This document summarizes research on the Nicaraguan Learning Alliance (NLA), a network of organizations that trains farmers through cooperatives. The research examined whether the NLA developed cooperatives' capacities to support value chains and the impact of the NLA's work. It studied NLA members and non-members across Nicaragua using focus groups, interviews and surveys. The research found no significant differences between members and non-members in terms of trust and capacity development. It concluded the NLA successfully develops farmers' skills but is not more effective than other networks. It provided recommendations like expanding partnerships and improving economic data collection.

1. Dirk Landmann (Georg-August-Universität Göttingen) – d.h.Landmann@gmail.com
Jo Cadilhon (International Livestock Research Institute) – J.Cadilhon@cgiar.org
Falguni Guharay (International Center for Tropical Agriculture) – f.guharay@cgiar.org
Influence of trust on capacity development
within the members and influenced groups
of the Nicaraguan Learning Alliance (NLA)
Dirk Landmann, Jo Cadilhon, Falguni Guharay
Research questions
• Has the NLA developed the organizational capacities of
cooperatives to support value chain development?
• What is the impact of the NLA’s organization on its expected
outcomes?
• Is the conceptual framework valid to the NLA case?
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February 2015
Nicaragua
• 20% of GDP from agriculture
• 28% people working in agriculture
• 4124 agricultural cooperatives
Learning Alliances (LAs)
• Network with different participants (stakeholders)
• Connected through a sector or product of joint interest
Concept
• “Social learning” - interactive process between stakeholders
• “Innovation systems” - changes of a process
NLA
• Network of 10 NGOs, national institutions & CGIAR
• Trains farmers through cooperative network on
agribusiness, strategic orientation and value chains
using Link methodology
Conceptual framework for monitoring LAs
Research method
• Regions covered: Chinandega, Estelí, Jinotega, León,
Madriz, Managua, Masaya, Matagalpa, Nueva Segovia
• Focus group discussions: 3 NLA-Members; 3 Non-
members  qualitative data
• Key informant interviews: 7 NLA-Members; 13 Non-
members  qualitative data
• Individual questionnaire: 38 NLA-Members; 52 Non-
members  quantitative data using 53 Likert scale
statements
• Analysis: factor analysis and multiple linear regression
analysis focusing on trust and capacity development
Conclusions and recommendations
The NLA within the agricultural sector
• Big demand and offer in agricultural capacity development
• NLA method is successful to develop farmers’ capacities
• NLA is not more successful than other networks in capacity
development
• Perception of NLA depends on the direct partner
Results
• Most important crops: coffee (46%); basic grains (37%)
• Most important source of funding: NGO (41%); operation-
generated cash (28%); membership fees (12%);
government (8%)
• 78% respondents are in two or more organizations
• Overall no difference in terms of trust and capacity
development between NLA members and non-members
• Coops of 2nd and 1st levels influenced by the NLA agreed more
that they ‘gained applicable knowledge and skills from the NLA’
• Partners linked to FENACOOP gave lower marks to ‘NLA gives
reliable information’ and ‘increased trust in NLA products’
Areas for improvement by NLA
• Include more private and public sector partners
• Invest in the individuals managing the learning
Improvements to research method
• Add economic figures to strengthen data
• Try structural equation modelling to capture better
linkages between structure and conduct
Structure
• NLA
• Individuals
• Environment
Performance
• Value chain
development
• Capacity
Development
• …
Conduct
• Communication
• Trust
• …