Suchergebnisse

In this chapter, we use recent data on almost 7,000 smallholders and 395 water user associations (WUAs), along with propensity score matching (PSM) and regression analysis, to quantitatively assess whether membership in producer organizations affects technical efficiency of smallholders and whether the design and governance of such organizations affects the organizations' performance. Our results reveal that membership is associated with greater efficiency and that the design of organizations and their governance can enhance their commercial performance. Policymakers would thus do well to work with producer organizations and further build their governance capacity and membership base for successful implementation of the country's agricultural development strategy. ; PR ; IFPRI4; ReSAKSS ; AFR

This study presents a stylized but insightful diagnostic of the problems limiting collective action in Ghanaian farmer-based organizations (FBOs). In our analysis, we use a structure-conduct-performance framework, econometrics, and new primary data for 500 FBOs collected through surveys and games. We find that most Ghanaian FBOs are inactive, failing to mobilize their members into any sort of collective action. To understand why this is so, we postulate that in rural Ghana, four typologies can be used to classify FBOs and to distinguish them on the basis of their membership structure and rules of conduct. We then show that FBOs fail to mobilize collective action whenever their structure and conduct are not aligned. In particular, misalignment leads mainly to problems of access to external credit and to a lesser extent to problems of internal cohesion. To maximize collective action, this study recommends the diversification of policy through recognizing the four different types of FBOs, each facing particular and to some extent opposing problems. ; Non-PR ; IFPRI1; GRP32 ; DSGD

COVID-19 and the measures governments have put in place to prevent its aggravation have triggered an economic recession that will increase poverty rates and hunger. In June, the International Monetary Fund projected a 4.9% decline in global economic growth compared to 20191. A similar forecast has been generated under Ceres2030, a research project co-directed by the International Food Policy Research Institute, Cornell University and the International Institute for Sustainable Development that is calculating the cost of effective interventions to end hunger sustainably. The estimate is that 95 million additional people, mostly from sub-Saharan Africa, will be living in extreme poverty by the end of the year. ; IFPRI3; 1 Fostering Climate-Resilient and Sustainable Food Supply; CRP2; Ceres2030 ; AFR; PIM ; Non-PR ; CGIAR Research Programs on Policies, Institutions, and Markets (PIM)

For Niger, the development of agriculture is essential to strategies to raise incomes and eradicate poverty in a sustainable manner, without further depleting its natural resource base. While traditional approaches to agricultural development have emphasized food security and have been rather technology focused, African countries are increasingly emphasizing the role of innovation in development.'Fostering transformation and growth in Niger's agricultural sector' seeks to further the understanding of potential innovations that can sustainably transform the agriculture sector in Niger. This publication uses the agricultural value chain perspective to provide a reference point for improvements in supporting services and the business environment. The first part describes several innovations that could contribute to enhancing agricultural productivity. Particularly interesting is the emphasis on the grassroots nature of some of these innovations. The second part offers a reference point for improvements in supporting services, the business and institutional environments that can contribute to pro-poor initiatives and to a stronger linkage of smallholders to markets. The comprehensive approach taken in this book ensures its contribution to an understanding of transformative innovations in agriculture as well as enabling conditions.

AbstractLand Shareholding Cooperatives (LSCs) centralize management over fragmented farmland by converting farmers' plots into shares. While these cooperatives have been widely successful in boosting agricultural commercialization among rural smallholders in China, their potential has not yet been recognized in the African context. To fill this gap, we present and discuss a theoretical framework based on recent literature, an in‐depth case study from Uganda and quantitative analyses of data on horticultural cooperatives from Senegal and agricultural and livestock cooperatives from Uganda, Malawi, Madagascar, Rwanda and Kenya. We uncover the existence of cooperatives built on land sharing schemes in different parts of Africa and especially in Rwanda. We find that these LSCs are more likely to mobilize collective marketing and have a higher business‐membership ratio than traditional cooperatives, and we derive a few implications for policymaking.

ABSTRACTAgricultural cooperatives in Africa tend to be community‐based organizations defined by principles of inclusion, voluntarism, democracy, equity, autonomy, mutuality and solidarity. This means that they generally operate in accordance with the principles endorsed by the International Cooperative Alliance (ICA). However, only a few of these organizations are successful in commercializing the agricultural produce of their members. In this study, we argue that growth‐problems leading to commercial failure and organizational degeneration in these cooperatives can be attributed to a lack of managerial capital. Drawing on the literature and evidence from the field we set out key management solutions for counterbalancing cooperative principles in the context of rural Africa. These solutions were taught to the leaders and managers of 362 cooperatives at four training events held in Madagascar, Malawi and twice in Uganda. Using a production function for cognitive achievement and key informant interviews, we find that our training contributed to the adoption of the proposed solutions by some of the cooperatives. Using the Ugandan sub‐ sample, we estimate an OLS regression and a PSM model to show that the training translated into higher revenues per member generated through collective commercialization.