Individuals and companies from the private sector committed to donating expertise and experience to the program through:
Assisting in the development of training materials and acting as advisors to CBOs in the development of their IGPs. CBOs will have to invent creative ways to leverage connections with local SMEs and other private sector actors in order to produce viable feasibility studies and business plans.
Through the course of the project more such private sector involvement will be mobilized. Networking activities will also include meetings with donors and funders to explore possibilities for partnership.
Encourage Local Market Dynamic and IGPs Value Chain Practices
Within each sub-sector, a simple value chain analysis will be implemented in conjunction with Core Capacity Building Training and feasibility studies to identify key market opportunities and supply-side constraints that partner CBOs will need to take advantage of, and overcome with their income generation projects (IGPs). In order to be truly sustainable, the IGPs must be based on solid market analysis and result in products that appeal to end consumers. In the first phase of QUDORAT, our IGP interventions were centered on major sub-sectors: 1) Agri-businesses (dairy; 2) and food processing); 23) fodder/silage; 4) handicrafts; and 53) industrial products. In this second phase, we will determine if other sub-sectors, particularly in agribusiness, have income generation and value added potential, while further analyzing the value chains within these five the above sub-sectors to look for opportunities for economies of scale in partnership with CBOs which benefited from Phase One. The analyses will be based on interviews and small focus group discussions with key stakeholders and informants for each of the value chains including industry experts, trade association representatives, and community stakeholders. Secondary resources and other donor studies will also be analyzed and existing CBO IGPs will also be studied. Our value chain analysis process will follow some major steps: value chain mapping , value chain balancing analysis, analysis of strengths and weaknesses within the value chain, end market analysis, competitive benchmarking against similar (successful) industries in other parts of Jordan, analysis of supporting markets, analysis of business environment constraints, and analysis of value chain impact on cross-cutting issues. See Annex 2.