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SELECTION CRITERIA FOR SUB-SECTOR
SELECTION CRITERIA FOR SUB-SECTOR (COMMODITY)
Before a Sub-Sector Analysis can be applied to potential sub-sectors (commodities), a selection needs to
be carried out to determine which of the present sub-sectors show most potential for further development,
in order to generate a better income for the small scale family farmers and create the potential for
scaling up the successes. We need to be sure that the (selected) sub-sector has all potentials to be the
leverage for empowerment of the small scale family farmer in that specific country.
For selecting the sub-sector, we focus on specific criteria, related to the strategic choices of VE, the
role/mandate of VE and the economical impact that it creates for the small scale farmers.
After the selection of the Sub-Sector, a Sub-Sector Analysis can take place. The selection of the specific value chain we want to address within the sub sector is the next step.
In case the sub-sector has been selected already, it could be an interesting exercise to cross-check with
the criteria, if there are some bottlenecks that were overlooked and not addressed yet.
Some explanations on the use of the tool:
First column: how the situation is now
Rating from 1 – 5:
1 = no constraint, 5 = huge constraint to meet that criteria
Second column: what are the potentials to change the situation in case the rating is 2 or more in the
first column, so that the criterion is fulfilled?
Rating from 1 – 5:
1 = no constraint to change the current situation , 5 = huge constraint to
change something.
(Example: the political environment for promoting up-scaling is a big constraint, and receives rating :
4. However, VE and strategic partners have the potentials to change that environment, and therefore we
give it rating 1 in the second column. This means that the conditions are favourable (with relation to
this criterion) for selecting the sub-sector. In case we have not the potential to change that, we give
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SELECTION CRITERIA FOR SUB-SECTOR
it a 4 or a 5 and that means that it is not preferable to select this sub-sector because of the absence
of a supporting environment and no prospective of change.)
Conclusions : For every block (strategic choices, mandate/role of VE, economical aspect), we describe the
limitations and the potential to meet the selection criteria. Based on the conclusions, we are able to
select the sub-sector that is most relevant for realising our mission.
STRATEGIC CHOICES OF VE
CURRENT SITUATION
ADVOCACY
Empowering of farmer
organizations and
movements and use
the evidence of the
chain development
actions to inform/
feed advocacy activities towards
structural changes
FOOD SOVEREIGNITY:
is the right of peoples and sovereign
states to democratically determine
their own agricultural and food policies.
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- There is an active movement/organization/forum in that
sub-sector- representing a social base.
- There is potential to advocate (VE or partners) for
enabling environment for inclusion of farmers in the
market
- The sub-sector is not endangering food sovereignty on
national/regional level by replacing/destroying food
crops production.
- In case the sub-sector is a food-crop: the sub-sector
is competitive with the imported products.
Rating
Current situation
Rating
Potential
to change
SELECTION CRITERIA FOR SUB-SECTOR
GENDER:
gender equality and
equal opportunities
for both men and
women,
- The sub-sector is not excluding women to develop economical activities within that sub-sector.
- Women active in the sub-sector, are earning a fair income, in accordance with their labor input
SUSTAINABILITY :
the subsector is improving the livelihoods in an
equitable, environmentally,
socially and economically sustainable
manner.
Ecological aspect: environmental impact of the subsector:
- The sub-sector is minimizing/countering the adverse impacts of climate change. (through agroecologically sound practices) (mitigation),
- The sub-sector is reducing climate related risks
and vulnerability of small scale farmer (adaptation).
- The sub-sector is decreasing greenhouse gas emissions.
- The sub-sector encourage efficient water-use practices.
- The sub-sector is safeguarding or increasing biodiversity.
Intercultural aspect: the sub-sector is culturally/socially accepted.
Economical aspect: see below
CONCLUSIONS: Is it possible for VE to implement the strategies within the sub-sector ?
Explain the potentials to change the current constraints, or why they cannot be changed and how this will be tackled by
VECO (big lines).
MANDATE/ROLE of Vredeseilanden/VECO
CURRENT SITUATION
Quotation
Current situation
Quotation
Potential
to change
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SELECTION CRITERIA FOR SUB-SECTOR
FACILITATING
MULTI- - The different stakeholders (chain actors, chain supSTAKEHOLDER PROCESS- porters, chain influencers) are existing in the subES
sector.
- There is an openness of all the stakeholders (government agencies, civil society organizations, service organizations, private actors and consumers) for working
together and creating the conditions for a fair and sustainable market access and participation for family
farmers.
BUILDING
EVIDENCE - There is an enabling political environment for promotAND ADVOCATING THE ing up-scaling.
RESULTS
- Strategic alliances/cooperation with/between business,
government agencies, development practitioners, communities, financial service providers, other chain (international) actors for up-scaling and extending the
application of good models are in place.
- There is potential for involving local farmer communities as partners and co-designers of SACD models.
EMPOWERING OF FARMER - There is a political supportive environment for farmer
ORGANIZATIONS
AND organizations and their movements.
MOVEMENTS
- Farmers have a strong position in the market.
CONCLUSIONS: Are the conditions in place so that VE can take up her mandate/role in order to realize or
to contribute to the realization of her mission? Explain where the constraints are and if there are potentials to change them.
ECONOMICAL ASPECT
CURRENT SITUATION
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Quotation
Current sit-
Quotation
Potential
SELECTION CRITERIA FOR SUB-SECTOR
uation
to change
- The product/commodity has a comparative advantage
(production conditions) with other products/commodities
in order to achieve increase of income on short and long
term.
- There is a big demand of (products) the commodity on
the Market.
- The sub-sector is suitable for creating an economical
added value.
- Costs related to standards (quality, environmental ….)
IS GENERATING AN INof sub sector for marketing are feasible for small scale
CREASE OF INCOME FOR
farmers.
SMALL SCALE FARMER
- A large number of farmers is involved in the subON LONG TERM
sector.
- The sub-sector is creating Employment.
- The environment is enabling the development of the sub
ECONOMICAL SUPPORTsector (trade policies, agricultural policies, part of
ING ENVIRONMENT
public budget spend on the development of the sub sector: research, extension…).
CONCLUSIONS: Is the sub-sector the most appropriate to generate an economical impact for relevant number
of small scale family farmers? Explain where the constraints are, and if there is potential to change.
ECONOMICAL VALUE OF
PRODUCT
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