Over the past decade, Ghana’s tilapia farming has experienced tremendous growth in production; however, much of the growth has been driven by large-scale cage farmers around Lake Volta. It remains unclear how this growth is and can be made more inclusive of poor and young women and men. This study was conducted to analyze different inclusive business models along the fish seed value chain that can potentially be implemented in Ghana. Based on literature review, field interviews, analysis of survey data, and stakeholder workshops, this study develops four business model prototypes for seed multiplication and distribution to increase farmers’ access to and use of quality tilapia seed: (1) Nursery , which buy fish fry from a reliable hatchery, transport them to locations near other farmers, and grow it to a larger size; (2) Local feed mill, with pelleting machine and technical knowledge to advise on feed formulation; (3) Agents, technical experts who supply fingerlings, handle transport and marketing, and provide technical advice; and (4) Local hatchery, which obtains brood stock from a reliable source, produces local fingerlings to sell to nearby farmers, and provides technical support. Initial ex ante financial and profitability analyses were undertaken and will be refined according to the actual context in the particular district where the sensitization and pilot-testing will take place. These business models have the potential not only to increase farmers’ access to and use of quality tilapia seed but also to provide livelihood and income generation along the fish seed value chain.

Using sustainable food value chain development (SFVCD) approaches to reduce poverty presents both great opportunities and daunting challenges. SFVCD requires a systems approach to identifying root problems, innovative thinking to find effective solutions and broad-based partnerships to implement programmes that have an impact at scale. In practice, however, a misunderstanding of its fundamental nature can easily result in value-chain projects having limited or non-sustainable impact. Furthermore, development practitioners around the world are learning valuable lessons from both failures and successes, but many of these are not well disseminated. This new set of handbooks aims to address these gaps by providing practical guidance on SFVCD to a target audience of policy-makers, project designers and field practitioners. This first handbook provides a solid conceptual foundation on which to build the subsequent handbooks. It (1) clearly defines the concept of a sustainable food value chain; (2) presents and discusses a development paradigm that integrates the multidimensional concepts of sustainability and value added; (3) presents, discusses and illustrates ten principles that underlie SFVCD; and (4) discusses the potential and limitations of using the value-chain concept in food-systems development. By doing so, the handbook makes a strong case for placing SFVCD at the heart of any strategy aimed at reducing poverty and hunger in the long run.

An increasing number of African smallholders are moving from subsistence farming to selling at least part of their output. To shift successfully to a more commercial footing they need a lot more than the production advice traditionally provided by extension services. They need to understand how markets work. They also need advice on postharvest handling, help with business planning and marketing, assistance with organization, information on prices, links to buyers and credit, help with contracts and standards, and many other types of assistance. These agricultural business development services are provided by a mix of private companies, NGOs, cooperatives and government agencies in what is called a pluralistic extension system . Farmers and other clients such as input stores, small-scale processors and traders get some services for free, paid for by donors or the government. Others are subsidized: the farmers pay part of the cost. For still others, the farmers must pay the full cost. That leads to questions of sustainability (what happens when the donor s money runs out?), accountability (whom do the service providers listen to: the farmers, or the source of the funds?), and inclusiveness (how to ensure that women, the poor and disadvantaged get the services they need but cannot afford?). This book describes the two dominant approaches to providing services: supply-driven (where the funder decides what services should be offered), and market-driven (where more emphasis is put on market forces). It looks at how 12 business service providers from across Africa run their businesses. It describes the seven different business models that they pursue, and examines the features of each one. Based on their experiences, it proposes a new, needs-driven approach, which aims to overcome the shortcomings of both the supply-driven and the market-driven approaches by taking the needs of clients as a starting point for policy and action."

This book presents an overview of the key debates that took place during the Economic and Social Council meetings at the 2007 High-level Segment, at which ECOSOC organized its first biennial Development Cooperation Forum. The discussions also revolved around the theme of the second Annual Ministerial Review, "Implementing the internationally agreed goals and commitments in regard to sustainable development."--P. 4 of cover.

African agriculture is currently at a crossroads, at which persistent food shortages are compounded by threats from climate change. But, as this book argues, Africa can feed itself in a generation and can help contribute to global food security. To achieve this Africa has to define agriculture as a force in economic growth by advancing scientific and technological research, investing in infrastructure, fostering higher technical training, and creating regional markets.