Development of Value Chain Committees in Ghana

: Overview and strategy

Draft

AFC-MOAP

02.12.2014

Contents
1.

2.

MOAP support for development of VCCs ........................................................................................ 3

1.1

Structure of VCC ...................................................................................................................... 3

1.2

First VCC Appraisal 2008 ......................................................................................................... 3

1.3

What are the elements of a VCC? ........................................................................................... 4

Assessment of the Current State of VCCs and Plan of Action ......................................................... 6

2.1

General weaknesses of VCCs that MOAP (General): ............................................................... 6

2.2

Way forward in addressing the challenges ............................................................................. 7

2.3

Plan of Action ........................................................................................................................ 10

2.4

Specific for VC Actors in the Context of MOAP OP ............................................................... 12

3.

Summary of Proposal .................................................................................................................... 14

4.

References ..................................................................................................................................... 14

Figures
Figure 1 .................................................................................................................................................... 9
Tables:
Table 1: Commodities supported via the Value Chain Approach by MOAP in selected Regions ........... 3
Table 2: Steps in developing VCD Strategy............................................................................................ 10
Table 3: Guide in strengthening VCCs ................................................................................................... 11
Table 4: Specific VC actor support......................................................................................................... 12
Table 5: Summary of objective, activities and expected deliverables for CP 5.2 .................................. 14

1.

MOAP support for development of VCCs

The Value Chain Committee is meant to be a platform for all concerned stakeholders of a
particular commodity, sub-sector or sector to interact a win-win arrangement to develop and
implement strategies to add value to points along the chain of that commodity, sub-sector or
sector to make it competitive. It implies that the VCC is a voluntary platform that promotes the
self-help capacities of stakeholders to steer the process of VC development.
MOAPs involvement in VCC dates back to 2005 when it facilitated the establishment of VCCs in
Brong Ahafo, Central and Northern regions in the Mango, Pineapple and Chilli VC and later
mango and pineapple in the Volta Region. Considering that the selected VCs are fairly novel in
terms of their commercial production and marketing in Ghana, all stakeholders found the need to
collaborate at different levels along the chains to address technical, institutional and policy gaps,
as well as, to establish networks and business linkages. Therefore, the VCC at its inception
caught on with the chain actors.
Table 1: Commodities supported via the Value Chain Approach by MOAP in selected Regions

Region

VC Supported

Brong Ahafo

Mango

Maize

Central

Pineapple

Citrus

Volta

Mango

Pineapple

Northern

Mango

Guinea fowl

Chili

Fishery

Source: MOAP 2005-2013

1.1

Structure of VCC

Stakeholders who form a commodity, sub-sector or sector VCC are broadly grouped into 3
different categories:
1. VC Operators: the primary actors at different levels of the VC including input dealers,
farmers (FBOs), traders, processors, marketers, processors and consumers)
2. VC Supporters: these are private and public organizations supporting the value chain
development e.g. providers of non-financial (extension, research etc.) and financial
services (EDAIF, OVCF etc.)
3. VC Enablers: the public sector responsible for creating an enabling environment for the
VCD (policy makers at local, regional, national and global levels).
These stakeholders can operate in a VCC either as informal networks or as formal bodies,
registered as legal entities and driven by statutes. In the BAR, the district and regional VCCs
operate as the former whilst the VR VCC operates as a registered cooperative union comprising
FBOs, input dealers, processors/exporters and a service company. The CR VCC operates as a
rather fluid network of FBOs mainly, with little or no representation of other stakeholders like input
dealers or processors.

1.2

First VCC Appraisal 2008

In 2008, an evaluation of the VCC as a tool for VC development was carried out by Margaret Will,
a VC Expert, to amongst other things, assess the impact of the platform with respect to its stated
mandate and to make recommendations as to the way forward in making it even more relevant to
an increasing number of actors with differentiated interest along the chain. The result of that
appraisal suggested the following measures be taken to improve the performance of the VCCs:

That the VC analyses and VCD strategies developed in 2005 needed to be revised and
updated to reflect progressing MOAPs and other interventions in the various VCs, as well
as, market, economic and political developments.
That the activity planning of the VCCs needed to be better embedded into and guided by
the analytical framework and VCD strategies
That the participation in the VCC of up-stream (input suppliers) and down-stream
businesses in the VC (processing, wholesale/export and larger retail trade) needed to be
strengthened.
That in the long term, options for formalizing the VCCs in the medium to long run be
explored and implemented as an exit strategy for MOAP.

Since the appraisal in 2008, there is little information to determine how the aforementioned
recommendations have been carried out. MOAP is currently in its consolidation phase which
means that efforts geared at exit strategy recommendations i.e. formalization of the VCC
structures for long term sustainability should be activated. Output 5 of MOAPs operational plan
has its objective of strengthening the existing VCCs at the district and regional levels, as well as,
to facilitate the establishment of national VCCs for the selected value chains. This paper is thence
to provide an overview of the current state of VCC at the district and regional levels and to outline
the strategy to facilitate their establishment at the national level.

1.3

What are the elements of a VCC?

This paper outlines a number of elements which are indicative of the structures, processes,
functions and effectiveness of a strong VCC. A structurally sound VCC is one that has a (an):
-

Clearly defined and known membership and transparent criteria to join

Defined institutional structures: either as a permanent or temporary issue-based
Well-defined mandate: existence of a VCD framework guiding the work of the VCC.
Ample representation of the different categories of VC actors: Operators, Supporters and
Enablers.
Internal arrangement in the VCC: constitution, elected executives, secretariat in place.
VCC that operates on an issue-based approach contained in a strategic plan
Internal conflict management system in place
Ability to offer services to its members that addresses their particular business needs
Ability to establish external relationships with other partners that promote the VC.
Mechanisms to raise capital to run the activities of the organization

In order to be able to define the type of support that MOAP could extend to the different VCCs, it
is important to assess them and place them at different levels of development based of a defined
criteria to provide a fair understanding of the measures needed to address the various
institutional challenges and opportunities that they could leverage on going forward. For the
purpose of this proposal, 3 stages are defined for VCCs:
1.
o
o
o
o
o
o

Seed stage
VCC has updated membership list of VC actors
Has at least one member not FBO
VCC secretariat in place
Mandate of VCC spelled out/understood (but not easily articulated by members)
Has Constitution
VCC carries out meetings according to activities which are attended by minimum 70% of
members on the average
2. Start-up stage
o Able to organize at least 2 stakeholders workshop a year
o Establish and maintain internal networks
o Able to facilitate knowledge and technology transfer
o Minimum of 50% of members pay dues

o
o
o
o
3.
o
o
o
o
o
o
o

Has business training /planning and record keeping

Has external relations & linkages
Act as information hub for member actors
Has records in reasonable form on income / expenditures, of meetings and activities
Growth stage
Able to consolidate on indicators at seed and start-up stages
Continuously updating it VCD/OP
Monitors and evaluate the implementation of VCD strategy
Able to act as honest broker for its members
Able to prepare position papers and to follow-up with lobbying
Providing viable services to its members and has viable financing module (even at
development stage)
Library of information (technical, economic and policy issues)

2.

Assessment of the Current State of VCCs and Plan of Action

2.1

General weaknesses of VCCs that MOAP (General):

1. Unequal actor representation in the VCC. Mainly producers (FBOs) attending VCC meetings
at regional and district levels. In all the 3 regions (and even at the district level) there is no
representation on regular basis of such actors, as input dealers, nursery operators or
retailers. Apart from farmers who are organized into FBOs, these other operators are not
organized in most instances. MoFA continues to play important role in organizing VCCs at the
district level and shall continue to be an important player going forward. The role of the district
and regional assemblies are not defined. No relationships are established. Processors tend
not to be interested in taking part in VCC meetings at the district level especially if they are
the main buyers in all districts.
2. District VCCs not useful for certain commodities, because input dealers are the same. It is not
feasible for input dealers to cover all meetings. For example in the Central region, the close
proximity to Accra makes it possible for farmers to buy their products from the capital and
thence the district presence of input dealers is not pronounced and even weaker at the
regional capital.
3. Weak organizational capacity of VCC. Which framework guides the VCC? Who is taking the
role of the secretariat? Permanent staff? Calling for meetings, following up, identifying
issues?. These questions are not readily answered. MoFA has been initiating most of VCCs
activities resulting from MOAPs support to these bodies. Even though MoFA is currently
serving as the secretariat, no structures are in place to implement the activities beside calling
to meeting once or so every two months. None of the 3 regions MOAP is supporting has a
permanent VCC secretariat. In the Volta region, an management expert contracted to carry
out specific tasks related to the activities of VVCCU has taken up additional tasks
coordinating the general activities of the platform. This is not a sustainable arrangement.
4. Perhaps the most debilitating factor against the viability of VCC in all regions is the issue of
sustainable financing of the platform. VCCs by definition are representation of different actors
(usually of other associations/groupings who also rely on dues to run on their own) and hence
are small in its set-up. Due/fee contribution may be fraction of the individual actor
associations income. Secondly, in-so-far as, members are not able to see the use of the
VCC, contributions are also not forthcoming. The effect is that money which is needed to run
the committee, already not enough even at 100% contribution, often is not paid.
Understandably, MOAP continues to finance even the meetings of executives including
providing for food and transport. If this situation continues, the platform is bound to die along
with the programme. This has been the case since the inception of the programme and the
past successes of MOAPs intervention in the VCC have always been because it has been
supporting the entire budget of its activities.
5. Trust building between participants needs to be enhanced. Observations of VCC activities
points to only accusations in meetings, non understanding of the other participants role or
function and mistrust on how funds are utilized. More worrying is the fact that even some
executives of the VCC lack an understanding of the role of a VCC? Membership of VCC is
rolling and therefore, as new members come onboard, efforts need to be made to bring them
to up-to-speed with the mandate of the platform.
6. Information flow from VCC to FBO members and other associations is lacking. There is a
clear disconnect between the activities of the VCC and its members who send
representatives there to act on their behalf. In some, districts, these reps have not changed
since 2005 when the VCCs were established and most FBOs for example have even
forgotten of the existence of VCCs. The outcomes of VCC deliberations are not
communicated back to the FBOs. Not surprisingly, interest in VCC activities is waned.

7. Development of VCDs has tended to be implemented from only producer points of view, not
from processors, input dealers, transporters etc.

2.2

Way forward in addressing the challenges

1. The first step to counter the unequal representation and participation in VVC meetings at
regional level should be to update and complement the list of relevant actors in each
commodity being covered by GIZ MOAP. It is absolutely essential to identify stakeholders at
all levels of the commodity value chain with famer based organizations, processors/ exporter
and input dealers being equally represented. There should take place a critical assessment of
each actor as to his economic importance in a VC as well as willingness and resolve to
cooperate in a VCC to guarantee the mutual benefit for all participants.
As particularly processors and input dealers did not show sufficient interest to participate in
VCC meetings in the past, these groups of actors should be contacted on an individual basis
and their concerns should be taken into account as a priority. The reasons for a previous lack
of interest and the invitation for a future participation and cooperation should be addressed in
an individual meeting with each company where the advantages and benefits of cooperating
in VCCs for companies can be clearly highlighted and adapted to a specific companys
needs.
In order to raise the importance of VVC meetings in general and to give a further incentive for
participation, GIZ MOAP should use the VCC as platform to provide program services such
as any form of training to farmers or companies. Hereby, the VCC could even retain a small
service charge for its coordination efforts supporting a VCCs financial viability.
2. As the general necessity and viability of VCCs at district level cannot be clearly affirmed,
there should be given priority to an approach that concentrates on regional VCCs and
assesses the need for district VCCs in each region and for each commodity individually.
Therefore, the recommendation is that for citrus and pineapple in the central region there
should only be a regional VCC. Likewise for mango and pineapple in the Volta region a
regional VCC should be sufficient. However, for Mango in Brong-Ahafo both district and
regional VCCs should be maintained, but only being addressed on an ad hoc basis if there
comes up a specific issue for individual districts. This is due to the specific situation in the
region that input dealers are different in each district as well as the potential importance of
district FBOs in sourcing the mango produce to processors. The meeting of a district VCC
could then be initiated by the Brong-Ahafos regional VCC and organized by its secretariat.
For maize even a national VCC should be sufficient, because maize issues are same all over
the country and many national structures are already in place (e.g. Ghana grains council).
3. Out of the process of updating and complementing the VCC membership, clear capacity
needs for VCCs in terms of financial resources and staff at regional level should be identified.
In order to guarantee the long-term viability of a VCC, the Ministry of Agriculture (MoFA)
should be involved to a larger extent than is currently the case. Therefore, MOFAs so-called
VC officer should take over some of the secretarial tasks being necessary for the day-to-day
running of a VCC. These tasks could include for example the gathering of relevant issues
from VCC stakeholder, the drawing up and distribution of an agenda, supervision of finances,
organization of meeting space as well as taking VCC meeting minutes and the prompt
distribution thereof. It should be in MoFAs own interest to guarantee the provision of this
service via its own staff, because there is no better way to feed information into its own policy
making than having a close ear to discussions being held in a VCC. The fact that MoFA is
also a participant in the VCC and should take a rather neutral stance, should be neglected
against the benefits of a stable and lasting institutional anchorage. To make this new role of

MoFA and its VC officer permanent, it should also be included into MoFAs commodity
development strategies.
4. To guarantee the sustainable financing of VCCs, there should be envisaged three main ways
of raising income: Fees/dues of each participant in a VCC according to economic resources
(On a pro rate basis processors and input dealers contribute more the FBOs), income
generated by services provided to members (service companies), grants raised from
supporting organizations such as the Export trade, Agricultural and Industrial Development
Fund (EDAIF) or Business Sector Advocacy Challenge (BUSAC).
In terms of service companies, VCCs should not offer services to its members directly, but
VCC should rather draw up a list with service providers that can exclusively offer services to
VCC members. The service provider has to pay a fee to the VCC to be included on the list.
Moreover, this ensures high extension standards for VCC members and a standardized
approach. GIZ MOAP as a service provider should also be on this list to provide services and
pay a coordination fee to the VCC.
The VCC secretariat could also channel applications at e.g. Edaif for its member FBOs aw
well as companies and charge a fee for this service. By this procedure, Edaif would be
assured that the investment/ grant money goes to trustworthy service providers.
It would also help to have a MoFA development strategy for all relevant commodities in place,
because MOFA would be thereby obliged to officially take in account the financial needs of
VCC development in its policy and budget planning.
5. Trust and mutual understanding among VCC participants is essential for a successful and
smooth running of a VCC, but can only be gradually built up in the context of a permanent
working relationship. Therefore, there should be drawn up clear VCC statutes and rules for
the working of a VCC and particularly for conflict resolution. There should be an obligation to
draw up a yearly working plan to commit its members to the VCC and to provide a common
goal to be achieved. Arising conflicts could be approached and solved by appealing to a
trained mediator or resolution body whereas the steps about how and when to resort to this
measure are determined beforehand in the VCC statutes.
6. The commitment of FBOs to the VCC could be strengthened by making sure that information
about the progress made in the VCC reaches the member level. Individual must have the
possibility to track the work of their FBO representatives in the VCC. Therefore, minutes
about what was discussed and decided in a VCC meeting should be taken by the MoFA VCC
officer and send immediately via e-mail after the meeting not only to participants, but also to
the FBOs and other VCC members themselves, so farmers and other company employees
are informed about what representatives are achieving on their behalf. So far, minutes have
often been distributed only in paper form at the following VCC meeting. This was far too late
and too complicated a way to disseminate information. Farmers would even more vehemently
request information from the VCC if a financial contribution was paid by the FBO to the VCC.

Figure 1: PROPOSED GIZ-MOAP VCC Development Strategy: Stages of Development of VCC

2. Start-up Stage

1. Seed Stage

3. Growth Stage

Figure 1

Criteria/ Indicators

1.
2.
3.
4.
5.
6.

VCC has updated membership list of VC actors

Has at least one member not FBO
VCC secretariat in place
Mandate of VCC spelled out/understood (but not
easily articulated by members)
Has Constitution
VCC carries out meetings according to activities
which are attended by minimum 70% of members on
the average

1.

Able to organize at least 2 stakeholders workshop a year

2.

Establish and maintain internal networks

3.

Able to facilitate knowledge and technology transfer

4.

Minimum of 50% of members pay dues

5.

Has business training /planning and record keeping

6.

Has external relations & linkages

7.

Act as information hub for member actors

8.

Has records in reasonable form on income / expenditures, of meetings

and activities

1.
2.
3.
4.
5.
6.
7.

Able to consolidate on indicators at seed and start-up stages

Continuously updating it VCD/OP
Monitors and evaluate the implementation of VCD strategy
Able to act as honest broker for its members
Able to prepare position papers and to follow-up with lobbying
Providing viable services to its members and has viable financing
module (even at development stage)
Library of information (technical, economic and policy issues)

Proposed focus on each development stage

Developing with the group a 2 year VCD strategy plan
Providing technical training & advisory services according
VCD plan
Creating public awareness of the VCD strategy and
incorporating strategy into district activities
Strengthening the cooperation among VC actors (AGM at
least once a year to account)
Facilitating opening of bank account, address and office
questions
Supporting democratic elections and training VCC elected
leaders on related OD issues
Work towards start-up stage criteria

Continuing implementation of the training and strategy plan (and OP)

Continuing implementation of the training and VCD strategy plan

Continuously coordinating information flow to member actors at district level

Continuously coordinating information flow to member actors at

district level

Supporting VCC to strengthen start-up stage indicators

Strengthen VCC to act as broker of business linkages (contract negotiation
platform, conflict resolution etc)
Establishing and maintaining external networks by preparing position papers
and act as lobbying agent for VC interest (esp. National level)

Facilitating linkage to external services (credit, inputs, market, etc.)

Supporting further strategic / business / service planning &
administration
Facilitating extended contacts among similar VCCs

Facilitating services implementation & service fee payment regime

Moderating trust development among VCC members

Supporting and coordinating good agriculture practice training by initiating the

documentation of best practices /curricula and manuals

Moderating identification of common problems & solutions

Facilitating business & market linkage & networking

Identifying options and developing recommendations for an

institutionalisation of the VCC

Expected deliverables from each stage intervention

Preconditions:
VCC Membership list
Activity plan of VCC Secretariat (or OP)
VCC Constitution
Records of meetings/attendance
And then:
2 year VCD Strategy Plan/OP

Precondition is to meet criteria for the VCC Seed Stage.

Precondition is to meet criteria for the VCC Start-up Stage.

GAPs manuals/curricula consolidated (library)

Updated VCD/OP

OD: IBM, Contract farming, FBS, Conflict resolution/Negotiations, 1

successful proposal

Functional information resource centre

Records of all activities in OP

4 Position papers (followed up in APPDF?)

Proposal to institutionalize VCC

PR brochures/flyers

Functional/viable service provision company

Realistic milestones to become established self-sustaining VCC

Records of AGM

Participation in National dialogue along VC

2.3

Plan of Action
1. Development of Value Chain Development Strategy: The last VCD strategy for the
value chains that MOAP supports was developed in 2005. An appraisal of the VCC
carried in 2008 by Margaret Will recommended that consistent update of VCD strategy at
all levels (local, regional, national) was key in sustaining not only the relevance of VCCs
in steering the management of the strategic plans but also in upgrading the VC
competitively. The following table proposes the key elements for mango, maize,
pineapple and citrus VCD strategy plan:

Table 2: Steps in developing VCD Strategy

Topic in VCD

Points to note in developing VC strategy and Plan

VC mapping

Description of VC in its present state

VC maps of where commodity is cultivated (district maps) GIS map?
VC structure market segmentation, VC channels, scale of
enterprises, volumes
Service provided providers, linkages, capacity gaps, ease of assess
Governance present state coordination of activities along VC
Environmental analysis - climate impact on production/mitigation
factors
Economic analysis at industry level GM calculations
(producer/processor/retailers etc.)
Market opportunities of VC GLOBALGAP, organic, Green label
(SWOT analysis for different models)

Assess the benefit of promoting the VC (poverty, gender, livelihoods

etc.)
Assess possible VC innovations and solutions in terms of sustainable
development (e.g. new varieties in mango? Green label as market
access tool? etc.)
Devise strategy to operationalize major goals of VC development
economic growth, economic inclusion, gender, pro-poor inclusion)
Conduct needs analysis, constraints, strong points in the VC based on
the objectives for VC development
Assess capacity development needs of different actors along VC
Indicate limitations of using VCD approach and make alternative
recommendations
Problem analysis what are the reasons for the VC to stagnate?
Technological innovations?
Determining the
Determine interests of various actors/stakeholders taking active role in
promoting VCD
roles of different

Map actor(s) relationships and prioritize which types are important in

actors/stakeholders
the short-medium-long term to leverage.
in VC development

Utilize information on specific actor interest and roles to draw

and management
management plan for the steering of VCD development (i.e. VCC)
define responsibility for implementation/partners/contributions;
timelines, budget, activities, work packages (deliverables) and
milestones.
Develop VCC strategy developing ToRs for VCC, invite members to
join VCC
The VCD development will be carried out at the regional level after collecting background
information at the districts for each VC. Representatives from the district VCCs will then be
trained in the concept of Value links (selected modules). The VCD shall then be developed
Formulating a
strategy for VC
development

10

together with these participants subsequently using the VC approach. The participants will then
form the core of the regional VCC. The district VCCs in its present form should be maintained
however, only as a tool for promote the coordination of activities amongst the various FBOs and
other actors within the district. MOAPs FBO development strategy (see attached) will serve a
more useful purpose in building a stronger base for the regional VCC. The normative description
district VCC or FBO does not matter in-so-far as the regional body is better able to coordinate
it activities with those in the districts, especially as a regional VCC is best placed to leverage the
involvement of influential and partners along the chain.
Next steps:
December 2014 January 2015:
1.
2.
3.
4.
5.

Contract consultant to conduct needs assessment in BAR, CR, VR

Training of district reps in Value Links Modules
VC development strategy/plan for BAR, CR, VR for all VCs
Develop/update/revise/reaffirm ToRs for VCC for BAR, CR, VR
Feed outcome of VCD into MOAP regional OP

2. Establishing/activating VCC structure: It should be noted that VCD is an innovation

process that seeks changes in the ways business is done. Therefore, in order to
continuously make this process relevant, a well-structured VCC is essential in managing
the VCD. The following processes are proposed to establish/activate regional VCCs:
Table 3: Guide in strengthening VCCs

Terms of reference
for VC Committees

Objectives of VCC
Role and responsibilities of VCCs (internal structures/ external
networks) planning, implementation, monitoring etc.; external
dialoguing with
Tasks to be fulfilled by VCCs (managing VCD/VCC)

Internal structures
of VCCs
External Networks
Managing VCC
(day-to-day)
Sustainable
financing of VCCs
Upgrading of VCD

11

3. Support for individual VC Actor(s): VCC is a function of its actors - operators, supporters and
enablers playing complemetary roles to create a competitive business climate for the
selected commodity or sub-sector. Therefore, whilst the institutional structure of the VCC is
important, so too, are the actors at different levels who send representatives to the VCC to
act on their behalfs. Not every intervention can be carried out at the committee level and for
all actors. It is proposed that strengthening of the VCC should start from identifying the
specific technical, economic and upgrading needs of the different actors to enhance their
indiviadual competitiveness along the VC and in effect improve the overall VC Development
strategy. A two-tier approach is propsed:
- The first approach to be carried out within the first 12 months is to continuously build the
capacity of the actors to address the immediate challenges that they are confronted with
that threatens to derail the advances of the sector (see table 2 indicative only).
- The second-tier approach is to build on the sucesses of the first tier to upgrade the sector to
become more competitive and with a medium to-long term outlook. (see table 2 sections in
bold fonts).
The two- approaches are not mutually exclusive however. Again, the interventions at
individual actor levels should be incorporated in the VCD managed by the VCC in order to
increase the visibility and importance of the commitee as the sole manager of the VC.

2.4

Specific Support for VC Actors in the Context of MOAP OP

Table 4: Specific VC actor support

VC Operators
Input supply

Production

Wholesale

Related Issues
-

Input supply
Advice and training
Experiments and analysis
Seedling production
Varieties
Rootstock and grafting
Weak and inefficient farm management
Pest and disease
Nutrient management
Harvest and post-harvest handling
Contracts and conflicts
Varietal issues
Farm expansion
New technologies
Private participation in extension
Research work translated into usable
production messages
New markets
Post-harvest handling
grading, bulking
transport etc.

Intervention
-

MOAP Output (CP)

Organizational development
Technical training
Linkages
Policy/lobbying (e.g. Plant Breeders Act)
to introduce new plant varieties and
seedlings
Good Agricultural Practices
Integrated Disease and pest mangement
Private farm services
Information flow/exchanges amongst
farmers
Good business management practices
Lobbying for government interventions
to introduce new varieties/favourable
production and business environment

Good hygyiene practices

Grading standards
Transport management
Conflict management

Processing
Market

12

Support for VC Supporters: Mainly ToTs (MoFA, Private extension providers of large processors etc.),
business linkages (EDAIF, ), facilitation (supporting dessemination of research work, workshops.

13

3.

Summary of Proposal

Table 5: Summary of objective, activities and expected deliverables for CP 5.2

Objective
1.

Development of VCD

2.

Strategic plans for VCCs

3.

Strengthening internal
structures of VCC

Activities

Deliverables

Needs assessment
VC mapping
Training of VCC in Value Links
methodology

Planning workshop
Operational planning
Sustainable financing options
Internal operations
Build capacity of VCCs as a service
provider

Strategy Plans for all VCs

Concept paper/financial
plan
Constitutions, Ops,
Concept paper
Records of service company
List of services/providers

4.

Strengthening specific VC
actors

5.

Promoting external
relationship of

4.

References

Develop Database of VC actors for

each region
Documenting activities
VC operators: input dealers
VC supporters

Regional VCC Database

Records of activities

Media
Stakeholder workshops

14