Value Chain Development Training for KSL China Partners

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Background

The value chain describes the full range of activities that are required to bring a product from its conception, through its design, its sourced raw materials and intermediate inputs, its marketing, its distribution to the final consumer. Value chains are the vehicles that connect mountain products and services to final consumer markets. The complex interrelationships between market imperatives, opportunities and constraints at different levels of the chain and the different interests and power relations between actors influence how value is distributed at these different levels. Small producers often require very specific interventions to stimulate their participation and enhance the ‘terms of their engagement’ with the broader market process. Value chain assessment also entails analysis of the risks and vulnerabilities from environmental factors and to develop appropriate risk proofing mechanisms. A comprehensive and holistic analysis of value chains can assist in reducing poverty and increase incomes of underserved and marginalized actors by designing upgrading strategies in collaboration with different stakeholders. The overall goal is to enable the upstream stakeholders and their institutions to participate equitably in the national, regional and global markets by ensuring sustainable management of the resource endowments.   

The International Centre for Integrated Mountain Development (ICIMOD), under the overall framework of its Medium Term Action Plan (20012-2017), has value chain development of high value products and services as an integral component of the thematic area on Livelihoods. The Kailash Sacred Landscape Conservation and Development Programme (KSLCDI) of ICIMOD have set concrete targets to increase the incomes of communities in the landscape by developing and promoting products and service value chains. In order to integrate the value chain methodology in the overall livelihoods promotion activities in KSLCDI, a training programme for the KSL partners in China is being organized.

Learning Objectives

  • Relevance of the VC approach for pro-poor and inclusive growth and additional income generation in KSL China
  • Significance for applying the approach in the specific country and project or institutional context
  • Opportunities of applying the VC approach in KSL pilot sites
  • Criteria and methods of selecting VC upgrading strategies
  • Judge the potential impact of different VC options and designing future plans