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Of the six categories, market challenges were often the most serious with over 90% of cases
being affected whether by poorly developed markets – 95%, low prices – 81%, or high input
costs – 91%. All cases were challenged in one way or another by poor support services notably
lack of knowledge/poor extension – 100%of cases, lack of access to inputs – 90%, lack of credit
– 67% and lack of or inappropriate research – 62%. Institutional challenges included weak
institutional structures – 86% and poorly organised farmers – 90%, with conflicts between
stakeholders accounting for 48%. With regards to farming systems, pests and diseases were
stated as being the greatest challenges – 86% of cases, lack of suitable varieties – 81%,
low-quality produce – 76%, declining production – 67%, and poor NRM – 43%. Clearly these
challenges are interrelated with one often being the consequence of another.
Inappropriate policy was regarded as a challenge in 57% of cases and although poor
infrastructure was regarded as a challenge in only 38% of cases, poor marketing facilities – 95%
of cases were often tied to poor infrastructure.
Stakeholders and their roles during the innovation process
Stakeholders came from the entire spectrum of the public, private, and NGO actors across
the economy, undertaking roles that evolved over time, details of which are shown in Annex
1. Interaction, collaboration and coordination were essential components of all cases, often
achieved through a process that assisted in bringing together the actors, changing attitudes
and building partnerships based on shared concerns and a need to identify opportunities for
improvements. In some cases farmers themselves took an active role in the early stages, but in
most the public sector took the lead in providing policy guidance, research and other support.
In some cases NGOs or private commercial companies took the initiative with donor funding
playing an important role in most cases.
Coordinating roles
At the start of the innovation process responsibility for coordination was often shared,
especially where primary production and processing activities had not been linked previously.
Often it was research or another public-sector body that took the lead, with NGOs playing
a support role for farmers especially during early stages. In only two cases were farmers
sufficiently organised to take the lead at the start of the innovation process, this often being
triggered by a commodity or sector study presented for stakeholder discussions and leading
to recommendations to government for policy changes. Special projects, often donor-funded
played an important role in coordinating stakeholders, with research often taking an early lead
(Figure 4 and Table 5)
As the innovation process continued coordination often shifted to farmer organisations taking
greater interest and sometimes assuming leadership as their capacity for this role increased.
Backstopping for weaker partners formed an important service provided by research, NGOs
and occasionally the private sector. It was also apparent that local or district government
representatives played an increasingly important role, as the research lead reduced and local
capacity and capability increased.
86 Agricultural Innovation in Sub-Saharan Africa