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Introduction
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The
private sector component
of the programme focuses
on developing business services to farmers and entrepreneurs along
the whole agricultural value chain. This component will identify
leverage interventions and win-win strategies for actors in whole
value chains. The
main approach will be to develop capacities of service providers in
the areas relevant to constraints and opportunities identified in the
various value chains.
This approach is also in line with best practices in BDS programmes
where the facilitator’s role is separated from that of service
providers.
Programme
structure
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SNV
has set up a programme management unit (PMU)
which has specialised
advisors at national level and who work flexibly in all areas of the
agricultural value chains. The PMU also
has
the task of coordinating with the public component
of the programm and other relevant
stakeholders by networking and facilitating public private dialogue
platforms.
Value Chain Development
combined
with Business Development Services
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The overall
approach adapted for this programme combines the value chain and sub
sector BDS market development concepts. Whilst the value chain
entails an integrated analysis and planning from input supply, production,
processing and marketing, the sub sector BDS market development further
requires that delineation of functions be made between donors,
facilitations, service providers and clients/beneficiaries.
Time frame
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The overall programme period is 5 years, starting from
August 2005. The target
group are market oriented farmers and medium and small enterprises
involved in agribusiness and their respective organisations. The
geographical coverage includes the Southern and Oromia regions. The
programme aims at improving the access to markets for small and medium
agribusiness players along selected value adding chains.
Assessment of
up-dated data has been undertaken, information gathered and contact to
important stakeholders made. A first draft of the inception period is
established and in the process of discussion.
The
identification process of the value chains has taken paste. An
international working team has been recruited and has been engaged in
field research. By March 28th the working team has gathered a
total number of 29 value chains which is base of in-depth discussions with
stakeholders of the public and private sector. A technical workshop with
stakeholders of the private and public sector of the two regions of
intervention and the team of experts recommended the following value
chains:
-
Milk and
dairy products
-
Honey and
honey products
-
Edible oil
(oil seeds)
-
Pineapple
Women Participation
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In
order to strengthen the gender equality orientation of the programme,
we agreed to start two interventions focussing on women empowerment
within our value chain development activities:
Quarterly training
workshops with women entrepreneurs (ILO GET training module)
ILO has a elaborated
5-day training workshop programme called:
Gender and Entrepreneurship
Together
(GET)
In collaboration between
SNV-BOAM and the ILO-WEDGE programme we will cary out quarterly
training workshops for up to 25 women involved in our value chain
development activities.
Quarterly women's network meetings
In adition to the workshop
we planned to organize quarterly network meetings of women involved in
the value chain development activities: About 30 women of all value
chains will come together for 2 days. First discuss their professional,
personal and gender related problems and solutions and then carry out a
field visit to Merkato in order to analyze in an
action-oriented approach the commercialisation-side of their respective
value chain. At the end of the network meeting, fulfillment of
expectations and recommendation for the next meeting will be discussed.
A woman facilitator will moderate and document the meeting. The
programme of the first meting is rather open and flexible, because it
will be up to the women themselves to discuss on how to organize.
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