For many years, rural women have been creating their own agri-food processing companies, that promote local agriculture by bringing to the market original foods in products that are accessible to urban populations. The aim of CDAIS is to support their development by strengthening their capacities to experiment and learn together, as well as to negotiate and make contracts with suppliers and traders. And Dakoupa in Bobo Dioulasso is one of many small family businesses supported by CDAIS through the women-led agri-food processing microenterprise innovation partnership.
Dans le cadre d’un programme financé par l’Union Européenne, les ONG GLOPOLIS, SOS FAIM et VECO et leurs partenaires paysans concernés ont mené plusieurs études sur les filières de production de riz dans 5 pays d’Afrique de l’ouest : le Bénin, le Burkina Faso, le Mali, le Niger et le Sénégal.
“Grâce à mon travail de productrice de légumes biologiques, je peux participer aux dépenses liées à l’éducation des enfants et aussi nourrir ma famille de produits sains. Je n’achète plus aucuns légumes au marché” dit Clarisse Ilboudo, productrice au sein du groupement de femmes de Koubri, province du Kadiogo, Burkina Faso.
“Burera dairy opened in September 2015 but immediately had problems in sourcing milk as there was no organized supply chain” explains Managing Director Emmanuel Mahoro. “But things improved when everyone involved began to meet.” Beginning in November 2016 with a capacity needs assessment workshop, CDAIS has helped to bring different actors and interests together, followed by more meetings and coaching sessions. And in September 2018, a first reflection meeting assessed the achievements and remaining challenges, but also identified that benefits went far beyond just the dairy…
This case study zooms in on multi-stakeholder processes in the East and Central Africa (ECA) Action Area or Flagship that were launched on 20 May 2013 in Bukavu, DR Congo. The ECA Flagship encom-passes the Rwanda, DR Congo, Burundi, Uganda, Kenya and Ethiopia Action Sites. More specifically, the case study describes and reflects upon the first two years of CGIAR Humidtropics in DR Congo. aiming to outline the multi-stakeholder process as it unfolded and highlight lessons that can be learned from this.
To support the multi-stakeholder process in Burundi, the national research institute ISABU (Institut des Sciences Agronomiques du Bu-rundi) was requested to act as the facilitating organisation. ISABU had previously partnered with the CGIAR centres in Burundi under the CIALCA program that had supported partnerships to coordinate activities and stimulate demand-driven research. With the aim of building on existing collaboration and activities, it was decided to re-engage with former CIALCA partners, including ISABU.
Humidtropics adopts an integrated systems perspective. Instead of tar-geting one single pre-selected commodity and trying to boost its produc-tivity at farm level, Humidtropics focuses on stimulating productivity, nat-ural resource management (NRM) and institutional innovations across different levels in order to achieve more sustainable impacts. It consid-ers all farm enterprises and their interactions, as well as nutrition, social differentiation (e.g.
Angola has so much potential as an agricultural country, with up to 50 million hectares that could be cultivated. But why
There was a need for change in agricultural development in Angola, and CDAIS has been appreciated. Results show positive outcomes in a number of areas, including the acceptance of the benefits of strengthening functional capacities across different levels. And, although it is still too early to see the full benefits of the approach, many involved said they would continue to apply it in their other activities. This story begins with views and experiences from rice growers and their partners, as an example of one of the three innovation niche partnerships in Angola.
The Government of Burkina Faso embraced innovation in agriculture many years ago, thus CDAIS could build on solid foundations. Six innovation niche partnerships were selected, each working on very different types of innovations, technically, socially or organisationally, and facing contrasting challenges for capacity development.