AFRICA DIASPORA Agriculture: An Investment or Skills Option? Building Public-Private Partnerships. Andrew Bennett- Syngenta Foundation for Sustainable Agriculture - PowerPoint PPT Presentation

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AFRICA DIASPORA Agriculture: An Investment or Skills Option? Building Public-Private Partnerships. Andrew Bennett- Syngenta Foundation for Sustainable Agriculture


AFRICA DIASPORA Agriculture: An Investment or Skills Option? Building Public-Private Partnerships. Andrew Bennett- Syngenta Foundation for Sustainable Agriculture – PowerPoint PPT presentation

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Title: AFRICA DIASPORA Agriculture: An Investment or Skills Option? Building Public-Private Partnerships. Andrew Bennett- Syngenta Foundation for Sustainable Agriculture

AFRICA DIASPORA Agriculture An Investment or
Skills Option? Building Public-Private
Partnerships.Andrew Bennett- Syngenta Foundation
for Sustainable Agriculture

  • About Foundations
  • Are partnerships needed?
  • What makes partnerships work?
  • Coping with the unexpected
  • Managing liability and risk
  • Sharing benefits
  • Conclusions.

Why Companies have Foundations
  • Going beyond CSR and being a good citizen to
    build and influence the future!
  • Reach future potential customers, where markets
    currently fail 5-10 year horizons
  • Access and influence policy makers, organisations
    and communities
  • Stimulate debate and find solutions to key issues
  • Exploit opportunities
  • Tax remission
  • Improve image and perception
  • Deploy Company know-how and expertise
  • Build employee interest, self respect - staff

Syngenta Foundation for Sustainable Agriculture
  • Mission
  • To increase opportunities and choice
  • for poor rural communities in semi-arid areas
  • to improve their livelihoods
  • through sustainable innovation in agriculture.
  • Through partnerships

The role of Foundations
  • Corporate giving is increasing and growing at
    5-6 every year eg Bill Gates, etc.
  • In 2004 private giving in the US was nearly
    250bn of which corporate giving was 5 but 90
    of this was spent on domestic social issues!
  • But what makes SFSA different?
  • Small, flexible, responsive and with good
  • Non-political
  • Interface and synergies between public, civil
    society and business
  • Emphasis on delivery
  • Access to expertise in science, business, IPR and
  • Building partnerships
  • But partnerships take time, trust and clear
    purposes and rewards and these will be
  • There are gaps in the technology delivery and
    market systems. Where small and medium
    enterprises are weak or absent rural development
    usually underperforms.

Current Foundation Activities
  • Eritrea soil and water management, GIS, millet
    breeding, tissue culture
  • Mali Cinzana Station, IER support, rural
    development, eco-carbon
  • Kenya Insect resistant maize, transgenic and
    conventional approaches
  • Uganda Farmer information systems
  • India soils and water management and vegetable
    production now a Syngenta Foundation India
  • Brazil Nordeste SMEs and income generation
  • Research
  • CGIAR membership
  • Striga control
  • Millet and Sorghums marker assisted breeding

Syngenta at a glance
  • Total Sales 8.1bn
  • Expenditure on R and D - 822m
  • Crop Protection 6.3bn
  • Herbicides 2.4bn Fungicidies 1.8bn
    Insecticides -1.1bn and other 0.9bn
  • Seeds - 1.8bn
  • Field crops 0.9bn other . 0.3bn, veg and
    flowers 0.6bn.
  • By Region
  • EAME 34
  • NAFTA 33
  • LA - 18
  • Asia and Pacific 15

Building public-private partnerships
  • Golden rice increasing the beta - carotene
    content with Uni Freiburg, IRRI, NARS and
    Syngenta Company
  • Insect Resistant Maize Bt and traditional with
    KARI, CIMMYT and Rockefeller -KENYA
  • Millet and sorghum annotation- using genomic
    information/synteny - with Syngenta Company and
  • Soil and water management/GIS with CDE Bern,
    Uni Asmara and NARI - ERITREA
  • Marker assisted breeding with BecA and NARES
    and ICRISAT W and E AFRICA
  • 2 IFPRI studies of CGIAR experience
  • Commercial practice

Challenge for agriculture
  • Delivering
  • More production and productivity
  • More ecosystem services
  • More income
  • For more people
  • Giving a greater diversity and choice
  • Using
  • Less water
  • Less land
  • Less energy
  • Less environmental damage
  • Tools Partnerships, policies, awareness,
    capacity, infrastructure, institutions, markets
    and technologies

Areas of Controversythe faultlines-
  • Large or small commercial or family farm
  • Pro-poor employed or self-employed
  • Public or private goods are IPRs a problem?
  • Rural space what ecosystem services, who
  • Markets subsidies or free markets, fair trade,
  • Productivity efficiency, livelihoods or
    environmental services
  • Production systems organic or non-organic,
    intensification. Minimum, zero and conservation
    tillage. Eco-agriculture
  • Technology ICT, nanotechnology, biotechnology,
    GMOs, frankenfoods, biosafety, regulation
  • Assessment of Risk different priorities, values
    and perceptions

Structural Changes
  • Farmers declining in numbers
  • Farmers ageing, sickening
  • Increasing proportion of women headed farming
  • Consolidation in the value chain and changes in
    economic power
  • Consumers increasingly interested in supply chain

The Coffee chain - Venezuela
500000 growers
28 retailers
50 million consumers
4 roasters
The banana split
Includes 5 EU Tariff
Source Action Aid
Are ppps needed? - YES
  • Scale of challenges beyond resources of
    individuals, organisations and even countries
  • Finance, knowledge, expertise, technology.
  • Demand is growing.
  • Demand is diversifying and becoming more complex
    eg biofuels.
  • Human, natural and financial resources are
  • Poverty and hunger must be reduced.
  • Energy sources and climate change are impacting
  • Globalisation is creating new inter-dependencies.
  • Different mixes of partnerships are need to raise
    funding, pool expertise and to have an impact and
    create critical mass.
  • Mutual benefits and synergy

Rural livelihood improvement depends on rural
economic growth and ability to capture
Rural Development
rural economic growth
community development
connect rural and urban markets
ability to capture new opportunities
business skills
Carbon finance
business climate
What makes partnerships work? People and Ideas
  • Voluntary and purposeful
  • Leadership and preparedness to take risks
  • Clear roles and responsibilities
  • Shared objectives
  • Constant communications
  • Incentives and rewards
  • Acceptance of different motivations and
    comparative advantage, but a balance between the
  • Access to resources
  • Trust and transparency
  • Time
  • Progress and luck

When and where is partnering needed?The partners
may change with time.
  • Raising finance donors, investors, etc
  • Contact and interaction with beneficiaries
    civil society - universities, local government,
    farmers associations, consumer surveys
  • Designing the research agenda research partners
    and managers
  • Conducting and managing research consortia,
  • Accessing expertise and IP - owners, legal
    services etc
  • Product development business and investment
  • Strengthening delivery systems- seed companies,
    SMEs, NGOs. Farmers associations etc
  • Strengthening rural services SMEs, farmers
    associations and NGOs
  • Providing markets and processing food
    processors, retailers, consumers associations

Formal or informal? Why have
  • Build trust
  • Clearly define responsibilities and obligations
  • Accountability and increased transparency
  • Manage risk
  • Share benefits
  • Set out time lines and stop-go stages
  • Set out rewards benefit sharing
  • Set out penalties and precautions

Ownership does it matter?Yes!
  • Intellectual property rights empowers and
    protects the inventor
  • Provides codes for access, benefit sharing and
  • It protects and encourages investment in delivery
  • International Public Goods who will invest and
    deliver who will benefit?
  • With rights come accountability, responsibility
    and liabilities!!!!

Coping with the unexpected Managing Risks and
  • Identify and quantify the potential risks, the
    likelihood of their occurring, the scale of their
    impact, possible counter-measures, the means for
    seeing them coming, and the ability to respond
  • Establish strong technical advisory and executive
    committees that meet regularly
  • Assign clear roles and responsibilities for all
    the partners
  • Provide staff training
  • Develop effective reporting and information
    systems vigilance and response
  • Encourage transparency and engagement with all
    stakeholders and develop a dialogue with them on
    the issues
  • Build trust amongst the partners.
  • Make decisions even if they are unpopular and
    implement them

  • Partnerships take time but should also be time
  • They should be purposeful
  • Ownership, trust and responsiveness are important
  • Time lines must be realistic
  • Look for complementarity
  • Personalities are important
  • Capacity issues
  • The need for consensus
  • External events - happen!!

  • Partnerships are essential to ensure critical
    mass and safe and effective delivery.
  • They are about people wanting to work together to
    achieve something that they could do on their
  • Partners should bring different skills and
    resources to the partnership
  • Some formality is necessary
  • Early wins help to build confidence and trust
  • Partnerships can help manage risk but they
    cannot remove it
  • African diaspora could play a unique and
    valueable role in supporting SME development
    though investment and business skills
  • But understanding and patience are important
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