Our Stategic Pillars
Pillar 1: Developing and sustaining network capacities
Under this Pillar AFAAS will undertake the activities that build on the achievements of the previous strategy. These include areas of governance, network management, coordination and operationalization of CF in existing and emerging countries. Under this Pillar, AFAAS will mutate its modus operandi from central management of networks at continental and national Secretariats to a user-driven network that broker services to members. The suites of services shall include supporting members in resource mobilisation for their individual and collective activities.
Pillar 2: Providing outreach services.
The biggest asset that AFAAS has is its growing continental coverage of AEAS providers. The network has the potential to expand coverage of AEAS actors in existing and emerging CF that have the capacity to reach commensurately more farmers and other value chain actors. The 2018 – 2027 Strategy proposes that AFAAS should capitalize on its networks to proactively engage with research, development, academic, financial and other private sector institutions as partners in the sector transformation. In this context AFAAS network becomes the vehicle for out-and up scaling uptake of technologies and innovations. To facilitate this, AFAAS shall develop platforms for to connecting donors – big and small, public and private – to discover opportunities for investing in innovation uptake
by agricultural value chain actors including rural AEAS providers, farmer groups, distributors, processors and marketing agents that they support. In this context, AFAAS platform becomes a resource mobilization channel.
Pillar 3: Facilitating advancement of AEAS.
Under this Pillar AFAAS will undertake the activities that build on the achievements of the previous strategy. These include areas of governance, network management, coordination and operationalization of CF in existing and emerging countries. Under this Pillar, AFAAS will mutate its modus operandi from central management of networks at continental and national Secretariats to a user-driven network that broker services to members. The suites of services shall include supporting members in resource mobilisation for their individual and collective activities.
