Case stories on capacity development and sustainable results

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38 Capacity: ResultsBetter harvest collection practices broughtefficiency gains to both farmers and processors.A rural market information systemempowered farmers, better price arrangementsbenefitted both farmers andtraders, and more effective practices andimplements were extended. Banks, meanwhile,created new financial products forsmall farmers, and a number of actorsjoined to successfully advocate for moreconducive government policies and financingfor this sub-sector.In the former conflict areas of eastern,northern, and northwestern Uganda particularly,the sunflower industry was revivedand annual production rose steadilyto over 300,000 tonnes in 2009. The priceof oilseeds also grew from some UGS 200per kilo (€0.05) in 2007 to UGS 700 per kilo(€0.18) in 2010, with a corresponding risein farmer incomes. Poor households alsobenefitted from more stable conditions formarketing their product. Some 100,000farmers now produce oilseed, benefittingmore than 500,000 people. It is estimatedthat in the long term, some 400,000 farmersand their families could benefit.Enhanced performanceThe interventions helped create multistakeholderdialogue and actions. Theymade producer groups stronger, whichCapacity development investmentsMulti-stakeholder platforms are a key vehicle forbuilding the value chain. They promote sharedunderstanding, collaboration, and innovation.Promotion of dialogue and relations betweenactors in the value chain.brokered access to value chain financing.Creation of business-to-business links andorganization of service providers themselves intoclusters.Advocacy for more effective public policy.helped them develop into market-led cooperatives.They also brokered access tovalue chain financing, created businessto-businesslinks, helped service providersorganize themselves into clusters, andsupported advocacy for effective publicpolicy management.SNV Uganda involved local capacitybuilders in planning, processing, implementing,and evaluating the activities,and in documenting the results.The key growth in capacity has been thedevelopment of multi-stakeholder relations,which have been substantiallyimproved by active dialogue. An externalevaluation, using the 5C framework,showed that the ability to relate has grownstrongly, both within the value chain andwith external actors. That, in turn, has significantlystrengthened the value chain’sability to deliver meaningful developmentresults.
UGANDA39Support to the capacitydevelopment processNational investmentsThe potential of the vegetable oilseedsubsector has been realized by the valuechain actors themselves. These actorsgenerated further interest in the sector’sdevelopment among donors and otherdevelopment organizations, researchers,public institutions, NGOs, and local andinternational financial institutions.Government policies on liberalization andprivatization were conducive to the sector’sdevelopment by creating an enablingenvironment for investments. Restoredpeace provided political stability, which,in turn, contributed to the return of farmingfamilies. Production was also boostedby rising global food prices and a high nationalpopulation growth and demand forfood, including cooking oils. An expandingdomestic market and the wider EastAfrican market have contributed to makethe sector more dynamic.Find out morePlease contact Bernard Conilh de BeyssacSenior Advisor, Agriculture, SNV UgandaEmail: bconilh@snvworld.orgPhone: + 256 414 563 200Web: www.snvworld.orgUgandan commercial banks also supportedthe process. An agricultural loan guaranteescheme with Stanbic CommercialBank was negotiated for oilseed farmersto access loans for ploughing implementswith a 50 percent guarantee from donors,which benefitted 50,000 producers. TheCentenary Bank developed an AnimalTraction Loan (leasing), secured by businesscontracts between farmers and processors,using farmers’ Savings and CreditCooperative Organizations.Development partners’ supportSNV collaborated with Wageningen andMakerere universities, local consultants,and NGOs to provide flexible capacitydevelopment for the multi-stakeholderprocesses and to groups within the valuechain. The team provided between 100and 300 days of input per year.As the collaboration within the value chaingrew, it attracted donor contributions. Thenational multi-stakeholder process negotiateda guarantee scheme from DANIDAfor the Uganda National Agro Dealers Associationto access imported hybrid seedsfrom Mukwano Industries and to distributethem to farmers. USAID and DANIDAsupport helped to set up practical demonstrationsof how to improve agronomypractices. IFAD and the Uganda Governmentcommitted to support the productionof local hybrid varieties.
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Page 5 and 6: iiiForewordAbout the publicationAck
Page 7 and 8: vthe necessarily long-haul efforts
Page 9 and 10: viiin turn, have contributed to bet
Page 11 and 12: nard Conilh de Beyssac, Jan Ubels,
Page 13 and 14: xi►► Results focus is critical
Page 15 and 16: 1ALBANIA - Strengthening localgover
Page 17 and 18: albania3the chairmanship of the Kuk
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Page 21 and 22: hutan7BHUTAN - Building capacitiest
Page 23 and 24: hutan9Between 2001 and 2006, the Go
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Page 31 and 32: kenya17Some major results include t
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Page 37 and 38: NIGERIA23Its improved organizationa
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Page 41 and 42: PAPUA NEW GUINEA27cial and Local Go
Page 43 and 44: PARAGUAY29Firstly, the Ministry of
Page 45 and 46: São Tomé e Príncipe31São Tomé
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