The objective of this paper is to analyse the olive oil value chain (OVC) in the Governorate of Medenine (south-east of Tunisia) and the relationships between its main operators for an effective involvement and better performance and resilience of olive sector. Based on semi structured interviews and participatory multi-stakeholders’ workshops, OVC has been analysed and described. MACTOR approach has been applied to establish linkages among chain operators and activities in a partnership approach.
Also known as CD4AIS. This interactive guidebook brings together tools and resources to help practitioners design and implement capacity development activities with an innovation systems approach in mind. The guidance provided here is not prescriptive.
Local banks, NGOs and public institutions worked closely to ensure that women could access loans, join associations and have their voices be heard in collective decision-making processes. It also allowed these women and their communities to make collective investments that would increase their production, stabilize and diversify their nutrition, and ultimately achieve a better life.
Learn about the Women’s Empowerment Farmer Business Schools (WE-FBS) implemented in Kenya through FAO’s Flexible Multi-Partner Mechanism (FMM). The approach prompts men and women to reflect critically on their roles, resources, and activities in farming, and to develop strategies that are needed to maximize their commercial potential.
The project’s overall objective is to improve the rural population’s resilience to food insecurity by increasing their income through Castor oil plant, Honey, Beans and Goat value chains. GIZ is contributing to the Androy, Anosy and Atsimo- Antsinanana regions’ economic development and aims to integrate mainly vulnerable households in these chains, especially households run by a woman. GIZ has selected high potential sectors and wants to make sure that they can adapt to climate change.
L’objectif général du projet est d’améliorer la résilience de la population rurale face à l’insécurité alimentaire en augmentant leur revenu à travers la promotion des chaînes de valeur. La GIZ contribue au développement économique dans les régions Androy, Anosy et Atsimo Atsinanana et vise surtout à intégrer des ménages vulnérables dans ces chaînes, notamment les ménages dirigés par les femmes. La GIZ sélectionne des filières à haut potentiel et souhaite les adapter aux changements climatiques.
Coffee is one of the key agricultural commodities in the Government of Uganda’s pursuance of economic growth and job creation, especially for the rapidly expanding youth population. A significant number of job opportunities exist for young people along the coffee value chain, not only in production but increasingly in processing, trade and marketing, as well as service provision.
This case study presents an analysis undertaken for the IFAD-funded Agropastoral Value Chains Project in the Governorate of Médenine, Tunisia. High-resolution imagery makes it possible to track the development of roads, buildings, irrigation schemes, and other types of investments. Over 140 km of road constructed or rehabilitated by the project are easily detectable on satellite imagery.
The publication looks at innovations happening at all stages of the food value chain: from production to manufacturing and retailing. This also includes the extended value chain, for example input supply, financial services and agribusiness support services. Yields are improving and primary production is becoming more resilient as a result of digital technologies such as precision agriculture, agricultural drones, and digital farming services and marketplaces; and novel business models such as plant factories, crowdsourcing for farmers.
The purpose of this methodological guide is to outline how to conduct an empirical assessment of the current landscape of women’s small-scale fishery (SSF) organizations. Applying this methodology will enhance understanding of where women are organized in SSFs (both geographically and within the value chain); what their present organizational characteristics and capacities are; and their primary needs.