument to ease communication with ICCO and in the past to exchange experiences.
    • There is quite a difference between individual CBs and NGOs, everyone has its own dynamic.
    • Learning Alliance on value chain development is a good initiative but dominated again by NGOs.
    • Value chain development focuses on CIDR concept of interfaces (soy bean = new crop, and Niger seed) = long process, no impact yet.
  • 12. Lessons learned / Dilemma
    • Mixture of objectives : CB concept was for food security, not business oriented.
    • Main objectives of NGOs are social ones, CBs are an (important) (side) activity.
    • No specialised staff in most of the NGOs.
    • Capacity building process is very slow : CIDR -> FFARM -> NGO Head office -> NGO Field office -> few CB leaders
  • 13. Lessons learned / Dilemma
    • Their involvement in economic activities does not provide the NGO’s hope for their financial survival.
    • So why involving social NGO’s in value chain development.
    • There must be more efficient and effective ways to help poor farmers increase their income through value chains.
  • 14. Elements for another track
    • There are a number of dynamic CBs/F.O.s that manage to grow and provide benefits to the farmers.
    • Due to urbanization and industrialisation there is an increasing demand for cereals/grains. Given the rich biodiversity in Ethiopia both mass and niche markets can be served. Cereals can be(come) value chains. (Are all actors adding value?)
  • 15. Elements for another track
    • Other ICCO partners are involved in strengthening of agricultural marketing co-operatives.
    • The Ethiopian Co-operative Promotion Bureau is open minded and willing to support other coops.
    • Exchange visits with other African F.O.’s would enlighten CB leaders.
  • 16. Medium track
    • As the fast track (JdlRB) is not at all farmers oriented, but commodity oriented it does not really contribute to the building of a strong civil society in Ethiopia.
    • A medium track at the pace of F.O.’s and controlled by them could be an alternative approach.
    • This would include a short transition period where NGO’s or FFARM get the assignment to assist market oriented CB to form a network.
  • 17. Medium track
    • Focus would be on training of leaders and staff by specialised institutions and by exchange visits and attending regional workshops.
    • Training both visionary and technical skills to make F.O.s reliable partners.
    • 2nd focus on establishing trade relations with big buyers and processors(quantityand quality, and special varieties, and packaging/grading).
  • 18. Medium track
    • Advising F.O.’s in linking up with service providers and fellow cooperatives.
    • Make F.O.’s real owner of the program and agree about sub-contracting various service providers