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Box 2: Types of innovation (derived from World Bank, 2007) Planned innovation includes: A foundation stage that government supports through research and/or policy interventions, during which priority sectors and commodities are identified. An expansion phase, where government intervenes with projects or programmes to link actors in the innovation system. Opportunity-driven innovation includes: A initiation stage, where the private sector, sometimes with the support of NGOs, takes the lead, and companies or entrepreneurs identifies market opportunities. An emergence stage, where the innovation takes off, often with rapid growth driven by the private sector, but is recognised by government and sometimes supported by NGOs. Prior to this there may be an uncoordinated or remedial phase, when the innovation faced stagnation or pressure to innovate further because of competition, particularly from other countries, changing consumer demands, or trade rules. Self sustaining innovation The ultimate phase of development for both planned and opportunity-driven innovation is a dynamic system that is neither public nor private sector led, but characterised by a high degree of public and private interaction and collaboration in planning and implementation. Such a system is agile, responding quickly to emerging challenges and opportunities and delivering economic growth in a socially inclusive and environmentally sustainable way. Factors that trigger innovation tend to be either policy- or market-driven (World Bank, 2007). Either the public or private sectors can initiate them. The initial context helps to shape both the type of intervention and by which sector it is initiated. Both public and private can lead to selfsustaining and dynamic systems of innovation (Box 2 and Table 2). Table 2 outlines the elements and characteristics of planned and opportunity-driven innovations, showing in the planned innovations movement from the initial context, either a pre-planning or uncoordinated stage where individuals and institutions are in place but working in isolation, often with limited trust and collaboration. In this situation little appropriate research takes place often in an ‘ivory tower’, access to information is difficult and training is limited. In public sector led innovation, two stages are identified: a foundation and an expansion phase. In the foundation stage, a strong public sector works alongside an increasing or emerging private sector. Research may still take place in isolation with limited interaction between stakeholders, but may be more relevant than in the initial context, even in the absence of incentives for this to occur. During the expansion phase public, private and civil society actors take an increasing interest and coordinating bodies for innovation are likely to emerge, often with individuals as ‘champions’ that can drive and coordinate new initiatives. Two stages (initiation and emergence) have also been identified in opportunity-driven innovation. The starting point is often stagnation in the sector, where actors may be in place, but there are few linkages and little coordination. There may be independent but uncoordinated efforts at making improvements, but with weak collaboration and an absence of incentives for 12 Agricultural Innovation in Sub-Saharan Africa
Table 2: Elements and characteristics of public and private sector initiated innovation Element/ stages Main actors Public and private sector Attitudes and practices Interaction patterns Enabling environment Phase based on Figure 2 Initial context For either public- or private-sector led Planned innovation (usually public-sector led) Opportunity-driven innovation (usually private-sector led) Pre planning Uncoordinated Foundation Expansion Initiating Emergent Strong public sector Ivory tower – working in isolation Limited trust Very limited interaction Lack of access to information Very limited or inappropriate research and training available Actors in place but little coordination Uncoordinated independent attempts at improvement Increasing private sector Traditional roles predominate Weak collaboration Limited interactions occurring Incentives for research, training and finance not in place Research and training occurring Limited incentives for private sector Public, private and civil society actors Emerging coordinating bodies Willingness for collaboration Interaction well developed within clusters Incentives for training and private sector activity in place Private sector and civil society actors in place with some coordination Opportunistic behaviour from the private sector Primarily private sector accords Self-reliant private sector Limited networking Informal private sector networks Very limited or inappropriate research and training available Limited contact with research Incentives for research, training and financial sector participation not in place Sustainable innovation Coordination bodies well positioned to support all actors Openness in partnering, collaboration and inclusion A dense network of interactions Incentives for research, training and financial sector participation - 1 2 1 2 3 Source: Modified from World Bank, 2007 Innovation approaches and interventions 13
Page 1 and 2: Agricultural Innovation in Sub-Saha
Page 3 and 4: Agricultural Innovation in Sub-Saha
Page 5 and 6: Contents Acknowledgements 1 Forewor
Page 7 and 8: Acknowledgements This review examin
Page 9 and 10: Foreword Sub-Saharan Africa (SSA) f
Page 11 and 12: • Traditional sectors including s
Page 13 and 14: • An IP comprised of partner orga
Page 15 and 16: Innovation approaches and intervent
Page 17: Figure 1: A typical agricultural co
Page 21 and 22: Integrated agricultural research fo
Page 23 and 24: Figure 2: Conceptual framework for
Page 25 and 26: Table 3: Innovation case study char
Page 27 and 28: THE CASE STUDIES Eastern Africa Sou
Page 29 and 30: Interventions and the roles of diff
Page 31 and 32: including policy, production, marke
Page 33 and 34: Achievements. The evolution of the
Page 35 and 36: value chain from producers through
Page 37 and 38: • Transport is handled by private
Page 39 and 40: major consumers of export vegetable
Page 41 and 42: • Policy: A National Horticulture
Page 43 and 44: Lessons that militate against scali
Page 45 and 46: Activities contributing to the late
Page 47 and 48: When a new Government took over in
Page 49 and 50: mini dairies in the country selling
Page 51 and 52: (BCPA), an association representing
Page 53 and 54: smallholder farmers in the Shire Va
Page 55 and 56: Malawi, overcoming market challenge
Page 57 and 58: Box 4: NASFAM structure The Nationa
Page 59 and 60: Malawi, Increasing the availability
Page 61 and 62: pre-breeders seed to be released by
Page 63 and 64: commitments. The high price of inpu
Page 65 and 66: and improving NRM. As such, the IP
Page 67 and 68: large-scale farmers but also for sm
Page 69 and 70:
West Africa Cameroon, production an
Page 71 and 72:
indirectly involved in the industry
Page 73 and 74:
household incomes have risen by an
Page 75 and 76:
Other key interventions provided by
Page 77 and 78:
Initial challenges. The key challen
Page 79 and 80:
environment and incentives for prod
Page 81 and 82:
Lessons learned. Successful innovat
Page 83 and 84:
(Nigeria First, 2005). PICPE brough
Page 85 and 86:
human foods, future expansion will
Page 87 and 88:
Activities have included: analysis
Page 89 and 90:
poor road access, lack of power and
Page 91 and 92:
Institutions Markets Support servic
Page 93 and 94:
Table 5: Coordinating roles at the
Page 95 and 96:
mite and the viruses that cause cas
Page 97 and 98:
Figure 6: Private sector roles Priv
Page 99 and 100:
With regards to research, there is
Page 101 and 102:
Figure 8: Consequences of stakehold
Page 103 and 104:
Before Innovation After innovation
Page 105 and 106:
cooperation, builds trust, and esta
Page 107 and 108:
laboratories as well as effective b
Page 109 and 110:
Improving access to information, kn
Page 111 and 112:
Annexes Regions, authors and case s
Page 113 and 114:
Kenya’s dairy sector Organisation
Page 115 and 116:
Kenya’s horticulture with special
Page 117 and 118:
Uganda’s dairy industry Organisat
Page 119 and 120:
Malawi, building public-private par
Page 121 and 122:
Malawi, increasing the availability
Page 123 and 124:
Zambia’s conservation agriculture
Page 125 and 126:
Cameroon’s garlic industry Organi
Page 127 and 128:
Ghana’s growing cassava sector Or
Page 129 and 130:
Nigeria’s cassava production and
Page 131 and 132:
Annex 2: The role of the public sec
Page 133 and 134:
Policy and regulatory framework Uga
Page 135 and 136:
Policy and regulatory framework Inf
Page 137 and 138:
Ghana’s growing cassava sector Pr
Page 139 and 140:
Main types of interaction Consequen
Page 141 and 142:
Southern Africa Main types of inter
Page 143 and 144:
West Africa Main types of interacti
Page 145 and 146:
Main types of interaction Consequen
Page 147 and 148:
FAOSTAT. (2010) Food and Agricultur
Page 149 and 150:
Century and Beyond. Republic of Ken
Page 151 and 152:
Acronyms and abbreviations AAK ABU
Page 153 and 154:
EARO EC ECABREN ECGPEA ECX EAPGREN
Page 155 and 156:
LGA MAAIF MAHUDE MAL MBS M&E MARD M
Page 157:
SHEPUP SHoMAP SIDA SOFECSA SPDC SPE
Page 160:
Forum for Agricultural Research in
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