This report investigates the dynamics of a multi-stakeholder platform (named: Coordination Group, or CG) for stakeholders of the oilseeds and edible oil value chains in Ethiopia.
The CG was initiated by the Dutch development organisation SNV in 2005
as part of a broader programme to improve market access for farmers/producers and
small - and medium-sized edible oil processing companies. To examine the MSP, both
its internal, organisational dynamics and its external dynamics, i.e. the changes brought
about in key areas of the institutional business environment, were analysed. A mixedmethod design was used for the data collection and -analysis, including in-depth
interviews with 18 key representative edible oil and oilseeds stakeholders participating
in the CG meetings, document analysis, and a social network analysis.
Ethiopia has a considerable potential for oilseeds production resulting from its
diverse and favourable climate conditions as well as the existing large size of
uncultivated land. Common and speciality Ethiopian oilseeds (safflower, castor beans
and rapeseeds) are under high international demand due to their organic nature. Despite
its potential and high international demands, the oilseeds sector in Ethiopia is
constrained by several factors that can be grouped into production, processing and
marketing problems. The CG was established to address these major problems.
The dominant impression is that the CG has played a key role in bringing
stakeholders from the three societal sectors (public, private and civil society) together to
participate in a new, loose governance structure that reasonably meets the majority of
collaboration requirements. Assessments of the success factors in collaboration
demonstrate mixed results that range from low-high. Generally, the CG has performed
better in the areas of its internal dynamics than in its external dynamics. Despite the
fact that oilseeds CG lacks an active nucleus-group; it has introduced and maintained a
fairly horizontal discussion structure where each member is free and equal –although
related to capacity differences- to influence and contribute to its internal and external
dynamics. Lack of active participation of key decision and policy makers in the CG
meetings is a limitation of the CG to effectively influence the policy arena.
Assessments revealed that the CG was less successful in terms of its external
dynamics. Except for its role in creating access to knowledge, the CG performed low in
terms of creating favourable institutional business environments for small and medium
sized agri-business players. The CG did not influence access to financing mechanisms.
Despite its efforts to create international market opportunities, there are few alternative
market opportunities created for the oilseeds’ value chain actors in general and for the
farmers in particular