An assessment of Swaziland sugarcane farmer associations’ vulnerability to climate change

Mhlanga-Ndlovu, Bon’sile Faith Nicollete; Nhamo, Godwell

doi:10.1080/1943815x.2017.1335329

Cited by 14 publications

(3 citation statements)

References 15 publications

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“…For small-scale farmers, farmer groups are valuable forums for interaction, learning, and solving problems. However, if a group structure based solely on kinship transcends ability and appropriateness, this can undermine group unity and jeopardize farm management, as found in farmers' associations in Swaziland (Mhlanga-Ndlovu and Nhamo, 2017). This is supported by Diarto (2022), which states that to get credit assistance, farmers must create an active group.…”

Section: Strategic Programsmentioning

confidence: 99%

Identifying Institutions and Strategic Programs to Increase Sugarcane Production in Southeast Sulawesi, Indonesia

Sulaiman

Arsyad²,

Rahmatullah³

et al. 2023

Caraka Tani J. Sustain. Agric.

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The decline in the productivity of the national sugarcane commodity has become an issue in the last ten years. When domestic demand for sugar is increasing, the decline in productivity indicates a crisis in sugarcane production. At the same time, the involved institutions and strategic programs to encourage sugarcane production have not been well identified. The research aims to determine the institutions that are expected to play a role and the strategic programs that are prioritized in increasing sugarcane production in Southeast Sulawesi, Indonesia. This study uses Interpretative Structural Modeling (ISM) to formulate complexity, hierarchy (levels) and classification among elements. The results showed that of the 14 sub-elements of the acting institutions studied, five institutions were key actors for increasing production, namely banking institutions; universities; agricultural, plantation and fisheries offices; industry, trade, cooperatives, & Small and Medium Enterprises (SMEs') offices; and private companies. Then, from the 13 sub-elements of the strategic programs, there are five strategic programs that also serve as the key programs, namely extension/assisting farmers; addition of plantation labor; providing access to capital; variations of profit-sharing and buying systems of sugarcane; and accuracy of time and adequacy of the supply of raw materials to the mills. This means that these institutions must play an important role, as well as strategic programs that must be carried out effectively to address the issue of sugarcane production in the country. Thus, researchers recommend involving all stakeholders in conducting strategic programs with the key actors as the leading driving institutions.

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Section: Strategic Programsmentioning

confidence: 99%

Identifying Institutions and Strategic Programs to Increase Sugarcane Production in Southeast Sulawesi, Indonesia

Sulaiman

Arsyad²,

Rahmatullah³

et al. 2023

Caraka Tani J. Sustain. Agric.

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“…The environmental domain, strategy and the structural domain form a causal loop (Figure 1), hence, interventions on the issues of rainfall (environment) in the area could be considered along the length of the milling season (structure) and the flexibility of factory operations (strategic). This arrangement is common in Swaziland, as reported by Mhlanga-Ndlovu and Nhamo, that, in the past, extreme rainfall had led to an adjustment to the length of the milling season by 4 to 6 weeks of the normal period [119]. Accordingly, Bezuidenhout advocates for a "controlled system variability" principle towards mill capacity utilisation in order to accommodate unexpected events such as extreme rainfall [38].…”

Section: Case Studymentioning

confidence: 99%

Developing a Systematic Diagnostic Model for Integrated Agricultural Supply and Processing Systems

Shongwe

Bezuidenhout

Sibomana

et al. 2019

Systems

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Despite all the innovative research in agriculture, technology adoption in integrated agricultural supply and processing systems (IASPS) remains a challenge. This is attributed to the complex nature of IASPS and the continued lack of a holistic view towards most of the interventions into the systems. To make sense of issues that affect IASPS, it is important to recognise that most issues within these systems do not exist in isolation, but are imbedded within complex interrelationships. This research developed and demonstrated a systematic diagnostic model that could be used to locate high leverage intervention points within IASPS and to make predictions about the systems behaviour. A meta-analysis was conducted to test the evidence of the interlinkages between IASPS domains and to compare the strength of these relationships. The model revealed that the collaboration, structure and information sharing domains had a higher direct leverage over the other IASPS domains as these were associated with a larger number of interlinkages. Additionally, collaboration and structure provided dynamic leverage as these domains were part of feedback loops. In terms of the potency, collaboration was highly correlated to culture compared to the other domains, viz., information sharing, coercive power and transaction costs.

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“…In this model the farmers were well empowered and could potentially gain high financial rewards, but also directly carry most of the risk. This was illustrated by their low capacity in disaster preparedness as witnessed during the 2015-2016 drought (Mhlanga-Ndlovu & Nhamo, 2017).…”

Section: Empowerment Risks and Rewardsmentioning

confidence: 99%

Institutional arrangements of outgrower sugarcane production in Southern Africa

Maltitz

Henley

Ogg³

et al. 2018

Development Southern Africa

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Management models are needed that empower local communities to produce biofuel feedstock in a manner that drives rural development. Much can be learnt through the accumulated experiences of sugarcane outgrower schemes in southern Africa. Early schemes provided limited empowerment, but protected outgrowers from the risks of volatile sugar value chains. In later schemes, processing plants were responsible for all operations and simply paid dividends to participating farmers. More recent schemes offer full ownership, which comes with greater rewards and empowerment, but also exposure to risks. The underlying institutional structures of outgrower schemes largely dictate their performance, and thus the factors that affect their viability or collapse. To understand the different institutional arrangements of sugarcane outgrower schemes we undertake a comparative analysis of 13 schemes in southern Africa employing a political economy framework that uses the three key questions: 'who owns what', 'who does what', and 'who gets what'.

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An assessment of Swaziland sugarcane farmer associations’ vulnerability to climate change

Cited by 14 publications

References 15 publications

Identifying Institutions and Strategic Programs to Increase Sugarcane Production in Southeast Sulawesi, Indonesia

Identifying Institutions and Strategic Programs to Increase Sugarcane Production in Southeast Sulawesi, Indonesia

Developing a Systematic Diagnostic Model for Integrated Agricultural Supply and Processing Systems

Institutional arrangements of outgrower sugarcane production in Southern Africa

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