Pro-Poor Value Chain Development - Capacity.org

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134 • Eight FCUs started innovative seed multiplication schemes and provided training to their members with a view to achieving self-sufficiency in high quality planting material. • A private vocational and technical training school provided technical training to 33 staff members from a private oil processing company, which contributed to improved processing capacity at the plant. • A value chain investor established a new oilseed processing plant in the vicinity of Addis Ababa and has start processing high quality products to the EU and Middle East markets. BOAM’s outcomes • BOAM engagement in the oilseeds sub-sector has attracted new investors in oilseed processing and export. • The strengthening of the oilseeds value chain has contributed to a substantial increase in oilseed exports. • The government of Ethiopia has identified oilseeds and food oils as a priority sector in its 30 year agro-processing masterplan. • The Ethiopian Consumer Protection Association has highlighted issues of food oil quality to the Ethiopian society through different media and communication tools. • The Ethiopian Quality and Standards Authority has enhanced law enforcement by closing sub-standard oil mills in Addis Ababa. As a result, most members of the Addis Ababa Oil Millers Association have upgraded their cottage oil processing facilities into semi-refinery plants, and six processors with sufficient resources have converted their cottage mills to refinery-level processing plants. The remaining millers have indicated that they will also upgrade their plants in future. • About 5,400 smallholder farmers from Didaa and Ambo FCUs achieved increased Niger seed and linseed yields of up to 58% after applying improved agricultural practices and the use of improved seeds. Follow up training and coaching support by an experienced seed technologist has further assisted farmers to multiply improved planting materials on their own plots, achieving self-sufficiency in high quality seeds for the two FCUs. • One private company has created an outgrower network of 5,000 smallholder farmers and has started piloting extraction of cosmetic olive oil from indigenous olive seeds. The company has also introduced exotic olive varieties for harvesting of olives and oil extraction for consumption.
Conclusion BOAM’s efforts to enhance value chain upgrading in the oilseeds sub-sector initially focused on providing capacity development support to Farmers’ Cooperative Unions upstream of the chain in order to address immediate supply constraints. However, the anticipated rise in demand from the middle section of the chain emerged quite slowly and was limited to a small group of processors. According to Muradian et al (see Chapter 6) this was evidence of the weak ‘pulling effects’ of the interventions, which created insufficient incentives for farmers to engage in production increases, as happened in the honey chain. Another factor that contributed to a lack of incentives for farmers and processors to invest in quality improvements was the thriving trade in illegal crude oil. A ban on sales of crude oil for consumption due to the associated health hazards was not enforced. In fact, despite its higher cost in comparison to refined imported oils most consumers prefer the colour and smell of crude oil from local oilseeds. This established market for local crude oil made value chain upgrading a difficult undertaking. In this context there are two possible pathways to encourage value chain actors to invest in improving oil quality and further upgrading of the chain. The first avenue is legislation: enforcing the ban on crude oil and existing standards for refined oil. However, a more viable option, given strong local demand for unrefined oil, is to explore processing technologies that take into consideration consumer preference for the characteristics of crude oil. It is possible to introduce standards for cold pressed oil, which has the same colour and taste as crude oil but without harmful impurities. The development and enforcement of such standards would generate an incentive for smallholder farmers as well as processors to invest in improved quality. The value chain coordination and governance structures that would emerge from such a process would also enable the chain to explore opportunities to access the international as well as the emerging local market for refined food oil. References Agonafir, Y. (2005) Strategic Intervention Plans for Four Selected Value Chains and Two Reserve Chains, SNV Netherlands Development Organisation, Addis Ababa OECD (2010) Glossary of Key Terms in Evaluation and Results-based Management, OECD Development Assistance Committee, Paris Annex 2 135
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Copyright © SNV Netherlands Develo
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Contents Contents .................
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Contributors Eleni Abraham Eleni ho
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Timoteos Hayesso Timoteos holds a B
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Worku Tessema Worku Tessema holds a
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changing systems that require new s
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Foreword The Embassy of the Kingdom
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It is now time to focus on another
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Tables 3.1 Overview of BOAM’s kno
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ILRI International Livestock Resear
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24 transactions and production proc
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26 BOAM’s approach to value chain
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28 • Business development • Kno
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Chapter 1 Sector development Juerge
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Another major change was in the lan
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Support for sector association stre
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It should be noted here that as an
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Box 1.4 continued Other projects fu
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42 B2B & PSS PGS C R P/T/E FO F I C
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44 Business-to-Business (B2B) devel
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46 Box 2.3 continued Subsequently,
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48 Value chain financing A key bott
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Chapter 3 Knowledge development, in
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Figure 3.2: The innovation system (
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Description of types of knowledge n
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Establishing knowledge development
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In June 2011, BOAM organised a majo
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Four of the knowledge needs listed
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Chapter 4 Strengthening providers o
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Figure 4.1: Types of business devel
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• Continuous on the job training
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Professionals and Competency Pool p
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Conclusion With its BDS strengtheni
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74 • Mapping the positioning of d
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76 Box 5.1: Continued Likewise, the
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78 stakeholders. One of the benefit
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Chapter 6 Study on BOAM outcomes Ro
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Page 140 and 141: 140 Natural and genetic resources:
Page 142 and 143: 142 Business development Business d
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Page 158 and 159: 158 Upgrading capacity We consider
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Page 162 and 163: 162 References Altenburg, T. (2007)
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