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
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SELECTION CRITERIA FOR SUB-SECTOR

not the potential to change that, we give 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

- There is an active movement/organization/forum in that subsector- representing a social base.

- There is potential to advocate (VE or partners) for enabling
environment for inclusion of farmers in the market

FOOD SOVEREIGNITY:
is the right of peoples
and sovereign states to
democratically
determine their own
agricultural and food
policies.

- 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.

GENDER:
gender equality and

- The sub-sector is not excluding women to develop economical

activities within that sub-sector.

Rating
Current
situation

Rating
Potential to
change

SELECTION CRITERIA FOR SUB-SECTOR

equal opportunities for

both men and women,

- 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 sub-sector:

- The sub-sector is minimizing/countering the adverse
impacts of climate change. (through agro-ecologically 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

FACILITATING MULTISTAKEHOLDER
PROCESSES

Quotation
Current
situation

Quotation
Potential to
change

- The different stakeholders (chain actors, chain supporters, chain

influencers) are existing in the sub-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 promoting upAND
ADVOCATING scaling.
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SELECTION CRITERIA FOR SUB-SECTOR

THE 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 - There is a political supportive environment for farmer
FARMER
organizations and their movements.
ORGANIZATIONS AND - Farmers have a strong position in the market.
MOVEMENTS
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

ECONOMICAL VALUE
OF PRODUCT

IS GENERATING AN
INCREASE OF INCOME
FOR SMALL SCALE
FARMER ON LONG
TERM
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- 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 .) of sub
sector for marketing are feasible for small scale farmers.
- A large number of farmers is involved in the sub-sector.
- The sub-sector is creating Employment.

Quotation
Current
situation

Quotation
Potential to
change

SELECTION CRITERIA FOR SUB-SECTOR

- The environment is enabling the development of the sub sector

ECONOMICAL
(trade policies, agricultural policies, part of public budget spend on
SUPPORTING
the development of the sub sector: research, extension).
ENVIRONMENT
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.