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154 on various aspects of fruit and honey processing. Business development training was also provided to more than 70 ToTs across 19 towns in SNNPRS. Results In this final section we list the outputs and outcomes of BOAM interventions in the four fruit value chains whereby: • Outputs are defined as: “the products and services which result from the completion of activities within a development intervention.” • Outcomes are defined as: “the intended or achieved short-term and mediumterm effects of an intervention’s outputs, usually requiring the collective effort of partners. Outcomes represent changes in development conditions which occur between the completion of outputs and the achievement of impact.” BOAM’s outputs • 50,000 smallholder farmers benefitted from BOAM-supported extension work in the fruit value chains; • Trust was enhanced and linkages establishment between processors/wholesalers and farmers’ organisations; • Value chain coordination groups and extension forums took ownership for coordinating and steering value chain development and extension; • 16 cooperatives received support in strategic planning and business management; • Knowledge and skills on appropriate technologies, inputs and other services tested and brokered between research institutions and producer support organisations; • 1200 hectares of land earmarked for development by pineapple investors. BOAM’s outcomes • Smallholder farmers have greater access to high quality planting material. Appropriate technologies were applied for the propagation of various fruits (tissue culture for pineapple, top-working grafting techniques for mangoes and mist propagation for apple seedlings). • Extension services to improve husbandry in each of the three value chains have been established. • Apple productivity gains for one 600-member cooperative nearly tripled between 2008 and 2011, from 53 to 142 kg per farmer per year. As a result of increased fruit quality, the fruit fetched higher prices in urban retail markets and income from apple sales rose from 77 to 131 US$ per farmer per year during this period. • In 2008/2009 four cooperatives reported that engaging in business relationships with wholesalers had resulted in an average increase of annual income of 80 US$ for 800 farmers. This amount is roughly equal to the cost of services provided by BOAM. In other words, the pay-back period for this investment was only one year. Total fresh apple production in Chencha alone increased from 32 tonnes in 2007 to 180 tonnes in 2011. • Following the signing of a supply contract between africaJUICE and two cooperative unions, the cooperatives delivered 749 tonnes of fresh mangoes in 2010. The cooperatives’ 1,600 members benefitted from an increase in their annual income.
Conclusion After several years of BOAM support the upgrading of three fruit value chains to deliver high quality fresh and processed fruits markets is taking shape. Smallholder farmers and other chain actors have better access to services, inputs, new technologies and market information. Training methods have been developed that can be delivered to farmers at at a cost that they can afford. This opens up opportunities for private sector providers of extension services to enter the market. Furthermore, farmers’ cooperatives have been strengthened to the extent that they can directly engage in business relationship with processors. This has contributed to shortening the value chain and the associated reduction of transaction risks and costs. It has also created incentives for smallholder farmers to invest in productivity and quality improvements that have enhanced their income from fruit production. References Government of Ethiopia (2010) Agricultural Sector Data, Central Statistical Agency, Addis Ababa Maastricht School of Management (2011) Multi-Stakeholder Platform Contribution to Value Chain Development: The Pineapple Value Chain in Ethiopia, Partnerships Resource Centre/SDC-Project #594, Maastricht YONAD (2011) Market Study, Competitiveness and Strategic Fit Analysis for Fruits: Mango, Apple And Pineapple, SNV Netherlands Development Organisation, Addis Ababa Annex 4 155
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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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several hundred members, PLCs are c
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andom sample of 100 smallholder far
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Figure 6.3 Honey sales (in ETB) as
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services enhanced their reputation
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Table 6.2: Effects of value chain i
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2.3 Entrepreneurial and technical c
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farmers are willing to allocate to
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• Practitioners should pay attent
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100 level of market demand, which d
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102 value chain), beehives and colo
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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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