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Day3_SideEvent_Sietze Vellema


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Presentation at the 5th Global Science Conference on Climate-Smart Agriculture.

Title: Connecting business and scaling: The institutional design challenge
Speaker: Sietze Vellema

Published in: Science
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Day3_SideEvent_Sietze Vellema

  1. 1. Connecting business and scaling The institutional design challenge Sietze Vellema Wageningen University & Research DRAGON make big changes with little resources CSA 2019, Side event, Bali, October 10 GCP4 NWO CCAFS i-LED (inclusive Low Emission Dairy development in East Africa)
  2. 2. The challenge: from CSA options to scale Donella Meadows: “small shift in one thing can produce changes in everything” Where and how to intervene in the system?
  3. 3. Incentivizing Partnering Risk coping Including
  4. 4. Incentivizing Align incentives; few are effective on their own o modify the costs and benefits structure o reinforce certainty for reaching expected revenues o enable the intensification of farming systems o enhance farmers factor returns o improve marketing margins Marcel van Asseldonk, Evan Girvetz, Haki Pamuk, Cor Wattel and Ruerd Ruben. Forthcoming. Policy incentives for smallholder adoption of climate-smart agricultural practices
  5. 5. Risk coping Blend world views and management styles o Outcomes can be managed sustainably o Outcomes are a personal responsibility and achievement o Outcomes require altruism and common effort o Outcomes are a function of chance  O’Riordan, T., & Jordan, A. (1999). Institutions, climate change and cultural theory: towards a common analytical framework. Global Environmental Change, 9(2), 81-93.
  6. 6. Partnering Configure capacities to make partnerships developmental o Deliberation capacities o Alignment capacities o Transformative capacities o Fitting capacities  Vellema, Sietze, Schouten, Greetje, & Van Tulder, Rob (2019) Partnering capacities for inclusive development in food provisioning. Development Policy Review.  Meadows, D. (1999). Leverage points: Places to intervene in a system. The Sustainability Institute: Hartland. Accessed May 21, 2019 at: places-to-intervene-in-a-system/
  7. 7. Including Bring together multiple dimensions of the process of inclusion o Voice o Ownership o Reward o Risk  Vermeulen S, Cotula L (2010). Making the most of agricultural investment: A survey of business models that provide opportunities for smallholders. IIED.  Chamberlain WO, Anseeuw W. (2018). Inclusiveness revisited: Assessing inclusive businesses in South African agriculture. Development Southern Africa:1-16.  Thorpe J. (2018). Procedural Justice in Value Chains Through Public–private Partnerships. World Development: 103:162-75.  Seelos C., J. Mair (2014). Organizational closure competencies and scaling: a realist approach to theorizing social enterprise. In: Jeremy Short (ed.) Social Entrepreneurship and Research Methods. Emerald Group Publishing Limited, pp.147 – 187.  Seelos C., J. Mair (2017). Innovation and scaling for impact: how effective social enterprises do it. Stanford, CA: Stanford University Press.
  8. 8. Conditions for scaling -> team • Configuration of business and localized practices • Smart engineers • Inclusive vocabulary • Institutional workers • Partnerships managing leverage points • -> System builders • Business practice fits risk coping strategies in real markets • -> Web weavers