This document discusses public-private partnerships (PPPs) in agricultural development in Africa. It notes that PPPs can help increase productivity but challenges remain in ensuring small farmers benefit, such as equitable access to technologies and markets. The roles of the private sector are changing as it encompasses many services like inputs, markets, and financing. Balancing intellectual property rights with farmers' rights is important. Overall, PPPs must truly understand development objectives and find ways to empower smallholders and women farmers to participate in and benefit from agricultural innovation.
Presented by Solomon Gizaw at the HEARD project regional public-private partnerships task force workshop, Amhara, 18 November 2019: Somali, 21 November 2019: Oromia, 26 November 2019
Presented by Solomon Gizaw at the HEARD project regional public-private partnerships task force workshop, Amhara, 18 November 2019: Somali, 21 November 2019: Oromia, 26 November 2019
Mary Kamau - Extension Policy, Kenya
Presentation given at the GFRAS side event on Rural Extension Policy, Manila 2012_09_25. More info at http://www.meas-extension.org/meas-offers/best-practice/policy
In today’s world of complexity and rapid pace it is almost impossible to do anything alone.
Due to rising price, changing disease pattern and increasing use of sophisticated technology for diagnosis and treatment.
Farmers' Agribusiness Training Course: Module 1 Supplementary Reading. Agricu...PiLNAfrica
The objective of this study is to assess the range of alternative food crop and livestock extension services currently operating in Kenya. The study highlights five important findings: (1) private extension provision is generally
skewed towards high agricultural potential regions and high-value crops. Remote areas and poor producers, especially those growing low-value crops with little marketable surplus, are poorly served. Non-profit private providers are targeting them, but their reach is limited. (2) Since public resources for extension are very constrained, it may make sense for public extension
not to duplicate or overlap in the same areas that are being served more efficiently by commercial and non-profit systems. This would leave more public resources for concentrating extension services for farmers in areas that are remote and poorly served by the commercial systems. (3) However, the commercial and non-profit extension systems benefit from the
presence of the public extension service- they rely on public extension workers for training and
appropriate management advice. So even if the public extension system was to withdraw to the
more remote areas where private extension is unprofitable, it may be appropriate to institute
some type of commercial contracting of public extension system staff so that the latter can impart
needed skills and capacity building to the non-public extension systems. (4) The government
should consider contracting the private sector to offer extension services in the disadvantaged
regions. Contracting out extension services makes it possible to take advantage of all of the
talent and experience existing in the field but does not eliminate a government role which, in
addition to funding, ensures quality assurance, oversight, and provision of training and
information to contracted services providers. (5) The weight of evidence suggests, in most cases,
that private extension is not a substitute for public extension and the public sector should fund
extension significantly but in ways that do not duplicate services already being provided by
sustainable alternative extension providers.
In cooperation with the Research and Evaluation Division of BRAC, Copenhagen Consensus Center organized roundtable discussions with an aim to figure out smarter solutions to the most problematic issues facing Bangladesh.
Experiences from Building e-Government Public Private Partnerships in Macedon...Metamorphosis
Presentation by Mr. Vasko Kronevski, MASIT at the third International Conference e-Society.Mk: Experiences from Building e-Government Public Private Partnerships in Macedonia, December 1, 2007, Skopje Macedonia
Mary Kamau - Extension Policy, Kenya
Presentation given at the GFRAS side event on Rural Extension Policy, Manila 2012_09_25. More info at http://www.meas-extension.org/meas-offers/best-practice/policy
In today’s world of complexity and rapid pace it is almost impossible to do anything alone.
Due to rising price, changing disease pattern and increasing use of sophisticated technology for diagnosis and treatment.
Farmers' Agribusiness Training Course: Module 1 Supplementary Reading. Agricu...PiLNAfrica
The objective of this study is to assess the range of alternative food crop and livestock extension services currently operating in Kenya. The study highlights five important findings: (1) private extension provision is generally
skewed towards high agricultural potential regions and high-value crops. Remote areas and poor producers, especially those growing low-value crops with little marketable surplus, are poorly served. Non-profit private providers are targeting them, but their reach is limited. (2) Since public resources for extension are very constrained, it may make sense for public extension
not to duplicate or overlap in the same areas that are being served more efficiently by commercial and non-profit systems. This would leave more public resources for concentrating extension services for farmers in areas that are remote and poorly served by the commercial systems. (3) However, the commercial and non-profit extension systems benefit from the
presence of the public extension service- they rely on public extension workers for training and
appropriate management advice. So even if the public extension system was to withdraw to the
more remote areas where private extension is unprofitable, it may be appropriate to institute
some type of commercial contracting of public extension system staff so that the latter can impart
needed skills and capacity building to the non-public extension systems. (4) The government
should consider contracting the private sector to offer extension services in the disadvantaged
regions. Contracting out extension services makes it possible to take advantage of all of the
talent and experience existing in the field but does not eliminate a government role which, in
addition to funding, ensures quality assurance, oversight, and provision of training and
information to contracted services providers. (5) The weight of evidence suggests, in most cases,
that private extension is not a substitute for public extension and the public sector should fund
extension significantly but in ways that do not duplicate services already being provided by
sustainable alternative extension providers.
In cooperation with the Research and Evaluation Division of BRAC, Copenhagen Consensus Center organized roundtable discussions with an aim to figure out smarter solutions to the most problematic issues facing Bangladesh.
Experiences from Building e-Government Public Private Partnerships in Macedon...Metamorphosis
Presentation by Mr. Vasko Kronevski, MASIT at the third International Conference e-Society.Mk: Experiences from Building e-Government Public Private Partnerships in Macedonia, December 1, 2007, Skopje Macedonia
Presentation on E-Government and Public Private Partnerships by Sophia Bekele at the First International Conference on Electronic Public Management in Tripoli,Libya from July1-4 2010
This presentation is Part 3 of a training program on Food Safety Practices for the Aquaculture Industry by Michigan State University, on 22 April 2013.
Public Private Partnerships In EgovernmentRobin Teigland
This presentation describes how project success can be ensured in a public-private partnership in egovernment. The case study is of ByggaVilla, a construction portal in Sweden.
During the last week of October, 2013, capacity development focal points from the CGIAR Centers and Research Programmes (CRPs), the Consortium office and key partner organizations, met in Nairobi to begin to define guiding principles and elements of a CGIAR Capacity Development Strategy. The CGIAR group met for several days and partners were then invited to discuss the plans developed and present their perspectives on actions required by the Consortium.
Grasp more about the outcomes of CGIAR Consortium Workshop at: http://bit.ly/1g1JXyv
Innovation and Entrepreneurship for Poverty Reduction: Policy and Capacity Ch...LINKInnovationStudies
The 2008 World Development Report recognised that development through agricultural innovation would be central to reducing poverty in the poorest countries. However, contemporary notions of innovation and innovation capacity, characterised by networks or systems to mobilise knowledge and use it in new ways, not only call into question the main policy instrument for agricultural innovation — research — but also challenge accepted ways of working across the whole agricultural development architecture, particularly arrangements associated with technology transfer. To paraphrase a large debate, often agricultural development does not need agricultural extension services to transfer “modern” technology. Rather, assistance is needed to help farmers to better embed in flexible networks that link them both to market opportunities and sources of information on practices, standards and preferences and sources in inputs, including credit, so that they can make the most of these changing opportunities. This presentation outlines some points for policymakers to consider.
Opening access to information and knowledge in African agricultural S&Tiaaldafrika
Presentation made at the Second Conference of the IAALD Africa Chapter on the theme "Towards Opening Access to Information & Knowledge in the Agricultural Sciences and Technology in Africa" held at M Plaza Hotel, Accra, Ghana, 15th - 17th July 2009.
Presented as part of the "Moving Africa Towards a Knowledge Based Bio-economy" seminar on how agricultural innovation and in particular biosciences in areas such as breeding, agro-processing and value addition can contribute to economic growth and sustainable development in Sub-Saharan Africa. Key questions of the seminar:
How the millions of resource-poor smallholder farmers, so vital for food production and economic growth, can benefit from the prospects of a new bio-economy?
How countries in Sub-Saharan Africa can develop programmes, institutional capabilities and bioscience innovation structures able to adapt and use technologies and know-how based on their own priorities and needs?
How can Sweden assist countries in Sub-Saharan Africa to move Towards a Knowledge Based Bio-economy?
HortiLIFE Horticulture Study Tour to Kenya, 16-21 Jan 2017Prech Dorina
This report presents the highlights of the horticulture study tour to Kenya by SNV Ethiopia and Ministry of Agriculture and Natural Resources, who are implementing the HortiLIFE project. The tour was hosted by SNV Kenya and facilitated by AgriProFocus Kenya on 16-21 January 2017.
Multi-stakeholder platforms strengthening the selection and use of fodder opt...ILRI
Presentation by Ergano, K., A. Duncan, A. Adie, A. Tedla, G. Woldewahid, Z. Ayele, G. Berhanu and N. Alemayehu (ILRI)
to the Ethiopian Fodder Roundtable on Effective Delivery of Input Services to Livestock Development, Addis Ababa, 22 June 2010
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
5. The Global Forum
Rapidly changing roles and perceptions of the agricultural „private sector‟
in development
The private sector encompasses all areas for which services are
paid for by the client, rather than being paid for from public funds.
Roles include:
• Input service provision,
• Smallholder farmer enterprise
• Enabling environment – credits, insurance etc
• Markets for produce and processed foods, fibers, fuels etc.
• Farmers are entrepreneurs, economic growth is a basic
driver for change
Balanced by social and environmental considerations: agriculture
and entrepreneurship are embedded in cultures and societies.
Re-imagining the ‘private sector’
7. Not just projecting what the world may become but for
deciding what kind of world we would like to see in future
Trends are products of our behaviour – and can be changed
Smallholders must have a say in envisioning their own future
Need to inform policy choices about their implications
GFAR-FARA African Foresight Academy: Africa decides for itself,
on its own terms
Enables understanding of implications of technological choices
towards meeting desired ends
Better Foresight: Reconciling diverse P-P perspectives
Developing common visions for the future
8. Productivity gap – a constraint of technology, or of inputs vs
returns and risk aversion?
Rethinking agriculture from an engendered perspective…
gender blind technology is not gender-neutral - Where is PPP
investment in labour & time saving in production & processing,
in value addition in market access?
Poverty reduction – future challenges will be in reaching the
poorest sector – usually rural poor
Impacts of disrupted systems – e.g. protracted crises – what
role for PPPs in 17 protracted crisis countries?
What value system and metrics do we ascribe to agricultural
development & technologies?
Re-imagining African agriculture – reflecting on our
own pre-conceptions & technological choices
9. Partnership in
innovation: all
knowledge has value
• Scientific knowledge is
reductionist, trusted & validated
by its method
• Local knowledge is holistic, risk-
aware, trusted & validated by
experience
• Need to link & reconcile these
knowledge & trust bases
• Sustainable development
must value & capitalize on both
P.VanMele
10. Clickstream data: how scientific
literature is accessed and
connected, from users’ downloading
and browsing behaviour (PLoS ONE,
2009)
Different worlds in a
universe of knowledge
11. “Millennium Development Goals (MDGs) remain, overall “unfinished
business.”
“Progress has been insufficient in eradicating extreme poverty and
hunger, and reducing child and maternal mortality”
“Africa‟s economic growth has not brought about commensurate improvements in
inclusiveness, job creation and human development.
Harnessing trade for diversification requires redressing the wide array of
constraints that undermine the competitiveness of African firms
Need to move beyond the traditional donor-recipient logic,”
“Must focus on harnessing the potential synergies and complementarities
across different actors, both public and private, at global, regional, and
domestic level.”
“We are at an important juncture, where we need to create sufficient
employment for Africa’s growing youth bulge”
Africa’s Challenges: Economic Commission for Africa
12. The Global Forum
Considerable knowledge of public private partnerships (PPPs), but
limited collation and collective capitalization of experience.
Known efficiencies of market competition where can pay for services.
Private sector alternatives encouraged as government services have
fallen away with economic restructuring.
Opening of free trade and scale efficiencies have enabled seed and
agrochemical companies, food processors and supermarkets to grow
and bring benefits
But whose agenda? E.g. Equity and access to technologies and
access to, and returns from, markets for small farmers
What do we measure as agricultural success? Income gains?
Increased production? Increased nutritive value? Access to nutrition?
African agriculture is transforming
13. Private and public partners must truly understand and share the
same objectives from the outset
How can PPPs reach the poorest, where there is least commercial
imperative?
What can we learn from private sector investment in innovation e.g.
commodity crops?
How to understand and empower the customers in these processes?
What policy and investment environment is required to ensure
benefit to small farmers?
How can famers be empowered to grow their own livelihoods? –
information access, market awareness, collective actions, support
systems, innovation brokers, business mentors & incubators, risk
management…
Some PPP Challenges
14. Source: ASTI 2012
Public Agricultural R&D spending: Much of Sub-Saharan
Africa still lags behind
15. The Investment & Capacity Challenge
NEPAD target: Allocation of at least 1
% of GDP to R&D
In 2008, Africa spent $0.61 for every
$100 of AgGDP on agricultural R&D
Despite an overall increase in recent
years, Africa underinvests in
agricultural R&D
16. The International private input sector is changing fast
Iowa State
Univ. 2012
•Top 5 seed companies 9.4%
market share in 1995, 45.9% in
2011
•Driven by research costs & scale
of returns, economies of scale and
regulatory procedures & costs
17. The Global Forum
Delivering advanced research products through seed, with IP protection
has led to very rapid takeovers & consolidation in the seed industry:
18. Historically: public seed monopolies, stifling regulations, and lack of
access to good quality inputs.
Time for change? Requires…
Reforms on seed policy, law and regulations to enable germplasm
movement across countries, variety release, and action by private
sector.
Private sector diversity and availability of new varieties needs
enabling environment and flexible financing products.
African seed companies are waiting for action - in India seed
business has already been a success for business and farmers:
S-S linkages?
Training of researchers and seed value chain actors, agrodealer
networks, community based seed multiplication, etc.
Small enterprises need scope for entry-level systems: quality-
declared seed etc
Seed sector – prospects for successful interventions?
(World Bank, 2012)
19. Balancing Farmers Rights & Breeders Rights
Small scale local family farmers play essential role in
development & conservation of agro-biodiversity
International plant variety protection (UPOV) exists since
1960s
Farmers rights & returns recognized only since 1980s
and 2001 International Treaty - ITPGRFA
National implementation of Farmers rights is still very
weak
Farmers Rights and rights over new plant varieties
should become mutually supportive
Not just about the technologies, but their Access &
Equity for benefiting smallholders…
20. To know & apply farmers rights via good practices
To develop strong policies & legal/administrative
measures to protect rights of farmers over traditional
knowledge
Farmers to participate in decision making
Fair & equitable benefit-sharing systems
Ensure the exchange, use and saving of seed &
propagating materials
It is time to recognize that implementation of Farmers Rights
is crucial for food security & rural livelihoods worldwide
For this, we need:
21. New Technologies-
Information and
Communication, Bio-
Technology and Materials
Sciences applied individually
and together
Bringing new opportunities in
agricultural services, agro-
industries and agribusiness
Transforming Agricultural
Research, Innovation,
Extension, Education and
Enterprise
Public Research-Private Sector composite
applications
22. Using Open Access Data
and Networked Local
Weather Stations with
Forecasting Models for
Risk Aversion and
Management
In Kenya for Crop, Disease
and Pest and Insurance in
Smallholder Tea and
Coffee Plots
Data Inter-operability for farmer support
23.
24. Much scope for value addition on farm
Major CSR investments e.g. cocoa in W Africa
Major food companies making a business virtue of sustainability
e.g. Unilever
Major challenge in accessing high value markets: infrastructure
Quality and supply assurance, food safety assurance, traceability
High end research cost, e.g. flavour chemistry, aromatics
Packaging and marketing cost account for much of value addition
Little accountability from supermarkets to producers
Requires more effective cooperatives/producer
companies for enterprise scale, market access and
support
Food chains and value addition
25. An example: a Win-Win for Small Holders and the Food and
Beverage Industry
Effective integration of smallholders into food supply chains – a win-win
Smallholders benefit
by increasing their
capital
Processors and the food industry obtain
a reliable, steady supply of safe and
quality raw materials
The Coca-Cola Company trained rural youth in the sustainable production of oranges in
Costa Rica with technical oversight and guidance of EARTH University
Students gained valuable skills
in citriculture, research
Positive changes to farm’s mgt
Multiplier effect
Multistakeholder processes
Community benefits
26. For small-holders and farmers -
Empowering them with both
opportunities for learning and
information , i.e. Make them
knowledge-able
For rural technicians and artisans-
Technical and vocational training
For extension workers/change agents-Training in
soft /personal mastery skills
For entrepreneurs, traders, processors, wholesalers &
those who interface with producers and business people
- Improving agribusiness education in agribusiness
Building the Human Capacity Pyramid in Africa
For policy makers, scientists, researchers- Providing
opportunities to study in the wider contexts of economic
dev’t, security, world trade, climate change,
27. Strengthen Africa’s ability to build capacity:
Creating entrepreneurs by establishing appropriate courses, soft
skills, internships and industrial attachments.
Deepen engagement by creating the appropriate conditions for the
involvement of the private sector in research, extension & education.
Enable the private sector to become a genuine partner
Make graduates and research products more fit-for-purpose
Smallholder producers , particularly women, constitute the largest
sub-sector in the private sector; particular attention will be paid to
empowering their learning and acquisition of knowledge.
Value of AATF!
FARA MTOP
28. Lack of productivity and market gain, high cost
of inputs and transportation costs, exploitation
by middle men.
Little public- private sector dialogue on
investment in agricultural infrastructure:
irrigation, transportation, warehouses...
Inadequate opportunities for Business
Development Services, market sourcing,
financing of early stage agribusinesses
Lack of enabling business environment
Little participation of youth, women and poor in
agribusiness in financial, labour, service &
goods markets
Small farmers and traders are under-
represented and vulnerable.
Some key challenges need to be resolved by policy changes
and investment (PanAAC)
29. New Alliance Platform to Enhance Adoption of Agricultural
Technologies by Smallholder Farmers
The G8, 2012 US presidency, set up a new Technology Adoption Platform to
improve delivery of improved agricultural technologies for sustainable
yield, resilience, and nutritional impacts.
USAID, CGIAR, FARA, SROs, AGRA and others now working to design the
Platform and facilitate its implementation.
Platform developed to meet the needs of the six New Alliance countries
A Knowledge-Sharing ICT Platform: describing the technologies/innovations
on offer and enabling their access
Agricultural innovation & enterprise platforms –
a key need for Africa e.g. G8 New Alliance
30. Incentivize scientists for technology transfer
Develop alternative end products
Provide entrepreneurs with internships
Provide rural enterprises management
support and services, including risk coverage
Simplify IPR procedures & clearances
Certified training for quality & credibility
Producer companies – cooperatives with
technical & managerial expertise
Open out donor schemes to foster private
innovation
Work actively across diverse sectors
Scope for S-S linkages & learning
Enterprise Incubation from Innovation:
Some ideas from India
31. PanAAC country platforms for mobilization of Government Public Private
Partnerships (PPP)
Enables private sector interaction with African Governments to facilitate policy
formulation, value chain knowledge and information sharing, trade, improvement of
productivity, etc
e.g. Kenya Agribusiness and Agro-industry Alliance (KAAA),
brings together all stakeholders along the agricultural value chain with the Kenyan
Government in the implementing the Agricultural Sector Development Strategy.
Strongly linked with the AU/NEPAD‟s CAADP and the implementation of African
NAIPs.
32. Earth University ethical entrepreneurship: Social and environmental
awareness and commitment,capacity to generate positive change.
Students form and operate a business venture from beginning to end
during their first three years study, gain a comprehensive
understanding of what it takes to start a business
Dynamic and participatory, facilitated learning:
Students explore real challenges and become active participants in
generating knowledge, not passive receivers of information.
Students learn through deliberate experiences designed to encourage
learning
New skills for Youth, entrepreneurs of tomorrow:
e.g. Earth University, Wageningen Univ. ‘Golden triangle’
33.
34. Almost 50% of farmers are women, yet receive 10% of income and 5% of
technical assistance in agriculture – not even considered farmers in some
countries
FAO State of Food & Agriculture: Women farmers, given equal access to
inputs, are as productive as men farmers
Research and innovation still often totally missing women‟s needs
Women as entrepreneurs
e.g. Niger:
• Men of household
sought input
technologies,
production and returns
• Women sought labour &
time saving, value
addition and household
nutrition
35. Key issues:
access to resources and returns,
reorienting innovation systems to reduce
labour, energy and time in production, focus on
value-addition post harvest, child nutrition
GCWA: 5 point Plan to „engender‟ Agriculture &
AR4D systems
GAP: open & inclusive partnership mobilizing
actions across many national, regional &
international bodies
Engaging national, regional and international
bodies from all sectors – CGIAR, UN
, FOs, CSOs, RF, private sector
Advocacy, knowledge sharing, triggering
programmes - eg ERWW
Liberia, Ethiopia, Niger, Rwanda
Gender in Agriculture Partnership: Women at the centre
of innovation processes
36. Implications for AATF & for African innovation
systems
Technological options are choices determined by
societies
Sustainability makes good business sense
Farmer is the customer – not just the taxpayer
Requires effective accountability & feedback mechanisms
Empower farmers (her!) in innovation investments
Transform education with new skills & approaches
Share knowledge and learning via multi-stakeholder
platforms
Develop support systems for collective enterprise
A fundamental need is to break down the institutional divides, the walls that prevent effective collaboration and partnership towards shared goals. Doing so will require:Development-centred thinking with the needs of poor farmers and consumers at the centre of the processInnovative knowledge access & transformation systemsStakeholders learning & innovating together, managing benefits & risksInstitutional reorientation & changed attitudes/valuesConvergence of R&D, education and business policies and resources
This means in effect that to reach desired development outcomes it is no longer good enough to think of a technology pipeline with ‘someone else’s job’ to turn innovations into field impacts and an outcome of take up by those with best advantages that can further disadvantage the poorest. We must consider how the complex actions and interactions that enable innovations to be generated, accessed and used can be brought together with the enabling environments and inputs required (credit, crop inputs etc) and with innovation policies that promote agricultural development for smallholders.
Determining what it will take to produce capacity builders who are fit for purpose in 21st century agricultural industry Identifying the building blocks of successful approaches and best practices in capacity strengthening from technical and vocational to tertiary educationEnumerating the resources that are required to; first assemble the pyramid so that Africa will have a truly functional capacity strengthening system that will be able to drive agricultural development effectively and sustainably and second to start the process of reckoning what it would take to build the pyramid to the size that Africa needs to be assured of having sufficient human and institutional capacity to achieve the African Vision for Agriculture, i.e., the 6% per annum growth in agricultural production that is far higher than the continent has ever achieved and yet is the minimum for meeting the needs of the expanding populations while making real inroads into relieving extreme poverty and hunger.