Pro-Poor Value Chain Development - Capacity.org

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In 2008 and 2009 BOAM, in partnership with ECBP and the Interchurch Organisation
for Development Co operation (ICCO) established a joint Competency Pool, in which
40 BDS providers from government, NGOs and the private sector were trained
in value chain analysis and development using a mix of theory and practice. The
practice element consisted of a value chain analysis assignment at the end of the
one-year training programme. During the programme trainees worked in small
groups designed to maximise peer learning and stimulate them to develop networks
of professional relationships.
Box 4.2 Benefi ts of the Competency Pool
Fulfi lling different assignments for BOAM within the honey value chain and the
support given to me through professional coaching and regular feedback has
helped me to strengthen and further build my career.
I was trained in value chain development and facilitation for one year under
the joint SNV, ICCO and ECBP Competency Pool. As a result, I have acquired
additional practical skills through conducting a value chain analysis in the
oilseed value chain. I have also developed my skills related to meeting
facilitation, discussion and communication as a result of frequent interaction
and communication with clients. In addition to the skills gained, these
engagements have given me an extended network for additional assignments
from other (senior) consultants. I used to work as freelancer, but by working
with BOAM, I have obtained my own consulting license, which has been my
dream for a long time.
Consultant, Rahel Business Training and Consultancy Services
”Participating in the Competency Pool helped me to gain new knowledge and
skills. This has allowed me to enter a new market on value chain development.
At the moment, I am getting additional assignments, which has enabled me
to earn more income. I am grateful to the programme organisers and funding
organisations.”
Consultant, Diligence Consultancy Service Plc
A farmers’ leadership
training session facilitated
by BDS service provider
Target Business Associates
3. Creating greater demand for business development services
One of the fi ndings of the GIZ study mentioned earlier in this chapter was that many
private sector BDS providers, who need to charge for their services, face competition
from donor-supported development agencies that offer free support. One of the
approaches taken by BOAM to increase demand for local BDS providers was to
outsource SNV’s services as much as possible, hence limiting the direct involvement
of SNV advisers in providing such services. Following the completion of the Young