social networks action research plan draft- updated

8/8/2019 Social Networks Action Research Plan Draft- Updated

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DRAFTFORCOMMENT

THE SEEPNETWORKS

VALUE INITIATIVE

ACTION RESEARCH PLANS

SOCIAL NETWORKS AND SOCIAL CAPITAL

INURBAN VALUE CHAIN DEVELOPMENT

BRIEF (for the short version)

TECHNICAL NOTE (for the longer version)

Action Research Lead Agency: Mercy Corps, Swisscontact and Pupuk, IndonesiaParticipating Agencies: Access Development Service, India and its Jaipur partners

Jamaica Exporters Association , The CompetitivenessCompany, and Area Youth FoundationAMPATH, FINTRAC, and Kenya Export Development Agency

Researchers: Zahra Campbell-AvenellMary McVay (SEEP Network)Mary Morgan (Economicsunplugged.com)Hana Panggabean, Faculty of Psychology, Atma Jaya Indonesia

Catholic University

Funded by the Bill and Melinda Gates FoundationSeptember, 2010


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ABOUT SEEP Copyright information:

Copyright 2010 The SEEP Network

Sections of this publication may be copied or adapted to meet local needs without the permissionfrom The SEEP Network, provided that the parts copied are distributed for free or at costnot for

profit. Please credit The SEEP Network for those sections excerpted.

For any commercial reproduction, please obtain permission fromThe SEEP Network

1875 Connecticut Avenue NW, Suite 414Washington, DC 20009-5721

Tel.: 202-534-1400 Fax: 202-534-1433E-mail: [email protected]

Web: www.seepnetwork.org

About The Value Initiative: The Value Initiative is funded by the Bill and Melinda Gates Foundation

to advance urban value chain development and help millions work their way out of poverty. The

Value Initiative funds four urban demonstration programs in cities around the world, facilitating

practitioner learning as we implement. We also facilitate business planning and funder linkages for

advanced practitioners to understand and facilitate sustainability and scale-up. Come learn with us

on the Enterprise Development Exchange http://edexchange.seepnetwork.org .


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ABOUT THE VALUE INITIATIVE PARTNER CONSORTIA:(IDE)

Building a Bridge to a World of Opportunities: Developing a Jamaican Ornamental Fish Value ChainThe Jamaica Exporters Association, the Competiveness Company and the Area Youth Foundation

The Building a Bridge program nurtures the development of a globallycompetitive Jamaican ornamental fish industry based on the marketdriven production of young men from Kingstons inner city communities

thereby bringing sustainable wealth and stability to these communities.The focal learning for this program is how to mobilize the diversity ofpeople involved in the value chain from the former gangster to thehobbiest in suburban Toronto to contribute to empowerment and wealthcreation in Kingston.

Value Initiative Program Kenya

Academic Model Providing Access to Healthcare (AMPATH); FINTRAC; Kenya Export Promotion CouncilThe VIP Kenya Program increases incomes for microenterprise owners and workers in under-served, conflict

affected and HIV impacted areas of the Western and Rift Valley provinces ofKenya primarily through expanding the passion fruit and juice industry.Passion fruit is a high value crop that grows well this region of Kenya and its

demand is high and growing from local to international markets. The VIPprogram is demonstrating an integrated, graduated approach that customizessome services for the very vulnerable, while growing the value chain in generalby targeting the general vulnerable population, who are (or which is)nevertheless experiencing economic and social stress.

Jaipur Jewelry Artisans Development Project (Jjade) - Jaipur, IndiaAccess Development Services in partnership with three community-base NGOS and the Jaipur Jewelers

Association.Jjade is strengthening the fashion jewelry value chain, making it morecompetitive in national and global markets and improving the workingconditions and social well being of artisans. Jaipur is a historic center forjewelry making but is losing competitive edge as design becomes moreimportant than value and volume of raw material in jewelry. In addition,

artisans works under challenging conditions in terms of their wages,workplace conditions and social welfare. Jjade is taking a market-drivenapproach to addressing working conditions that is mutually beneficial forartisans and owners in the sector.

Value Initiative Program (VIP) Jakarta, IndonesiaMercy Corps, Indonesia with Swisscontact, PUPUK, and MICRA

The VIP program aims to increase income, improve working conditions, and

diminish environmental impact of production for Tofu and Tempe enterprise

owners and workers in Greater Jakarta. Greater Jakarta is a thriving megacity of

some 13 million people and a 500 year history as a trading hub. However,

more than 42% of the Indonesian population lives on less than 2 USD per day

and Indonesias spiraling urban growth rate of 3.3% is one of the highest in theworld. Tofu and Tempe are traditional foods, widely available fresh and in

cooked form through diverse, convenient vendors restaurants, informal

market cooks, and mobile carts. As an affordable protein source, there is high

and increasing demand from a wide range of urban consumer groups for tofu and tempe products, The program is

leveraging the strong, positive social networks in the sector to disseminate improved technology that addresses

environmental, health worker safety and productivity issues at the same time.


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I. INBRIEF

In Jakarta, established tofu producers mentor men from their villages to work in their factories.There workers often graduate to renting the facility for a business, and then set up shop on their

own. The lead producers pro-actively help their community at home and in the city to thriveeven as they become wealthy. In tofu producing neighborhoods in Jakarta, the rich, middle classand poor live side-by-side, tied together as in a rural village. As more producers enter the sector,profit margins decline, pollution is an issue, and some producers take short-cuts that endangerpublic health. The VIP Indonesia program1 is introducing improved production practices toenhance productivity, hygiene and working conditions, and reduce pollution. They are leveragingthe strong, traditional social networks in the sector to disseminate production improvements,linking community leaders with formal and sustainable sources of information, technology andcapital.

In ghettos in Kingston, Jamaica, a socially isolated underclass of young people struggle to survive,governed by a superstructure of male drug traders and gangsters, who are in turn tied to the

political elite. In this context, some young people have formed a social movement for peace - theArea Youth Foundation that uses the performing arts and other economic opportunities to offeralternatives to young people especially young men. The Building a Bridge program2 is helpingyoung inner city men partner with socially mainstream urban entrepreneurs to develop theornamental fish export sector. With the backing of the Area Youth Foundation working for peace inthe community, the young men use existing social ties old and new to form clusters. TheCompetitiveness Company is supporting the mainstream entrepreneurs, linking them to inner citycluster leaders, thus bridging a very deep social divide.

These contrasting situations illustrate how social networks -ethnic and religious ties, family bonds, cartels and gangs,gender dynamics - are integral to the economic lives of peopleliving in poverty, and to value chain development in cities. Insome cases, they are instrumental to an industrysdevelopment, and value chain developers can gain significantleverage from mobilizing traditional, well functioning socialnetworks. In other cases, traditional social networks are focused on negative social functions, areexclusive or exploitative, and people are forming alternative structures that can be supported toimprove the social and economic lives of marginalized communities.

Despite the importance of social networks, value chain developmentframeworks to date offer limited tools to analyze and address socialrelationships.3 The Value Initiatives demonstration programs testinnovative ways to understand, leverage and improve social relationshipsfor more effective poverty reduction strategies, in the context of urbanvalue chain development. For more information, publications, pictures,videos and to get involved, go to: The Enterprise Development Exchange

1 Implemented by Mercy Corps Indonesia in partnership with Swisscontact Indonesia, PUPUK and MICRA.2 Implemented by the Jamaican Exporters Association in consultation with the Competitiveness Company andthe Area Youth Foundation.3 USAID, 2010

Social Network: who you knowSocial Capital: what you can do or

get, because of who you knowSocial Governance: how socialnetworks influence businessdecisions and markets

Example of a Social Network map


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What are Social Networks?4

In the context of value chain development, we are not talking about Facebook. Rather, we are

talking about a group of people who are connected to each other because of common origin,

interest or co-dependency. Their connection may be based on any number and combination of

social factors including ethnicity, place of origin, religion, gender, affiliation with an educationalinstitution, etc. There are different categories that help describe different kinds of social networks,

including:

y Size small as a family or larger as an international religious network

y Structure peer-to-peer such as a support group of women widowed by HIV, or hierarchical

as an African ethnic group

y Function5 bonding (tying people together against other groups) as in a gang seeking to

dominate drug trade in a region, or bridging (linking people to other networks) as in a

university alumni network seeking to link people to job opportunities

y Governance6 cognitive (informal, based on shared values and beliefs) as in a group of

people from the same ethnic group supporting the same political candidate; or structured

(formal, based on rules and procedures) as in a registered cooperative, a business

association, or a formal social club

The concept of social networks is closely related and overlapping with social capital and social

governance. If social networks are who you know, social capital is what you can do or get, because

of who you know. And, social governance is the informal and formal rules that control how the

networks operate. All are important for understanding how social factors influence value chain

development and poverty reduction strategies.

What do we know about social networks, social capital and poverty reduction?

Positive development outcomes are associated with high levels of social capital mobilized throughsocial networks. For example, in projects such as solid waste removal in Bangladesh, resourcemanagement in Russia, water supply in Central Java, Indonesia and agricultural extension in Mali,high levels of interdependency, trust and information flow were critical to success.7 This issue hasnot been examined in value chain development.

Researchers have devised ways to measure, analyze, and present information about socialnetworks and social capital. There is no consensus even on definitions or parameters to measure,but a number of tools are available, including:

y Net-Map Toolbox, Eva Schiffer8 uses participatory inquiry and manual mapping

4No organization specifically set out to target the ultra poor as defined by the global standard of living below

$1.25 per day; however, the underlying intention is to address poverty and all organizations are testing tools to

measure the poverty level of their clients before and after intervention.5 Reilly and Phillpot, 20026 Krishna and Uphoff, 19997 Pargal, Huq and Gilligan, 1999; Krishna and Uphoff, 1999; Isham and Kahkonen, 1999; Eid and Salmen, 20008http://netmap.ifpriblog.org/


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They can play a range of functions or present barriers - for vulnerable populations. Socialnetworks can:

y Allow people into the market keep people out

y Provide advantages in the market for some groups - cause disadvantages or supportexploitation

y Facilitate or undermine contract and rule enforcement

y Slow or accelerate market growth by supporting or undermining flow of information,technology, skills, finance, and market linkages

y Influence who owns and controls assets, and how these assets are inheritedy Form a basis for advocacy, or lead to isolation and lack of influence

In sum, social networks have the potential to support or undermine all aspects of the valuechain and value chain development.

Research and practice to date has demonstrated many ways to leverage, strengthen and stimulatesocial networks, although most of the documentation is from development fields other thanenterprise development. Some strategies typically used include:

y Community mobilization, preparation, trust-building, peace and reconciliation

y Extending networks inviting more diverse participation

y Enhancing engagement increasing face-to-face interaction among people located in closeproximity

y Network weaving active individual networking to link specific people together,sometimes internet-based

y Establishing and facilitating internet/ICT platforms

y Formal education or capacity building of individuals and leaders in networks,

y Regulation and legal reform

y Funding and protecting formal networks


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The vision behind most efforts to strengthen social networks is that the networks evolve frominherited membership to earned membership, and from informal to more formal, transparentand egalitarian regulation.

Some lessons learned along the way include:

y Address gender inequity in all areas of social capital

y Ensure that broader political dimensions of social networks are considered

y Stimulate competition and alternatives to powerful or exclusive social networks

y Keep the focus on the target population, not the network

y Ensure a clear motivation for connection

y Invite diverse membership adding value by inviting people with new types of informationor assets

y Stimulate bridging/sharing function, rather than bonding/gate-keeper function

In addition to the Value Initiative, several agencies and researchers are now paying attention to thisissue, including ACVI-VOCA, USAID, and several independent researchers.

What we need to know

The Value Initiative partners have identified a rich set of questions in the following broad

categories see Annex C for detailed questions:

1. How to measure and analyze social networks and their influence on value chains?

2. How to leverage social networks for impact and scale?

3. How to mitigate against risks of engaging social networks and against negative aspects of

social networks?

4. How to create/strengthen social networks beyond cooperatives, groups and associations?

In very different contexts, Value Initiative partners are testing specific strategies for leveraging,

strengthening and mitigating the risk of challenging social networks that influence target value

chains and engage target clients. The methodology is simply continuous quality improvement, that

is: sharing lessons and improving programs during implementation. For a detailed description of

each program and their social network development strategy, see Annex A.

Table 1: What are partner organizations testing?

VIP Kenya Passion Fruit

Building BridgesJamaica

Ornamental Fish

VIP Indonesia Tofu and Tempe

Jjade India - Jewelry

TargetedPopulation

HIV impactedcommunities,especially peoplewith low assets land, capital, skills,social connections

Inner city young men,vulnerable to violenceas victims andperpetrators

Producers,workers, vendors workers andvendors are morevulnerable

Informal sectorworkers in the fashionjewelry value chain inJaipur

SocialNetworksand issues

HIV impactedfamilies sociallyisolated from

Population sociallyisolated frommainstream

Strong kinshipexists in Tofu andTempe

Complex, historic,hierarchicalstructures. Jewelers


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farmers groups,urban customersaccess toinputs(capital,equipment e.t.c)andstruck by political-

ethnic conflict ;Womens groupsand farmers groupsare commonstructures;AMPATH facilitatessupport groupsthrough variouscapacity buildinginitiatives.

businesspeople,intermediaries whoare afraid to dobusiness in inner citycommunities; youngmen divided from

each other due tocommunity or gangloyalty; Area YouthFoundation facilitatesan alternative, peace-based movement.CompetitivenessCompany builds trustthrough the clusterprocess.

neighborhoodsamong the Jakartamigrants at thecommunity level.These networks areoften not well

linked to eachother, or to formalsources ofinformation (e.g.technology,capital), whichlessen theircapacity forproductionimprovements.

are the owners whocontrol capital, inputsand trade, are part ofan old and formalassociation; brokers of different caste and

sometimes religion operating on trust job out work toartisans who operateon a household basis.Artisans may beHindu (of a differentcaste), or Muslim.Some are migrantsdependant on laborbrokers for theirtraining, work,housing, etc. NGOs

have been facilitatingartisan groupformation.

Value ChainDevelopmentObjective

Increase productionof passion fruit andjuice; engage morevulnerable people

Build an export-oriented ornamentalfish industry.

Increaseproductionefficiency,profitability,hygiene, andreduce pollution.

Improve workingconditions andcompetitiveness of theindustry, especially interms of design.

SocialNetworkProgramStrategies

Build upon andstrengthencommunity levelformal groups

Strengthening theArea YouthFoundation as aninstitution, so that it

can expandalternative socialnetworks, supportcross-communityrelationships

Leveraging existingsocial networksand formalcooperatives

linking them toformal institutionsas sources offinance, learning,technology;

Providingtransformativefinance and access totechnology that helps

artisans upgrade theirfunction, and selectalternate brokers.

Develop informallinkages to andamong traders,input and servicesuppliers(nurseryowners, agrovetse.t.c), lead farmersand juice processors

Build clusters basedon existing (new andold) relationships;facilitate linkages toformal, more eliteinput suppliers andintermediaries

Promotingintermediaries whocross the formal-informal divide

Dissemination andadoption of bestpractices through theexisting socialnetworks of artisans,religious networks aswell as socialnetworks of jewelers,

brokers and traders

How we will learn

The SEEP Networks practitioner learning methodology is based on 25 years of experience in peer-

to-peer learning and knowledge dissemination. The Value Initiative supports four demonstration

programs, implemented by consortia of organizations with complementary skills, and includes


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volunteer SEEP members in the learning process. For this learning theme, partners implement

action research programs in a continuous learning process, to further develop promising practices.

To date, the partners have built significant capacity in sustainable VCD, and have designed and are

implementing programs that specifically reach out to vulnerable populations. Next steps include:

y

A public workshop at the SEEP Network annual conference (link) November 1-5, 2010 inWashington, DC (Arlington, Virginia)

y A n on-line seminar for interested SEEP Network and Market Facilitation Working Group

(MaFi) members for additional capacity building stakeholder consultation (October, 2010)

y Program and learning theme documentation, sharing, and internal dialogue (Present

October 2011)

y Publications and public training events (Late 2011)

Prepared for the Value Initiatives On-Line Seminar Oct 18 29, 2010

www.seepcommunities.com

Group: Social Networks and Social Governance in Value Chain Development


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ANNEX A:CATEGORIZATION OFSOCIAL NETWORKSCategorization of Social Networks

Category T ype Description Example

Size Small Family Any family unit or extended family,anywhere:Gang Mawar Neighborhood, Indonesia

Medium Caste of people from aparticular city; an ethnicgroup in a country inAfrica; graduates ofparticular educationalinstitutions

The Hindu Brahmins of Jaipur, India; theLuos of Western Kenya; graduates of ivyleague universities in the US Harvard,Yale, etc. The Tempe Paguyuban ofPekalongan, Indonesia

Large International religiousmovement

The Ismaili community; the Jain religiouscommunity, followers of Sai Baba

Structure Peer-to-peer,

cooperative

People of the same social

or economic status grouptogether

Support groups for vulnerable women.

Hierarchical People of different socialstatus come together

People from the same rural village,migrating to an urban area, with originalleaders having strong links to housing,job and business opportunities.

Function bonding Tying people together A gang trading in drugs, seeking throughidentity and loyalty to control territoryand young runners or drug traders,working against other gangs and/orcartels.

bridging Linking people to other

networks

An alumni network seeking to help

graduates find good jobs, businessopportunities and appropriatemarriages.

Governance Cognitive orinformal

Based on shared values,norms and beliefs

People from the same group of villagesmigrating to the city; Informalagricultural traders or other brokers thathave an ethnic link and collaboratetogether; people from the same church,temple or mosque, when they interactoutside of the institution.

Structured orformal

Based on rules andprocedures

A registered cooperative or businessassociation; an on-line dating service; a

support group of people impacted byHIV/AIDS, formed by a public healthorganization.


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Methodology/tools for understanding and tracking social networks:

The program will conduct in-depth interviews with tofu and tempe producers, workers and venders along with field

observation to gain insights of the neighborhoods, production flow and marketing process. Secondary data is

added to provide a comprehensive understanding of the targeted population (e.g., demographic variables, cultural

information based on social and ethnographic works on the respondents cultural background).

Strategy to Leverage and Improve Social Networks:

y The main contact point for producers and workers are the lead producers, who will spread technology andinformation through their community, or designate a representative or entrepreneur to do so. The program

hopes to strengthen ties among producers and vendors for this purpose as well.

y The program is strengthening groups, cooperatives and associations to develop sector leadership.

y The program is testing a range of intermediaries to link formal sources of technology and expertise equipmentmanufacturers, Ministry of Energy, etc. with lead producers.

y The program is utilizing a commercial market development approach to reach vendors with improved stovetechnology, leveraging lead vendors where they exist.

Of course, these strategies are subject to change as they are at the pilot level and the program adjusts based on

experience gained through implementation.

Value Initiative Program Kenya

Academic Model Providing Access to Healthcare (AMPATH); FINTRAC; Kenya Export Promotion Council

Goal: Increase income for microenterprise owners and workers in HIV impacted areas of Western Kenya and Rift

Valley.

Urban Context: The program focuses on the agriculturally-base small towns and cities in Western Kenya and the

Rift Valley, which are historically under-served and/or have recently experienced politically-motivated ethnic

violence. The towns and cities generally rely on agricultural trade. One town, Iten, population 4,000 is home to

several of Kenyas famous long-distance runners. During the 2009 post-election violence in, the route from Eldoretto Uganda was cut in Turbo, with a 1 meter deep ditch. Cities and towns of this size are experiencing higher growth

rates than the capital, with little planning, infrastructure, or social services to

support job-seeking or destitute migrants. Most development programs by-pass

towns a cities, facilitating direct links to export

markets.

Value Chain: The passion fruit value chain is well

established in fertile and well-served central

Kenya, in part due to earlier work in the sector by

FINCTRAC and other. Passion fruit has proven to

grow well in Western Kenya and parts of the Rift

Valley as well. It has the advantage of being aquick and relatively easy crop to grow, and that

the fruits are best when picked before they ripen,

facilitating safe transport. Passion fruit is in high

and growing demand locally, nationally and in the

region due to positive health effects of fresh juice and globally. There

are a number of fruit juice processing companies in the country, operating

under capacity due to low supply of fruit. AMPATH launched the first


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formal-sector juice processing facility in Western Kenya recently to stimulate production by providing a strong local

buyer for farmers, and to stimulate local juice consumption and informal processing/distribution.

Competitiveness Strategy: Increased productivity (volume) and access to passion fruit and juice markets.

Social Network Analysis: In Western Kenya and Rift Valley, the HIV epidemic is spreading in diverse communities.

Some are old with well-established, ethnically based social support systems, including farmers and self-help groups- that are nevertheless under stress due to men migrating to cities for work, and very high population density without

accompanying increased in farm productivity. In other communities, people from different ethnic communities have

settled and in recent years politically motivated ethnic violence has disrupted trade and many development activities.

HIV brings on a number of additional social and economic challenges. Historically, women in this area of Kenya

have little power, land rights, etc., and wife inheritance by a brother in case of a husbands death is traditional.

People infected with the virus are often between the ages of 20 to 40, the working and family rearing age group. Due

to severe sickness, many lose their sources of income, assets and even a spouse or parent(s). The high death rates

result in many widows, in grandparent and youth-headed households, and in economic marginal family members

adopting larger number of orphans, pushing the entire family into poverty. The extent of the crisis, combined with

recession, conflict and violence, has over-extended the traditionally strong social safety net via extended families,

religious and social institutions. In addition, the social and cultural stigma of HIV is strong. All this leaves HIV

impacted families socially marginalized and isolated and vulnerable to extreme poverty and very poor health a

vicious cycle that is hard to turn around. AMPATH and others have devised effective medical and community-

based health solutions, aimed in part to re-establish family and community ties and reduce stigma. They also form

social support groups of people impacted by HIV.

Strategy to Leverage and Strengthen Social Networks:

y Targeting the general community, rather than selection HIV impacted populations

y Integrating HIV impacted families into mainstream farmers groups and traders networks

y Facilitating commercial relationships without regard to ethnicity or HIV status, using economic relationships tobridge social divides

y Targeting vulnerable women for specific subsidies to help the graduate to a point where they can participate

in mainstream networks.y Using a farming as a family business approach that engages women and young people in the household in the

decision-making process for production, investment and spending.

-------------------------------------------------------

Jaipur Jewelry Artisans Development Project (Jjade) - Jaipur, India

Access Development Services in partnership with three community-base NGOS (spell out the names)

and the Jaipur Jewelers Association.

Goal: Strengthen the fashion jewelry value chain and make it competitive in national and global markets and

improve the working conditions of the artisans and improve their social well being.

Urban Context: Jaipur, the capital of Rajasthan (northeast India) is a major metropolitan area with a rich

history dating to the 1500s as a royal station, and military and trading center, and was formally planned using

Hindu architectural traditions in the early 1700s. A beautiful city, with a population of some 2.5 million, it is

known for its rich artisan traditions, including jewelry making. The poverty rate in Jaipur is x%, compared to

a national rate of x%.


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Value Chain: The Jewelry sector employs some 200,000 artisans. It is old and well established, with a trade

association of jewelers (owners, rather than artisans) that is over 100 years old. In recent years, global

demand for high value jewelry has declined, in favor of costume or fashion jewelry that relies more on

design than quality and quantity of raw materials, and the Jaipur industry has struggled to compete. There is

also some global demand for more fairly traded or responsibly produced jewelry. The industry is organized

by Jewelers (business owners) who control the capital and access to raw materials through a series of

brokers who job out different steps in the jewelry making process to family-based artisans. The system

works on trust built through social connections and longstanding business relationships. A newer value chain

is emerging in which cooperatives and artisan or NGO-owned companies are playing a more prominent role

making and trading jewelry from lac, a naturally occurring insect secretion.

Competitiveness Strategy: To improve designs, efficiency in trading and production, and socially responsible

production to better reach national and global markets.

Social Networks Analysis: The gems and metals value chains in the Jewelry sector are led by Jewelers

entrepreneurs who own the raw materials and direct the design, production and marketing process. Jeweler

families are a well established, elite group who come together formally in the 100 year old Jaipur Jewelers

Association (What other social connection do they have to each other?). Jewelers select brokers whom theytrust (why? What is the social connection?), and the brokers job out different elements of production to

artisans whom they trust. There are caste and often religious differences between Jewelers and brokers, and

between brokers and artisans differences that reinforce the business practices that leave artisans

dependant on individual brokers, who often pay for work months after it is complete. Some artisan

communities are well-established in the area, but others are recent migrants who do not speak the local

language and depend on labor brokers for their jobs, shelter, money transfer to the rural families, etc. Many

of these are young men whose families are indebted to the labor brokers. There are both Muslim communities

and Hindu communities of artisans, but artisan families tend to produce in isolation rather than

collaboratively, because of the broker system. In a different sub-sector (lac a naturally occurring insect

secretion from which bangles are made), the artisans are returnees people who used to live in Jaipur,

moved out and have now returned. They are a different ethnic group than the other artisans. NGOs in the

program have been working with these artisans to form producer groups and producer-owned or NGO

owned fair trade companies.

Various actors and groups involved in the value chains have formal and informal social networks. The

Jewelers at the top of the value chain largely belong to a same community and hence have a social network,

besides having a formal network in the form of JJA. Besides the jewelers, the artisans largely are muslims,

hindus and migrant labours. These communities have their own peer-to-peer networks as well as religious

networks.

Strategy to leverage and improve social networks: The Jjade program seeks to create alternative trading

avenues and increase artisans autonomy to choose among brokers. The program also leverages community

institutions and leadership to sustainably deliver social services to artisans. Specific activities include:

y Leveraging the outreach of community-based NGOs to spread the word about the programs and specificservice offering.

y Organizing artisans into producer groups and companies, primarily to access services (social andbusiness) and markets. These groups are generally from among the similar communities engaged insimilar kind of economic activity. These best practices can be promoted, disseminated and adopted

through the formal and informal social networks in the value chain.


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y Transformative finance freeing artisans from the bonds of labor and jewelry brokers; helpingwomen upgrade from workers to owners of artisan businesses. The existing social networks will be usedto scale up the model on transformative finance.

y Partnering with a neighborhood Mosque to develop a socially appropriate (coed) school for artisanchildren.

y Developing the capacity of NGOs to sell or broker insurance and finance on a sustainable basis.

Building a Bridge to a World of Opportunities: Developing a Jamaican Ornamental Fish Value Chain

The Jamaica Exporters Association, the Competiveness Company and the Area Youth Foundation

Goal: to nurture the development of a globally competitive Jamaican ornamental fish industry based on the market

driven production of young men from Kingstons inner city communities thereby bringing sustainable wealth and

stability to these communities.

Urban Context: Kingston is the capital of Jamaica, a small island known for its beauty, rich musical tradition, good

food, happy people, and high crime. Jamaica has the third higher murder rate in the world, lower only than

Columbia and South Africa. Kingston is the government and commercial capital of the country, whose primary

exports include tourism, boxite and horticulture/food products. The project targets the socially isolated inner cityneighborhoods, informal communities governed by Dons whose allegiances dictate the economic opportunities,

and even physical mobility, of mostly young residents.

Value Chain: The ornamental fish value chain is relatively new to Jamaica, but was identified by the government

and the Competitiveness Company as a promising value chain for the country, given its comparative advantage in

climate and proximity to major markets. Fresh water fish rearing has been a hobby of men in the city for

generations, and formal production was introduced through a small-scale and highly subsidized initiative. Only a

handful of farmers became well established, but the project stimulated demand for more assistance among inner city

young men. There are some 500 fish farmers in the Kingston area, the majority of whom are backyard producers

using old plastic tubs, bathtubs, refrigerators, and washing machines as tanks, and marketing to local pet shops. As

a nascent industry, all aspects need developing from brood stock, to fish feed, tank and pumps, production

knowledge, all the way through to domestic and international market linkages.

Competitiveness Strategy: To increase significantly export sales of ornamental fish from Jamaica to international

markets, by increasing value, variety and volume, enhancing market relationships from inner-city producer through

importer. The domestic market remains part of the program, but the recession, combined with tax increases and the

recent state of emergency due to an escalation of the drug war, has squelched domestic demand.

Social Network Analysis: The program engages young men, living in the inner cities of greater Kingston, who are

vulnerable to violent crime as victims and perpetrators. These men live in higher fractured communities in which

community territories are firmly demarked such that to cross a boundary is to risk your life. Despite this immobility,

grueling unemployment, one of the highest murder rates in the world, social stigma of living in the inner city, and

social challenges arising from family break-down, the majority of inner city ornamental fish farmers feel positive

about their communities. This irony may emerge from the strong loyalty and identity young people feel about theirneighborhoods, and their strong ties to other young men in their communities. For 15 years, the Area Youth

Foundation has helped individuals to cross the boundaries through performing arts, community peace-building, and

employment readiness work. The cadre of leaders developed through AYF is now developing alternative

community-based and cross-community networks of people seeking economic and social alternatives. In the

ornamental fish sector itself, a very small group of elite farmers formed an association and had captured subsidies

from a previous development program. The inner city farmers and this group nearly came to blows when the

program leaders attempted to facilitate dialogue.


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Strategy to Leverage and Strengthen Social Networks, and Reduce Risks of Challenging Powerful Networks: The

program is a partnership between the Jamaican Exporters Association, its consulting company and a community-

based organization, the Area Youth Foundation. The strategies with regards to social networks include:

y Selecting a sector that is very male-identified and accepted as a socially relevant and economically viable

enterprise in target communities.

y A cross-community organization Area Youth Foundation is laying the groundwork for economic work with

community mobilization, peace building, and access to social services and employment readiness - with staff

who are from and of the communities.

y In the communities, supporting existing ornamental fish farmers to buy from and mentor less established fish

farmers, and to become cluster leaders.

y Facilitate the development of community-based clusters for a range of functions including access to technology,

finance, and markets.

y Facilitate cross-cluster farmer linkages around issues such as input supply, access to finance, technical training,

clustering techniques.

y In turn, supporting the community-based clusters to strengthen positive social networks that are emerging as an

alternative to gangs.

y Identifying and building the capacity of new intermediaries (consolidators) rather than relying on the few whohad negative relationships with inner city farmers.

y Brokering relationships between lead inner city farmers and emerging middle-class intermediaries input

suppliers, consolidators.

y Playing a leadership role on a national committee for peace.

y Not directly confronting the dons or gang leaders.


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ANNEXC: FULL LIST OF ACTION RESEARCH QUESTIONSCategory

General Question

Specific Question

1. How can we measure and analyze social networks and their influence on value chains?Measuring and tracking social networks

What tools can we use to measure and analyze social networksin the value chain context?

What visuals and maps work in different contexts tocommunicate about social networks, and to help recordprogress in social network development over time?

How can value chain analysis and program planning tools beadapted to include an analysis of social networks and socialgovernance?

Recognizing social networks:

What methodologies are easy to integrate into value chain analysisthat can help practitioners identify the important social networks?

What types of social networks are present among people active inthe value chain?

Are the networks purely professional or do they have a socialcomponent?

What are some barriers to openly recognizing social networks forexample sensitivity to ethnic conflict, lack of safe language andvocabulary for talking about social networks? How can they bedealt with?

Describing social networks:

What are the common characteristics of people in the network? Ofpeople left out?

What is the structure? What is the nature for the target population: supportive and

inclusive or exploitative or exclusive? What are the functions? The costs and benefits? What motivates

people in the network?

Measuring and tracking change in social networks:

Size in numbersDiversity in bridging connectionsStrength in generating social capitalInfluence on the value chain

Analyzing social networks:


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What is the role of the social networks in the value chain? How dothey influence the market?

What is the basic nature? Inclusive and having a positive influenceon competitiveness, inclusion and growth of the market, or exclusiveand/or exploitative?

What is the role of women or other disadvantaged populations in

the different social networks? What might be or are some of the unintended consequences of value

chain interventions on existing social networks? How might existing social networks influence planned value chain

interventions?

2. How can we leverage social networks for impact and scale in value chain development? What types of social networks might be useful for achieving specific

value chain development goals? How can we determine if a social network is strong enough for an

intended purpose? If there are several available, how do we knowwhich to work with?

In what specific ways can social networks be used to transferinformation or technology?

What different and appropriate motivations might there be forleaders to disseminate information, technology or services?

What makes a good agent in the context of different socialnetworks?

When linking formal business partnerships and informal socialnetworks, what kind of people make the best agents to bridge thegap, and what kind of orientation/training might they need?

3. How can we to mitigate against risks or negative aspects of social networks?

What activities can a program undertake to protect vulnerablepopulations from negative behavior of powerful social networkspracticing exploitation or exclusion?

Is there a need for alternative social networks? Competing market channels? Is open dialogue and bargaining a possibility? Can you

offer powerful interests an alternative benefit? What are some potential negative consequences of using

positive social networks for value chain development, and howcan we mitigate against these?

4. How to create/strengthen social networks beyond cooperatives, groups and associations?

If there are few social networks, should we, and how can westimulate formation and expansion?

When and how do we facilitate inclusion of women in male-dominated social networks?

When is formalization a good idea?


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ANNEX DLITERATURE REVIEW

Please refer to Social Capital Literature in conference materials file.


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social networks action research plan draft- updated

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