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Book (series)Public–private partnership innovations for aquaculture development with a focus on sub-Saharan Africa 2024
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No results found.This document indicates that sub-Saharan Africa presents investment opportunities for partnering with governments in infrastructure development, including road networks and energy supply systems, which can improve access to remote aquaculture sites and reduce production costs. Partnerships can also be established to build and/or maintain much-needed infrastructure, such as fish processing facilities, cold storage facilities and port facilities, as these facilities can improve efficiency and productivity in aquaculture. Moreover, there is a need to upgrade farming technologies through investing in more knowledge and capital-intensive production systems; PPPs can play an important role in this regard. Accessing international markets requires certification of fish and fishery products. This is yet another opportunity for PPPs to provide testing and certification services.Public–private partnerships hold great potential for enhancing the benefits of aquaculture in sub-Saharan Africa. However, the lack or weakness of regulations constitutes a bottleneck to the establishment of PPPs in aquaculture. Another significant obstacle is the existence of unclear guidelines, which can lead to uncertainties about compliance and hamper the success of partnerships. Additionally, the high costs of borrowing money, arising mainly from elevated interest rates associated with borrowing funds for PPP projects, pose a key challenge to PPPs. This issue is even more pronounced in the case of aquaculture projects because of limited knowledge among lenders and the inherent risks involved. -
Policy briefAfrica Sustainable Livestock 2050: Public–private engagement at local level to support One Health policy implementation
A stepwise approach based on experiences from the poultry value chain in Uganda
2023Also available in:
No results found.Uganda has a relatively comprehensive policy and regulatory framework to prevent, detect and respond to outbreaks of zoonotic diseases and AMR along the livestock value chain. Its full implementation, however, remains a challenge. One of the reasons is that there is little systematic information on the challenges and constraints policy implementers face on the ground. The FAO, through the Africa Sustainable Livestock 2050 Project, has joined forces with the government of Uganda and the district governments of Mukono and Wakiso and other stakeholders to support the implementation of the existing policy and regulatory framework along the poultry value chain. This brief provides a summary of the efforts made over the past two years in close collaboration with private and public stakeholders. -
ProjectBuilding Effective Public-Private Partnerships to Drive Sustainable, Alternative, Non-Traditional Value Chains - TCP/JAM/3703 2022
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No results found.Despite latent domestic and international market potential for a number of Jamaican agricultural products, many agricultural value chains in the country are characterized by weak connectivity among actors, fragmented coordination, and insufficient resources and technical support to farmers In addition, the lack of professional farmers organizations and limited capacity of many smallholder farmers to be able to deliver consistent quality and quantity of produce required by buyers has also held back the development of high potential subsectors These persistent issues in priority subsectors act as disincentives for private financing along key value chains Private investments are essential to promote and drive competitive industries in a range of fresh and value added Jamaican agricultural products Against this background, the MoAF 1 which is at the centre of promoting the development of competitiveness in the agricultural sector, required support to strengthen the skills and hands on experience of staff to implement systematic and market oriented sector development plans Therefore, in collaboration with the MoAF the project aimed to improve the capacity of key stakeholders to better meet current market requirements, increase delivery, and/or develop new market opportunities or products as well as to facilitate the establishment of new public private partnerships ( that would link lead firms with smallholder farmers, to promote agricultural development.
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