1. Experiences using the ValueLinks methodology:
Use of tools, adaptation and capacity building
Andreas Springer-Heinze, GIZ

2. Contents 1 2 Some notes on the ValueLinks methodology
Networks, support institutions, workshop formats

3. Procedure of ValueLinks
Methodology
ValueLinks
... is a methodology to analyse a value chain, determine an upgrading objective and strategy, organize collaborative action, and develop business solutions for key constraints and opportunities
... from the point of view of public policy 1
Procedure of ValueLinks
Selecting
a VC
Value chain analysis
(description)
Strategic analysis
Objective / Fields of upgrading
Action planning and implementation 1 2 3
4 (5-10)

4. Modules 1 2 5 11 6 1 3 7 4 8 9 10 Obligatory according to priorities
Setting project boundaries
Chain analysis
and strategy
Implementation
Monitoring 2 5 11
Deciding whe-ther to engage in chain pro-motion
Analysing a value chain
Strengthening business linkages
Monitoring and managing
impact 6
Engaging in public- private partnership 1 3 1
Selecting a value chain for promotion
Determining a chain upgrading strategy 7
Strengthening services in VC 4
Facilitating the chain develop-ment process
0 determine whether VCD is the right approach to take 8
Financing value chains 9
Introducing social, & quality standards
Obligatory
according
to priorities 10
Improving the biz environment of VC

5. Institutional buyers (WFP)
Rice: Generic overview of VC map (Sierra L.)
Paddy production
Assembly
trade
Distribution
Repackaging
Retail
(& repack)
Milling
Imports
Relief
supply
Smallholder co-operatives with P4P agreement
Institutional buyers (WFP)
Public programs
Inland
rural
markets
Market women on
Open Mkts
(53) Small
Millers
Up-country
Intermediary traders
Smallholders
(selling surplus) 1
Local
assemblers
Hospital Military
Schools
Public
Institutional
buyers
Smallholder
co-operatives
Commercial farmers with own mills
Food
shops
Urban markets
Intermediary traders
Market
women
Importers
50 kg bags
Small bags / cups
This VC map is a simplified overview map, showing only major actors and their relations

6. Modules 1 2 5 11 6 1 3 7 4 8 9 10 Obligatory according to priorities
Setting project boundaries
Chain analysis
and strategy
Implementation
Monitoring 2 5 11
Deciding whe-ther to engage in chain pro-motion
Analysing a value chain
Strengthening business linkages
Monitoring and managing
impact 6
Engaging in public- private partnership 1 3 1
Selecting a value chain for promotion
Determining a chain upgrading strategy 7
Strengthening services in VC 4
Facilitating the chain develop-ment process 8
Financing value chains 9
Introducing social, & quality standards
Obligatory
according
to priorities 10
Improving the biz environment of VC

7. Formulating a strategic objective
The upgrading objective / vision
Formulating a strategic objective
Value added of the industry
= prices obtained and/or volumes sold...
for the product (specify type, quality, etc.)
in the ... market (specify segment and product)
increased by 6% p.a. by .....$$
in the year ... (5 years from now)
By...
penetrating the ...market
improving / innovating the product (quality etc.)
reducing cost (of production and/or marketing)
expanding capacity (in different stages of the VC)
.... 1

8. Institutional buyers (WFP)
Rice value chain: Typical constraints
Paddy production
Assembly
trade
Distribution
Repackaging
Retail
(& repack)
Milling
Imports
Relief
supply
Smallholder co-operatives with P4P agreement
Institutional buyers (WFP)
Public programs
Inland
rural
markets
Market women on
Open Mkts
(53) Small
Millers 1
Urban markets
Smallholders
Local
assemblers
Intermediary traders
Food
shops
Smallholders:
No market info
Lack of finance
Knowledge gaps
Little use of inputs Soil mining
Low yields
Post-harvest loss
Importers
High price volatility
Poor market infrastructure (of storage, assembly markets)
Poor roads
Grades and standards not defined or not enforced
Lack of trade finance
Mistrust between VC operators
Weak market coordination, unreliable links
high marketing cost
Cross-border trade: Variable trade flows
Complicated intra-regional trade regimes, standards not harmonized

9. Modules 1 2 5 11 6 1 3 7 4 8 9 10 Obligatory according to priorities
Setting project boundaries
Chain analysis
and strategy
Implementation
Monitoring 2 5 11
Deciding whe-ther to engage in chain pro-motion
Analysing a value chain
Strengthening business linkages
Monitoring and managing
impact 6
Engaging in public- private partnership 1 3 1
Selecting a value chain for promotion
Determining a chain upgrading strategy 7
Strengthening services in VC 4
Facilitating the chain develop-ment process 8
Financing value chains 9
Introducing social, & quality standards
Obligatory
according
to priorities 10
Improving the biz environment of VC

10. Value chain work – roles of different actors
Government
(e.g. CAADP-related)
Public policy
provides
or hires
VC-external
Service providers
External VC facilitator
Technical specialists
Trainer, teacher 1
work with
leaders
VC business leaders
Technology
providers
Primary
Producers
Packhouse
Industry
Traders
Market
Private association or Institute
VC-internal facilitator

11. Lessons derived from practical experience
Applying ValueLinks
Lessons derived from practical experience
Visioning is key: We have to start with opportunities, not with problems
Standardize visual language and terminology !
Separating private upgrading activities and public facilitation: Private enterprises have to take responsibility for upgrading business. Public institutions facilitate and provide support services
Switch between (micro) business models and (meso) VCD at large
Need to build capacity in line with national (CAADP) agricultural investment plans - means focusing on priority VCs
“Nationalize” VC methodologies to create ownership and give the value chain approach a “home” in African countries 1

12. Contents 1 2 Some notes on the ValueLinks methodology
Networks, support institutions, workshop formats

13. ValueLinks training for VCD practitioners
Training in VC development
ValueLinks training for VCD practitioners
– Standard 5-day training course covering all modules
– Focus on practical know-how and methods
– generic tools, applicable to all kinds of products and VCs
– training in Kenya, Ethiopia, Ghana, Bénin, Burkina, Cote d´Ivoire, Sierra L South Sudan, participants from other countries
ValueLinks training of trainers
– connected with standard training
– additional know-how on training organisation and facilitation skills 2
Adaptation to the African VCD policy context
– 5-day training of trainers focusing on priority VCs
– introduction and validation of typical VC maps, quantitative information, problem analysis and solutions
– Capacity development strategies & instruments In line with CAADP process

14. International ValueLinks Association e.V.
Networks of trainers and facilitators
International ValueLinks Association e.V.
Objectives: The Association promotes:
international contacts and exchange of experience between VL users
quality standards in the application of ValueLinks
the flow of information about VL training and consulting services
the outreach and further development of the approach
the dissemination of information - 2
Value Chain Professionals Association, Kenya
– founded in 2010, officially registered in 2012 in Kenya
– organizes trainers and facilitators of ValueLinks in Kenya and beyond
– meet with Abraham Okolla, ATC, to find out more and get in touch

15. Public sector capacity to implement the NAIP in Africa
Capacity to implement agric. investment plans
Public sector capacity to implement the NAIP in Africa
– The NAIP determine priority value chains but are not always specific on the organization of public services to implement the plans – VCD know-how in Ministries of Agriculture is still insufficient
– Collaboration of development partner programs is ongoing but policies have to be better coordinated – in line with NAIP and VC strategies
Capacity of private support service providers 2
– VC associations (interprofessions) do exist in important VCs, need strengthening to be able to take over VCD facilitation roles
– Institutionalizing the know-how on VC development in African countries is necessary but difficult. A good success story is ATC, Kenya.

16. CAADP workshop formats at country level
Steps in capacity development
CAADP workshop formats at country level
More competitive VCs
achieving 6% growth p.a.
Coordinated Investment
Commodity VC Stakeholder Workshops 2
Subjects:
National policy
VCD approach
VC analysis
VC strategy
Institutional set-up
Planning
Subjects:
National policy
VCD approach
Application to priority VCs
Upgrading solutions
Institutional set-up
CAADP VC
Capacity Development
Workshop