coleacp managers and experts by countries

OUR impact 

Measuring the impacts of development activities is complex, especially when evaluating indirect effects. A systematic approach is needed that considers both internal and external factors affecting sectors, value chains, companies and organisations, within a defined timescale, to enable analysis against an identified baseline.

To measure the impacts of our activities as objectively and realistically as possible, our approach is based on three principles:

In addition, given that :

  • COLEACP covers and represents the EU-ACP fruit and vegetable sector through the members of the association and the beneficiaries of its action,

  • our action is targeted in this sector,

  • we have designed and implemented a holistic approach to capacity building in this value chain since 2001,

it is objectively accepted that COLEACP contributes to the development of this value chain directly at the European market level and directly/indirectly at the local and regional level.

 

The following measures offer an overview of our work.  

At the macroeconomic level

Trends in ACP fruit and vegetable exports to the EU (volumes in tonnes, excluding bananas, 2008-2018)
PIP 2 Program

growth in volumes exported to the EU.

growth in volumes exported to the regional market.

growth in direct jobs.

At the mesoeconomic level

Ongoing Fit For Market programme

AS AT 1st december 2019

741

490

763

In addition, COLEACP’s Self-Assessment System generates individual reports that we can aggregate to provide annual impact measures in the fruit and vegetable sector.

Value Chain Analysis for Development (VCA4D)

The European Union’s VCA4D  programme onducts value chain analyses on a wide range of agricultural products and countries to assess their contribution to growth and job creation, taking into account their sustainability and inclusiveness.

The beans value chain in Kenya: PIP, EDES and now Fit For Market programmes

Economic analysis 

Though limited in size, this programme is making a real contribution to economic growth and job creation in Kenya, particularly for women, with knock-on effects in the national economy for transport and logistics.

The emergence of national and continental markets should provide drivers for companies that can diversify into new products to complement beans, or into new market niches. The distribution of income between actors is differentiated according to sectors, but is fairly egalitarian.

.

SOCIAL ANALYSIS

The programme is making a modest contribution to socially sustainable development in Kenya, with positive contributions to living and working conditions; food and nutritional security; and gender equality and social capital. However, access to land is a problem.

ENVIRONMENTAL ANALYSIS

Production of fresh beans in extensive traditional orchards without inputs causes no environmental damage.

PIP 2 Programme

increase in supplies from small producers.

of the beneficiary companies have integrated an internal training system.

training sessions
participants, 30% of whom are women
person-days of training

At the microeconomic level

COLEACP has designed a self-assessment system (SAE) to enable the companies benefiting from its action to measure their impact on the sustainability of their activity. More specifically, the SAE includes a baseline questionnaire on the company, a checklist to record current practices and a set of parameters covering key indicators such as soil quality, water and energy consumption, labour force retention rate and profit calculation. Completing the checklist and indicators each year allows beneficiaries to monitor and demonstrate their progress.

The prioritization of part of the program's activities results from the results of the deployment of COLEACP's self-assessment system on the economic, social and environmental levels among beneficiary companies.

Gender Focus (April 2019)

COLEACP Employees
COLEACP beneficiaries

Learners registered on

the e-learning platform

Experts under framework

contract with COLEACP

Gender break-down amongst employees

Number of people trained directly

Individual training

Group training