Rick Kamugisha

By-laws formulation and enforcement in natural resource management: lessons from the highlands of eastern Africa

Abstract Degradation of land, water and vegetation in the highlands of eastern Africa is on the increase in the face of the enforcement of natural resource management (NRM) policies and related by-laws. In this study, reasons behind the limited contribution of NRM by-laws in arresting degradation of natural resources in the highlands of Ethiopia, Tanzania and Uganda are presented, and opportunities to improve effectiveness identified. Using key informants’ interviews, focus group discussions, workshops, case studies and literature review, it is shown that inadequate community participation in the process of by-laws formulation and enforcement is the main reason for the ineffectiveness of most NRM by-laws in the three countries. When communities are fully involved in the process of NRM by-laws formulation and enforcement and both conventional and indigenous by-laws enforcement mechanisms are adopted, incidences of abuse of natural resources were reduced by as much as 50% in some of the study sites.

Multi-stakeholder partnerships in value chain development: A case of the organic pineapple in Ntungamo district, Western Uganda

Purpose The purpose of this paper is to demonstrate that agricultural commodity value chain development using multi-stakeholder partnerships (MSPs) can fast-track improvement in the livelihoods of rural farming households. With the view that such partnerships can raise farmers’ incomes, the study uses the case of the organic pineapple (OP) value chain in Ntungamo, Western Uganda, to understand the governance features that hold the value chain partners together, to analyse the costs and margins to the participating farmers, to identify opportunities for demand-driven upgrading of the farmers’ skills and knowledge, and the role that partnerships play in such upgrading. Design/methodology/approach The study uses the qualitative tools of value chain analysis: value chain maps of stakeholders, processes and support services of the OP value chain, and a quantitative tool to analyse costs and margins to the participating farmers. Interviews were conducted with key informants from the OP innovation platform, and survey data collected for the planting season, February–July, 2014, across three farmer categories of certified organic, conventional, and farmers not participating in the innovation platform. Findings Careful selection of partnerships to develop the value chain is found to be critical. Partners to involve should be those that enable the upgrading of farmers’ knowledge, skills and technologies to position them for better markets. Partners should also include those that enable the improvement of margins to the farmers and efficiency of the value chain. The strategic MSPs should be bound by formal contracts, to ensure stable relationships in the value chain and hence sustainable market access for the farmers. Research limitations/implications Although carried out on a specific value chain in a specific local context, this is not likely to limit the applicability of the findings to commodity value chains in a range of local contexts. Originality/value The study fulfils the need to highlight the role that stakeholder partnerships can play in value chain development and how they can be sustained by governance and institutional arrangements.