Engaging Unattached Youth in Small-Scale Ornamental Fish
Farming: An Urban Value Chain Approach 2012 Global Youth Economic
Opportunities Conference
Slide 2
Project Partners The Competitiveness Company Implementing
Partner A not-for-profit project management and consultancy firm
based in Kingston, Jamaica. Their mission is to enhance the
prosperity of the country, improve MSME competitiveness and widen
opportunities for the young and unemployed. SEEP Network Technical
and Learning Partner A global network of over 130 practitioner
organizations dedicated to combating poverty through promoting
inclusive markets and financial systems. Jamaica Ornamental Fish
Farming Project
Slide 3
Why Urban Value Chain Development?
Slide 4
How can we harness the resources of todays cities to reduce
poverty and benefit the vulnerable populations?
Slide 5
Jamaica The Competitiveness Company with 2 other orgs. Jamaican
Ornamental Fish Urban Value Chain Kenya AMPATH with 2 other orgs.
Value Initiative Program (horticultural value chain) India ACCESS
Dev. Services with 4 other orgs. Jaipur Jewellery Artisans
Development Project Indonesia Mercy Corps Indonesia with 3 other
orgs. VIP (Tofu and Tempe) Urban Value Chain Development
Practitioner Learning Program
Slide 6
What We Are Learning Reaching vulnerable populations in urban
areas Results measurement in complex market development projects
Improving working conditions in urban informal sectors Leveraging
social networks in VCD Models and Strategies for value chain
finance Engaging Governments and policy makers in VCD VCD
strategies in different sub-sectors in an urban setting
www.seepnetwork.org/value
Slide 7
Who Are the Youth in this project? Unattached Youth Unemployed
Not looking for work Not in School Not in Vocational Training More
likely to join gangs More likely to be pregnant at a young age
Slide 8
High unemployment among youth and in Urban Areas Long term
economic stagnation High rates of crime High rates of slum
conditions Jamaica and The Urban Youth
Slide 9
Program Objective The development of competitive and export-
oriented niche value chains that result in sustainable
profitability of urban youth entrepreneurs.
Slide 10
Methodology Value Chain Selection Identify and list SME Sectors
Identify and List existing SMEs Develop Criteria for Unique SME
Market Segments Screen SME sectors Analyse segment characteristics
Develop Criteria for Value Chain selection Identify Market Trends
and Opportunities Select Value Chain and Develop Interventions
Slide 11
Project Development Process
Slide 12
Why The Ornamental Fish Value Chain? Existing & Potential
Market Demand Total export value Over US$300 Million per year Total
value of aquarium industry US$ 27 Billion On average, over 1.5
billion fish traded 104 exporting countries vs. 144 importing
countries Resilience: Industry rebounded well from 1997, 2001 and
2008 Recessions Annual Growth of 8% per annum
Slide 13
Why The Ornamental Fish Value Chain? Good fit with Local
Conditions and Target Group Jamaicas climate is ideal for
year-round production Proximity to the high demand markets: Canada
& the U.S. Logistical cost advantages through air freight Fish
breeding already a Youth entrepreneurial activity
Slide 14
Major Value Chain Challenges Ineffective farming methods and
backward technology Community Divisions affected economic activity
Low levels of technical knowledge Few support services (training,
extension, quality control) Access to Finance (Given profile of
target group) Low levels of market knowledge both locally and
internationally. Very little State support for exporting.
Slide 15
Overall impact goals Objectives Intended results Market
development interventions Wealth creation, and stability in
communities Increased local and export sales Improved market
knowledge and relationships Accessible Market-based support
services Market Driven and productive Farmer Groups. Strengthen
links between farmers and local exporters Effective and affordable
Support Services 1.Identify and train new young urban farmers;
2.Upgrade production systems; 3.Introduce demanded species;
4.Develop breeders 1.Identify and train new young urban farmers;
2.Upgrade production systems; 3.Introduce demanded species;
4.Develop breeders 1.Build capacity of local exporters; 2.Conduct
market research; 3.Build farmer exporter relationship 1.Build
capacity of local exporters; 2.Conduct market research; 3.Build
farmer exporter relationship 1.Develop extension services ;
2.Negotiate with suppliers; 3.Increase access to technical
information 4.Expand Breeder capacity 5.Engage MOA to support
farmers with QA. 1.Develop extension services ; 2.Negotiate with
suppliers; 3.Increase access to technical information 4.Expand
Breeder capacity 5.Engage MOA to support farmers with QA. Program
Causal Model
Slide 16
Interventions Activities & Results Updating skills and
available technical knowledge and training
Slide 17
Introduce new technology to improve efficiency and productivity
in a backyard setting. Interventions Activities & Results
Slide 18
Aggregate production and minimize operational costs through
collaboration Interventions Activities & Results
Slide 19
Market learning and penetration exercises to gain market
knowledge and initiate exporting relationships Interventions
Activities & Results
Slide 20
Link Urban Youth Farmers to local sources of micro- finance
where necessary. Interventions Activities & Results
Slide 21
Ornamental Fish Value Chain Breeders and Brood stock Importers
Suppliers or Packing Materials Hardware Fish Food & Supply
Wholesalers Input Supply Urban Fish Farmers Pet Shops Domestic
Consumers Exporters Consolidators / Agents Foreign Consumers Micro-
Lenders Trainers Extension Officers Fish-Farm Technicians
Train-the- trainer Market information Build Capacity Of Trainers to
deliver Training and Advice Build Capacity Of Para Vets and
Technicians Engage Lead Firms to Link Large number of Small Farmers
to Export Markets
Slide 22
Key Lessons and Challenges Working with at-risk youth in
volatile urban communities requires Enhancing and matching existing
skills to sustainable markets Identifying and involving influential
voices within their communities Selecting and working with
exemplars Learning about the power structure and daily life in the
community Include several group exercises that require
communication and interdependence. Value Chain Selection must be
rigorous and based on current data, context. Clusters/Production
Groups are a useful mechanism for Economic Development in Urban
Context.
Slide 23
Nicardo Neil Project and Marketing Manager The Competitiveness
Company nicardo@thecompetitivenesscompany. com Thank You! Yibin Chu
Program Manger The SEEP Network [email protected] More resources,
publications, and information about The Value Initiative
www.seepnetwork.org/value