This document discusses funding and sustainability of agribusiness incubators. It provides background on UniBRAIN, which establishes agribusiness incubators to accelerate entrepreneurship through business support services. The document outlines different types of incubators and their financing prospects, as well as sources of funding like governments, investors, and banks. It emphasizes the importance of strong business models and financial management for attracting funding and achieving long-term sustainability.
Business incubators need to be financially sustainable to carry out its mandate. The session will focus on how to get multilateral funding agencies/investors to support agribusiness incubators, factors and parameters to be considered for obtaining aid, and how to involve the Government to support such ventures, with the ultimate objective of developing an ecosystem for the growth of small and medium agribusinesses.
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Ralph von Kaufmann's document discusses funding and sustainability of agribusiness incubators. It provides background on UniBRAIN, which establishes agribusiness incubators to accelerate business creation. The incubators provide support services and networking opportunities. Funding prospects depend on the incubator model - Type 1 appeals to local investors, Type 2 to international investors if offering undersupplied services, Type 3 attracts donors by leveraging resources and collaborating internationally. Financial management, cash flow projections, and generating revenue from clients and donors are important for sustainability.
Este documento describe varias aplicaciones web 2.0 útiles para comunicadores audiovisuales, incluyendo sitios para compartir videos y fotos, marcadores sociales para compartir enlaces, y redes sociales profesionales para conectar con otros en la industria. Explica cómo funcionan estas herramientas y algunos ejemplos populares como YouTube, Flickr, Delicious y LinkedIn.
El informe de fin de temporada de la Liga de Fútbol de la Ciudad incluye los resultados de los equipos de dos niveles. En el Nivel 1, el equipo Relámpago entrenado por Wanger tuvo el mejor registro con 5 victorias y 1 derrota, mientras que en el Nivel 2, los Tiburones Negro entrenados por Black ganaron 5 partidos y empataron 1 para tener el mejor registro.
The study examined physical and sexual abuse among 372 homeless and runaway adolescents through interviews. It found high rates of physical and sexual abuse, often beginning before age 12 and perpetrated by family members. For physical abuse, the majority of perpetrators were biological parents, while for sexual abuse, the majority were non-family members like strangers or acquaintances. Both males and females experienced abuse, though females reported more sexual abuse and males more physical abuse. The abuse often had lasting physical and emotional impacts.
Business incubators need to be financially sustainable to carry out its mandate. The session will focus on how to get multilateral funding agencies/investors to support agribusiness incubators, factors and parameters to be considered for obtaining aid, and how to involve the Government to support such ventures, with the ultimate objective of developing an ecosystem for the growth of small and medium agribusinesses.
Funding and sustainability of agribusiness incubatorsKadin5
Ralph von Kaufmann's document discusses funding and sustainability of agribusiness incubators. It provides background on UniBRAIN, which establishes agribusiness incubators to accelerate business creation. The incubators provide support services and networking opportunities. Funding prospects depend on the incubator model - Type 1 appeals to local investors, Type 2 to international investors if offering undersupplied services, Type 3 attracts donors by leveraging resources and collaborating internationally. Financial management, cash flow projections, and generating revenue from clients and donors are important for sustainability.
Este documento describe varias aplicaciones web 2.0 útiles para comunicadores audiovisuales, incluyendo sitios para compartir videos y fotos, marcadores sociales para compartir enlaces, y redes sociales profesionales para conectar con otros en la industria. Explica cómo funcionan estas herramientas y algunos ejemplos populares como YouTube, Flickr, Delicious y LinkedIn.
El informe de fin de temporada de la Liga de Fútbol de la Ciudad incluye los resultados de los equipos de dos niveles. En el Nivel 1, el equipo Relámpago entrenado por Wanger tuvo el mejor registro con 5 victorias y 1 derrota, mientras que en el Nivel 2, los Tiburones Negro entrenados por Black ganaron 5 partidos y empataron 1 para tener el mejor registro.
The study examined physical and sexual abuse among 372 homeless and runaway adolescents through interviews. It found high rates of physical and sexual abuse, often beginning before age 12 and perpetrated by family members. For physical abuse, the majority of perpetrators were biological parents, while for sexual abuse, the majority were non-family members like strangers or acquaintances. Both males and females experienced abuse, though females reported more sexual abuse and males more physical abuse. The abuse often had lasting physical and emotional impacts.
This presentation highlights the joint effort that CARE and Practical Action have undertaken in Peru to reach the extremely poor with extension services. CARE's private sector model for technical assistance provision and Practical Action's Kamayoq model have both been highly successful and offer a strategy for reaching the poorest smallholder farmers with inputs and education to better agricultural and livestock value chains.
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
The world is flat. In this era of globalization, countries are forging partnerships to remain competitive in terms of trade, revenue, inputs and security. The same is needed for sustaining agriculture also. We look at how such partnerships can be leveraged for promoting Indian agribusiness ventures to new horizons and domains through trade opportunities at Africa, EU etc.
This document outlines challenges and opportunities in African agriculture and proposes the African Agriculture Alliance (AAA) as a solution. Key challenges include a lack of support for smallholder farmers and enterprises. Opportunities include growing domestic and export markets. AAA will act as a broker connecting smallholders to technical assistance providers, markets, and investors. It will provide a facilitation and mentoring service, market and investor brokerages, and knowledge sharing. AAA aims to increase smallholder productivity, resilience, and empowerment through this model. Next steps include further research, developing the business model, piloting in countries, and securing investment.
Rural extensionists for the extremely poor in peru3Gianluca Nardi
Rural extension models in Peru aim to improve livelihoods for extremely poor communities. Two complementary models are the PATs (Producer Assistance Teams) and Kamayoqs. The PATs are local entrepreneurs trained to provide technical assistance and link small producers to markets. They play an important role in value chains. The Kamayoqs are certified extension farmers who disseminate appropriate technologies and respond to technical demands. Both models work to build local capacity and increase incomes in remote, impoverished areas through a demand-driven, sustainable approach.
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The purpose of this paper is to discuss the role of agricultural tertiary education institutions in view of the increasing demand for quality tertiary education, escalated numbers of applicants, dwindling resources, and escalating cost of educational materials. This paper is theoretical based and draws lessons from a four-sector of the provision of education at secondary/high school, teacher training education, technical and vocational training (TVET), and tertiary education in Swaziland. Desk research and interviews of selected university administrators in Swaziland were employed to gather more data. Ten aspects were identified and formed the basis for discussions. Findings from the desk research along with the interviews of selected administrators, revealed that universities as centres of higher learning should be given highest support by placing them on the policy agenda, given enough resources to engage in full operation, conduct outreach programmes, constantly review their curricula in order to be more responsive to national needs, and prepare strategic plans to guide the operation of the University. It is recommended that all universities as centres of higher learning should conduct the three traditional functions: teaching, research and outreach and work closely with private sector/industry in order to nurture a healthy relationship.
US Office of Innovation and Entrepreneurship overview 3helix
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UniBRAIN is a pan-African initiative supported by FARA and Danida that aims to create jobs in agriculture through partnerships between universities, research institutions, and the private sector. It will provide competitive grants to consortiums to establish agribusiness incubators that support improved teaching, research, and inspire youth to become entrepreneurs. The incubators will help realize business concepts and provide services to support agribusinesses from start-ups to SMEs.
1. There is a need to increase agricultural productivity in Africa to feed the growing population, as many currently face food insecurity. Agricultural biotechnologies could help address this, but require well-functioning support systems.
2. Scaling up the application of agricultural research and innovations through rural advisory services is critical to solving food issues in Africa. Strengthening the capacities of extension agents is needed at the individual, organizational, and system levels.
3. Effective extension agents require skills in areas like communication, technical knowledge, facilitation, and developing partnerships to properly support farmers and scale up technologies like agricultural biotechnologies. Building the capacities of advisory services is important to disseminate innovations to farmers.
The world is flat. In this era of globalization, countries are forging partnerships to remain competitive in terms of trade, revenue, inputs and security. The same is needed for sustaining agriculture also. We look at how such partnerships can be leveraged for promoting Indian agribusiness ventures to new horizons and domains through trade opportunities at Africa, EU etc.
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CURAD is a public-private partnership initiative with the aim of producing innovative young entrepreneurs and agribusiness leaders to champion productivity and profitability of the agricultural enterprises that can spin off new enterprises. This is an agribusiness innovation incubator geared towards creation of jobs and boosting incomes within the agricultural sector in Uganda piloting with the coffee value chain in the first four years.
The document discusses entrepreneurial science, technology, and innovation (STI) in universities in the Common Market for Eastern and Southern Africa (COMESA) region. It notes that COMESA recognizes STI as important for development and attaining its goals. It outlines COMESA membership countries and facts about Africa's population, natural resources, and underutilized potential in areas like agriculture and renewable energy. It then discusses the status of entrepreneurship and STI in universities, and outlines COMESA's policy priorities like cross-border investments, infrastructure development, and STI centers of excellence. Key decisions discussed include tapping the African diaspora, establishing chief innovation advisors, and promoting technical universities.
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This document summarizes a presentation on transatlantic cooperation for innovation given by Richard Bendis. The presentation discusses how leading nations are responding to the global innovation imperative through high-level focus on innovation, sustained R&D support, support for SMEs, and new innovation partnerships. It emphasizes the importance of collaboration between the US and Europe to leverage their combined strengths in areas like education, research, and open markets. The presentation outlines how intermediaries can help connect players in regional innovation ecosystems and overcome challenges like funding gaps through programs and investment.
Mainstreaming agribusiness incubation for inclusive developmentKadin5
The document discusses the need to create an enabling environment for agribusiness incubation in Africa. It notes projections of increasing food prices and insecurity if agricultural production does not keep pace with population growth. It argues Africa has the land and other resources to respond to these challenges if the right policies are put in place. This includes mainstreaming agribusiness incubation through public-private partnerships and developing an investment pipeline for agriculture. The document draws on reports calling for private sector engagement and developing inclusive business models to drive agricultural transformation.
1) UniBRAIN is a pan-African initiative supported by FARA and Danida that aims to enable universities and research institutions to commercialize agricultural technologies and produce entrepreneurial graduates through agribusiness incubators.
2) It includes several agribusiness incubators focused on different value chains across Africa, and partners with organizations like ANAFE, PanAAC, and ABI-ICRISAT to facilitate participation from universities, the private sector, and on agribusiness incubation.
3) UniBRAIN also aims to serve as a gateway for South-South collaboration by sharing expertise on establishing agribusiness incubators, identifying important value chains between Africa and countries like India, and facilitating the transfer of
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Uni brain presentation niabi 2012 funding and sustainability of agribusines incubators
1. 7 February 2012 NIABI 2112, New Delhi, India
Ralph von Kaufmann
UniBRAIN Facility Coordinator
Forum for Agricultural Research in
Africa
AgBIT - Zambia CAF - Mali CURAD - Uganda CCLEARr - Ghana IDPA - Uganda SVCDC - Kenya
3. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS INCUBATORS
Content
• Background to UniBRAIN
• UniBRAIN’s purpose, objectives, outputs
• UniBRAIN Agribusiness Incubators
• Functions of agribusiness incubators
• Types of incubators and nature of financing
• Sources and nature of incubator financing
• Financial management
• Take home messages
4. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS INCUBATORS
Background to UniBRAIN
• Wide scale investment in agribusiness and
agro-industry in Africa is presently
constrained by: Human and institutional
capacity deficits
• African universities are not sufficiently
geared to meet the needs of industry
• Graduates often cannot find employment
while many small businesses lack staff with
the education and skills needed to drive
innovation
• Essentially the relationship between the
demands of the private sector and what
universities teach is too weak
• Nowhere are the these deficiencies more
critical than in agriculture, Africa‟s dominant
industry
• However, studies show that when university
graduates do business they create more jobs
than those without university education
5. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS INCUBATORS
Purpose of UniBRAIN
UniBRAIN will break the barriers and foster
collaboration between universities, business and
research to create cultures and environments that
will:
• value, encourage and enable innovation
• produce graduates who are problem solvers
• who are potential entrepreneurs
• especially women and youths
UniBRAIN will establish agribusiness incubators
to accelerate the creation of successful
enterprises by providing them with
comprehensive and integrated support, including
incubator space, business support services and
clustering and networking opportunities
6. UniBRAIN’s unique synergies of
the interactions between the partners
Activity Line A: Fostering agricultural
innovation
Access to high
Opportunities to
level human and
acquire and share More efficient & institutional
experience in effective capacity
promoting innovation innovation in
African
Activity Line C: Exchanging agriculture Activity Line B:Improving
experience, resources and agribusiness teaching
knowledge learning and research
Access to hands-on learning
and stakeholder guidance in
changing curricular and
improving teaching and
learning
7. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS INCUBATORS
UniBRAIN Agribusiness Incubator Consortia
The Consortium for enhancing University Responsiveness to
Agribusiness Development (UniBRAIN-CURAD) focusing on plantation
cash crops Specific value chain: Coffee
The Incubation and Diversification of Banana Products for
Agribusiness (UniBRAIN-ABP or Afri Banana) focusing on staple food
and cash crops Specific value chain: Banana
The Sorghum Value Chain Development Consortium (UniBRAIN-
SVCDC) focusing on smallholder dry land food grains
Specific value chain: Sorghum
The Creating Competitive Livestock-bias Entrepreneurs in
Agribusiness (UniBRAIN-CCLEAr) focusing on Smallholder livestock
Specific value chain: Livestock
The Innovative Centre for Agro-forestry (UniBRAIN-CAF) focusing on
agro-forestry products
Specific value chains: non-timber forestry products, cereals and fruits
The Agri-Business Incubation Trust (UniBRAIN-AgBIT) focusing on
tropical fruit Specific value chain: Mango
8. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS INCUBATORS
Locations of UniBRAIN agribusiness incubators
UniBRAIN CAF
UniBRAIN CCLEAr
UniBRAIN AgBIT
9. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS INCUBATORS
Functions ofand Agribusiness Innovation Incubators
Why the how will African universities
link with agribusiness
UniBRAIN will support universities, businesses and research
institutions to establish agribusiness incubators, which will
provide:
• facilitation for creating competitive agribusinesses through
technology development and commercialization
• handholding services starting from business conceptualization
to implementation and scaling up
• support for realising business concepts from university faculty
and graduates, researchers and agribusinesses
• consultancy services to agribusiness
• help in accessing financing for SMEs and start-ups approaching
impact investors and social capitalists
10. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS INCUBATORS
Example Incubator Client Categories and Services
Start Up Growth Expansion Mature
Networking
(domestic and
International)
Assistance and linkages to funding and Technologically
market capable, Productivity
driven and Globally
Handholding through business coaching, mentoring, consultancy and
competitive
training on mindsetting, Business
plan, Accounting, marketing, communication skills etc
Biotech; Assistance in Brand
Agribusiness; Development
Production
assistance
Incubation services •Technology commercialization
and shared facilities •Product and process improvement
•Technology Transfer Office
Selection/ •IP Management
Assessment
Pre-incubation/
Preseed
Diagramme by ANAFE
11. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS INCUBATORS
Functions of the Agribusiness Innovation Incubators
The mission of the incubator is to facilitate the creation of
competitive agribusiness enterprises through technology
development and commercialization
The incubator, helps new entrepreneurs and enterprise clients
with handholding services starting from business
conceptualization to implementation and scaling up
It is up to the clients to choose the kind of services they want
from the incubator
The agribusiness incubators will provide institutional frameworks for:
the realisation of business concepts from university faculty and
graduates, agricultural research and agribusinesses of all sizes
consultancy services to agribusiness
help in accessing financing for SMEs and start-ups by
approaching banks, impact investors and social capitalists
12. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS INCUBATORS
The nature of the incubator determines its
prospects for local or international
funding:
Type 1: provide a physical location in which
a new business can access facilities,
support services and business advice
Type 2: provide high-tech facilities and high-
level skills that the firms need from
time to time but cannot justify tying
much of their own capital
Type 3: provide in situ institutional support
to enable firms, entrepreneurs and
inventors to access resources, which
they do not have in house
This is the UniBRAIN model
13. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS INCUBATORS
Type 1: Will appeal to local investors and lenders
They serve local needs
They are not easily up-scaled
Type 2: should appeal to international public & private investors if
they:
offer services that are undersupplied in developing countries
offer scope for collaboration in training, equipping and usage
can serve clients nationally and regionally
promise high impact breakthroughs
Type 3: should attract international public and private donors if they:
are public – private partnerships
leverage existing human and physical resources
offer international collaboration in business and training
will be financially self sustained in a relatively short time
14. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS INCUBATORS
THE NATURE OF THE BUSINESS WILL DETERMING THE SUPPORT AND TYPE OF FUNDING
Current businesses New businesses
Existing
Business Enhancement Development of new
Functions enterprises
Nature of Activities
Qualtity Training
Business Problem solving
Activities
New Expansion Agro-sector enlargement
Business New products
Activities New processes New business lines
New markets
Source: John Kuada Centre for International Business, Department of Business Studies, Aalborg University
15. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS INCUBATORS
THE NATURE OF THE BUSINESS WILL DETERMING THE SUPPORT AND TYPE OF FUNDING
Necessity-based Growth-based
Imitation- “Entrepreneur among “Giants in the crowd”
oriented others” Good positions in social
businesses Crowded low-end and political networks
business segments Dependent on social capital
Degree of
Low profitability to leverage resources
Creativity
Limited organic growth
&
Innovation Innovation- “Orphans” “Eye – catchers”
oriented ”lonely entrepreneurs” Persons with unusual
businesses May go unnoticed talent
High entry barriers Seeking venture capitalist
Success difficult to support
achieve Want to attract
Require support & public/journalistic attention
mentoring
Source: John Kuada Centre for International Business, Department of Busines
Studies, Aalborg University
16. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS INCUBATORS
Funding Prospects
There are few international donors and investors who
are specifically dedicated to supporting agribusiness
incubators
But if the incubators are themselves businesses there is
a huge number and variety of potential donors and
investors amongst which to search for compatible
mandates, interests and cultures
Whether agribusiness incubators can attract business
investment is still to be tested and will depend on the
merit of their business plans and how well they can
mesh with not just the official policy of the potential
investor but also with the personal convictions of the
investors‟ staff and decision takers
17. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS
INCUBATORS
Sources of financing
Governments
• Most governments are keen to support start-ups and SMEs but research is
required to find the schemes criteria and what kind of proposals are most
likely to succeed
Development Partners
• Promoting public private partnerships is a popular development objective
but it is almost a requirement for success to find a champion in the
development agency who is not only interested but can actually help
Banks
• Bank interest can be high but the incubators can reduce there transaction
costs and risks and they should respond favourably. Islamic banking may
be more appropriate for start-ups
18. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS INCUBATORS
Sources of Financing (contd)
Impact investors
Impact investors seek to enhance social structure or environmental health
as well as achieve financial returns. They ay take an active role mentoring
or leading the growth of the company similar to a venture capital firm
assists in the growth of an early-stage company.
Social capitalists
Social capitalists believe that a strong social support network for the poor
enhances capital output and that by decreasing poverty, capital market
participation is enlarged. Social capitalism accept that government
regulation, and even sponsorship of markets, can lead to superior
economic outcomes.
Venture capitalists
Venture capitalists invest in early-stage, high-potential, high risk, high
growth startup companies. They make money by owning equity in the
companies it invests in, which and usually have a novel technology or
business model in high technology industries
19. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS INCUBATORS
Incubator Financing
There are 3 main revenue models for business incubation environments:
1. Income from incubated enterprises – payments for facilities and services
2. Returns to equity - sharing in client success by rising value of equity or royalty
agreements on gross sales
this can be a very good way to receive payment for business incubation
services once the company succeeds, rather than up front when the
company has little income
It only applies to high growth companies which have clear exit strategies
otherwise royalties may be a better approach
it takes up to 10 years to realize returns and a portfolio of at least 20
companies is required to spread the risk, not to mention the high level of
management expertise that is required
3. Generate revenue from non-business incubation activities such as consulting,
collaboration and access to facilities to ongoing businesses
At different stages different amounts and combinations of financing may be needed
20. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS INCUBATORS
Raising Funds
The incubators should have well developed business models for
itself and for its clients that together form its Business Plan
These identify the main funding requirements in ways that can
attract the interest of financiers
These have to be supported by surveys to find potential partners,
sponsors and financiers to know and understand their objectives,
operating modes, contact persons etc.
Know the projects they already support to identify their
priorities and opportunities so that the incubator can make a
targeted presentation
Prepare a succinct funding proposal aimed at clearly establishing the
project concept, principal benefits and requirements in line with the
financiers interests
21. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS INCUBATORS
Financial Management
Incubators need to 'walk the talk' and demonstrate high levels of
financial management capability to incubated enterprises.
The main attributes of quality incubator financial management are:
• planning, overseeing and controlling the incubator funds, whether
they are brought in through services or provided by partners and
investors
• Having mechanisms that enable the incubator manager to know
accurately the amounts available, the needs and the investment
capacity
• Financial management also involves bringing in new sources of
funds for the incubator
• Preparation of Investment Spreadsheet
• Preparation of Costs and Expenditures Spreadsheet
• Preparation of Revenues Spreadsheet
22. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS INCUBATORS
Cash Flow Reliable cash flow projections are crucial to the
successful financial administration and they
must be linked to the budget in order to monitor
the financial performance of the incubator
Despite the simplicity of the cash flow concept,
its application to a business may result in some
difficulties, arising from the following aspects:
In a new business, it is hard to forecast the
income and expenditures resulting from
some activities
It is hard to foresee future cash income and
expenditure amounts, due to the
uncertainties of the projected scenario
It is hard to quantify the impact on the cash
income and expenditures due to the business
risks
23. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS INCUBATORS
Take Home Messages
Agribusiness incubators are
businesses worthy of commercial,
donor and social capital investment
The funding is there but you have to
find an appropriate source and justify
why it should invest in your incubator
Good business models and plans, a
sound funding strategy, and flawless
financial management are essential for
Thank you both funding and sustainability
24. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS
INCUBATORS
UniBRAIN‟s development objective is:
• to contribute to enabling African
countries to create jobs and raise
incomes through sustainable
agribusiness development.
UniBRAIN’s Immediate Objective, which is
also its value proposition, is:
• to enable universities, business and
agricultural research institutions to
commercialise agricultural technologies
and produce graduates with
entrepreneurial and business skills
through agribusiness incubator
partnerships.
25. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS INCUBATORS
UniBRAIN’s objectives will be realised by:
Output #1: Commercialisation of agribusiness
innovations supported and promoted
Output #2: Agribusiness graduates with the potential
to become efficient entrepreneurs
produced by tertiary educational institutions
Output #3: UniBRAIN’s innovative outputs, experiences
and practices shared and up-scaled.
26. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS
INCUBATORS
Sources of funding: Development Partners
Several Development Partners have schemes for supporting start-ups and SME‟s such as:
Danish Small Business grants
Norwegian Investment Fund for Developing Countries (NORFUND) is supporting Uganda's
Small enterprises with Shs20 billion fund channeled through Dfcu Bank
It will boost SME programmes including agro processing and market research among other
ventures
A recent study commissioned by Sida concluded that:
“Existing knowledge suggests that public sector development support should be
integrated with other types of support, address clusters of factors and take linkages
between them into account.”
This seems to fit with the mandates of agribusiness incubators
27. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS INCUBATORS
Sources of funding: Development Partners
The incubators should seek donors and investors with mandates, interests & cultures that are
consistent with their business models (not vice versa)
UniBRAIN incubators‟ business models will be consistent with the Africa Commission‟s criteria
including:
Gender balance in beneficiaries
Fostering innovation and competitiveness along whole agricultural value chains to create
sustainable growth, jobs for youths and reduce poverty
The depth, quality and contextual appropriateness of proposed changes in curricula and in
teaching and learning methods
Fostering collaboration between African institutions and with institutions in other countries
and regions
Having sound governance of the institutions and programmes
28. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS INCUBATORS
Sources of funding: Impact investors
The Global Impact Investing Network (GIIN)
GIIN Investors' Council is a diverse group of leading impact investors
committed to building a coherent industry that effectively channels
investment capital to address social and environmental challenges at
scale
Impact investment which is intended to create positive social or
environmental impact beyond financial returns
This should apply to:
- agribusiness incubators dedicated to addressing social (poverty
alleviation) and
- environmental challenges (adaptation for climate change)
- amongst entrepreneurs not reached by „normal‟ business support
systems and
- at scales beyond that of individual firms
29. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS INCUBATORS
Sources of funding: Impact investors
GIIN members include:
ACCION, Acumen Fund, The Annie E. Casey Foundation,
Armonia, The Bill and Melinda Gates Foundation, Calvert
Foundation, Capricorn Investment Group, Citigroup,
Deutsche Bank, The DOEN Foundation, Equilibrium Capital,
The Gatsby Charitable Foundation, Generation Investment
Management, Gray Ghost Ventures, IGNIA, J.P. Morgan,
Leapfrog Investments, Lundin for Africa, Morgan Stanley,
National Community Investment Fund (NCIF), Omidyar
Network, Packard Foundation, Prudential, The Rockefeller
Foundation, Root Capital, Sarona, Shorebank International,
Skoll Foundation, SNS Asset Management, TIAA-CREF,
Trans-Century, Triodos Investment Management, W.K.
Kellogg Foundation, and Wolfensohn & Company.
30. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS INCUBATORS
Sources of funding: Impact investors
Example:
Kilimo Trust Investors: Gatsby Charitable Foundation and the
Rockefeller Foundation (and the Government of Uganda)
The Kilimo Trust has a Vision of Broad-based Wealth Creation
in East Africa through agriculture and agribusiness
It removes constraints that limit the exploitation of business
opportunities and increases the success rate of investments in
agricultural enterprises
It provides grants directly to private businesses and
disseminates the commercial experiences gained from this to
support other interested parties
31. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS INCUBATORS
Sources of funding: Social capitalists
Social venture capital is a form of venture capital investing that
provides capital to businesses deemed socially and
environmentally responsible
These investments are intended to both provide attractive
returns to investors and to provide market-based solutions to
social and environmental issues
Social venture capital can refer to debt or equity investments in
socially-oriented enterprises, which includes BoP (Base of the
Pyramid)-targeted efforts to stimulate economic development
in the poorest regions of the world
Commercial banks also need to demonstrate “good corporate
citizenship” and may support start-ups and artisan enterprises
if the incubators prepare business plans and support them
32. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS INCUBATORS
Sources of funding: Social capitalists
Among the firms that deploy "social venture capital"
are: Acumen Fund, Grassroots Business Fund, Tandem
Fund, Bridges Ventures, Citizen Capital, Triodos Bank,
Calvert Group, Gray Ghost Ventures, The New
Economics Foundation , Social Venture Capital Fund,
Ventursome Fund, Social Venture Partners, VenturEast
BYST Growth Fund, ennovent, Aavishkaar and Good
Capita (Some of these are GIIN members)
Research will be needed to determine which GIIN
members, Social Capitalists and commercial banks may
be interested in supporting agribusiness incubators
that pursue social objectives in developing countries
33. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS INCUBATORS
Sources of funding: Social capitalists
Example:Endeavor Global, endeavor.org
Endeavor breaks down barriers that prevent emerging-
market entrepreneurs from reaching their high-impact
potential
Endeavor has supported over 320 entrepreneurs from
over 190 companies
Endeavor Entrepreneurs have created more than 80,000
new jobs, paying on average ten times the national
minimum wage, and generated approximately $2 billion
in new revenue
95% of Endeavor Entrepreneurs' companies are still
operating in countries where ventures typically close in
42 months
34. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS INCUBATORS
Example: Venture Capital for Africa (VC4Africa)
VC4Africa.biz - Africa's largest venture capital community,
investors and entrepreneurs, dedicated to building business on
the continent
The VC4Africa Daily has + 1186 follower on Twitter - Next
update in about 10 hours
VC4Africa organises Meetups at which aspiring entrepreneurs
can meet venture capitalists wherever there is interest
e.g., University of California Los Angeles (UCLA) & Santa
Monica
These are simply a place for members to meet share ideas
No speeches, no agenda, nothing planned
The loose structure allows for lots of networking
Just remember participants pay for their own drinks
35. FUNDING AND SUSTAINABILITY OF AGRIBUSINESS INCUBATORS
The prospects for local and international funding:
There are few international donors and investors who are
specifically dedicated to supporting agribusiness incubators
But if the incubators are themselves businesses and there is
a huge number and variety of potential donors and investors
amongst which to search for
compatible mandates, interests and cultures
Whether agribusiness incubators can attract business
investment is still to be tested and will depend on the merit of
their business plans and how well they can mesh with not
just the official policy of the potential investor but also with
the personal convictions of the investors‟ staff and decision
takers
Editor's Notes
For this, GFAR will provide a mechanism, under the form an annual “global AR4D Forward Thinking Platform (AR4D-FTP)”Every second year it will be part of the GCARD meeting enabling persons engaged in foresight activities around the world to meet to agree on issues where collective foresight actions can bring particular value, and to share perspectives and learning generated from each region. The Global Foresight Hub: Strengthening the Role of GFAR in Promoting Forward Thinking in AR4DThe GCARD Roadmap for transforming agricultural research for development (AR4D) around the world emphasizes the need for “collective focus on key priorities, as determined and shaped by science and society.” The global AR4D community has decided, through the GCARD process, to foster collective foresight action to improve the prioritization of agricultural research and create more relevant and effective innovation systems that are embedded in the needs of the societies that they serve. The GCARD Roadmap also recognizes that “The need for improved foresight must be addressed by mobilizing expert analyses within countries to analyze specific themes of concern and bringing together, via GFAR and the Regional Fora and on a coherent and regular basis, the diverse national and international initiatives to examine relevant development scenarios through different lenses, learning from the outcomes of the different models and perspectives employed. Alongside this, wide stakeholder consultation will be mobilized through national and regional Fora, to ‘groundtruth’ the realities and impacts of trends among poor rural communities.“ GFAR advocates for improved foresight, supported by forward-looking, anticipatory research and analyses that integrates the diverse views of farmers and other stakeholders on specific opportunities and problems facing them. This is demanded by the GCARD Roadmap with the aim of generating policy-informing, but not policy-prescriptive, science-based options by exploring emerging trends and issues beyond the presently perceived boundaries of either their possible consequences or the technical and policy options for addressing them and by highlighting the benefits and trade-offs among the potential responses. There are many institutions involved in forward thinking and GFAR encourages this diversity but the utility and impact of their work has been limited by their isolation from one another. To optimize the utility of foresight GFAR has perceived the need for three distinct but interrelated sets of activities, i. establishing a platform that will enable all players in forward thinking to interact to share their ideas and findings and thereby advance the foresight paradigm; ii. establishing a facility that will enable developing regions to engage proactively in foresight and build human capacity in critical emerging issues, and; iii. creating a space for two-way interaction between foresight analysts and policy makers. This is essential on the one hand to focus forward thinking on relevant issues and on the other to raise the awareness of policy makers to the utility of foresight in their policy making. These three activities will be interconnected to form the GFAR Global Foresight Hub (see Figure). The establishment of a Global Foresight Hub by GFAR which will link international, regional and national levels is consistent with GCARD 1 recommendations, and legitimate given GFAR’s multi-stakeholder nature. It will enable GFAR to fulfill its mandate as a catalyzing mechanism by linking CGIAR centres, Advanced Research institutes (ARIs), NARS, international policy bodies and inititatives (e.g. the Commission on Sustainable Agriculture and Climate Change) with national and regional organization including Civil Society Organizations. The Global Foresight Hub would support and integrate the following three sets of activities: 1. Stimulating forward thinking research debates in agriculture and rural development, taking into account competing non-agricultural demands on human and natural resources, so as to identify common findings, controversies, and limits to the current knowledge with regards to future stakes. For this, GFAR will provide a mechanism, under the form an annual “global AR4D Forward Thinking Platform (AR4D-FTP)” which will open room for those engaged in strategic foresight to share results, compare methods, and discuss controversies arising from their field experiences. Every second year it will be part of the GCARD meeting enabling persons engaged in foresight activities around the world to meet to agree on issues where collective foresight actions can bring particular value, and to share perspectives and learning generated from each region. 2. Connecting Science and Society so as to facilitate dialogue between scientists, policy makers and civil society, letting the voice of the final users, especially small farmers, be incorporated in societal choices engaging future research. GFAR will help facilitate regular agriculture and rural development foresight by convening “Policy Dialogue Platforms (PDP)” for implementing agencies concerned at international, regional and national levels where the results of the AR4D-FTP will be debated by representatives of civil society and policy makers who will be informed about the implications of their choices. 3. Building capacity of all stakeholders to be able to think ahead when collectively adjusting the content of AR4D to societal needs. GFAR will contribute to the collective capacity building, region by region, starting with Africa, by supporting a “Global Foresight Academy (GFA)” that will develop the skills and capabilities of young professionals and support foresight activities on high-priority issues across GFAR constituencies. These three elements compose the core of a potential work plan for GFAR in relation to its duty to inform the first of the six strategic elements of the GCARD1 Roadmap: “Inclusively defines key AR4D priorities and actions, driven by evolving national, regional and global development”.Contributed by: Robin Bourgeois, Senior Foresight and Development Policies Expert, GFAR Secretariat, robin.bourgeois@fao.org Ralph von Kaufmann, Technical Coordinator, FARA, r.vonkaufmann@fara-africa.org Please see this link for the full pdf of this document. Last updated on:Mon Jul 25 15:52:23 CEST 2011 ArchiveSite Map | Contact us | Contact webmaster | About this website |
Most business incubation environments will combine elements of each, and this article highlights the pros and cons of each and provides guidance in choosing the right mix It is often best to combine elements of all three of the modelsAnother strategy is to generate revenue from non-business incubation activities such as consulting