Feed the Future Bangladesh Agricultural Value Chains Activity s Work in Horticulture Market System

Transcription

1 Feed the Future Bangladesh Agricultural Value Chains Activity s Work in Horticulture Market System

2 Discussion Outline AVC Basics AVC s Market Systems Approach AVC Horticulture Interventions Results to Date

3 Feed the Future Bangladesh Agricultural Value Chains Activity Feed the Future 34 million USD August 2013 to July 2018 Market systems approach to achieve economic growth and enhance long-term food security in the Southern Delta of Bangladesh Eight crop categories/value chains tomato, summer vegetables (cucumber, pumpkin, pointed gourd, bitter gourd, eggplant), pulses, mango, groundnut, potato, natural fiber, and flowers 3

4 Understand why things work the way the do AVC Implication: Durability through systems thinking adaptation Facilitate new patterns by targeting leverage points Self Organization Emergence Amplify systemic pressures to reinforce new self organization patterns Non Linear Change Adapt to evidence and observations Amplify momentum around initial change 4

5 Key Message: Facilitate systemic change through market actors self-interest Farmer impacted by incentives and biases from many parts of society If only look at and work with farmer (micro level) will miss all the other influences Consider and work at multiple locations/levels in the system Intervene to align changes in multiple locations/levels that reinforce systemic change goals Incentivize the systems to function differently because it is in the market actors interest to function that way 5

6 AVC Implication: Catalyze change in how farmers participate Facilitate emergence of more structured supply chains Catalyze performance driven supply chain management practices Amplify pull incentives from consumers Catalyze marketing capacity to influence and build trust with consumers leading to price/grade differentials Facilitate emergence of more structured input distribution networks Catalyze performance driven, mass-market and customer oriented distribution practices Amplify farmer/customer pull incentives Resilient System Catalyze marketing capacity to influence and build trust with consumers leading farmer confidence in input investments 6

7 Key Message: Change the drivers that influence system behavior Other Market Actors Farmer Incentives & Biases Systemic change is about changing the drivers/biases that direct the way the market system self organizes over time It is key not to just focus on one-off changes/technical fixes Catalyze change from within the market system E.g. training a farmer versus changing the drivers of farming practices 7

8 AVC Implication: Catalyze Systemic change Catalyze improved link/transition/feedback between research and commercialization Academic to business linkages/cooperation Marketing, promotion and distribution of new technology Facilitate change in consumption patterns around horticulture Use of marketing/behavior change communication to raise the value of consuming highly nutritious horticulture crops Facilitate improved cooperation Leverage stakeholder methods to foster improved responses to opportunities and threats Foster emergence of key service markets ICT, marketing, events planning, financial services, communications, etc. Catalyze emergence of growth-oriented SME businesses Clusters of similar firms supported via peer2peer and accelerator 8

9 AVC Implication: Systemic change interventions in horticulture Catalyze change in aggregation function by training traders in clusters using peer2peer methods Foster stronger pull incentives by growing quality conscious consumer segment using marketing and branding Facilitate improved supply chain management that provides traceability in support of marketing and branding strategies working with Global Gap Facilitate year round production through improved distribution networks for new/improved varietals and inputs such as IMP technologies Catalyze improved distribution of and investment in land prep, irrigation, cold chain, ripening, and other relevant equipment/technologies Foster emergence of robust bio fertilizer production and distribution networks targeting horticulture farmers Catalyze emergence of robust transportation and packaging support markets targeting horticulture market system 9

10 AVC Implication: Collaboration with Hort Lab UC Davis Conducted training on post-harvest management of horticultural, pulses and fiber crops in the USA representatives from GoB and private sector participated in the training Continued collaboration and technical support as and when required 10

11 AVC Implication: Collaboration with IPM Lab Virginia Tech Dr R. Muniappan, Director, IPM Innovation Lab, Virginia Tech, USA, facilitated a seminar on IPM practices in horticulture in Jessore: The seminar cover important topics such as managing tuta absoluta Involved GoB, NGO and other stakeholders to aware on Tuta Absoluta Virginia Tech support AVC in designing an IPM exposure visit in India 11

12 AVC Results: Farmer Performance Metrics Total 10,003 farmers have been trained till Q3-FY16 under summer basket-bitter gourd, cucumber, eggplant, pointed gourd and pumpkin working with 14 implementing partners; 51,000 vegetable farmers benefited by end of project 49 percent farmers applied improved technology and/or management practices 79 percent yield increase (19 MT per hectre base year farmer yield) 360 USD increase in sales per farmers from vegetables using average land 0.16 ha/farmers 147 percent annual income change (USD 222 income per farmer base year 2014), 12

13 Business Growth Adding Value AVC Impact: Ensure durability through effective adaptation Adapting strategically over time Managing market actors for results -- self selection Aligning change drivers across scales locking in improved incentives Inclusiveness Improved Connectivity 13

14 THANK YOU