Global Forum on Food Security and Nutrition (FSN Forum)

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Dr. Arlette Saint Ville

Member since
Organization: University of the West Indies, St. Augustine Campus
Country: Trinidad and Tobago
Field(s) of expertise:
I am working on:

Enhancing food and nutrition security governance by initiating multi stakeholder partnerships in the Caribbean
Food security governance
Designing community based school feeding initiatives to combat growing obesity and overweight

This member contributed to:

    • The proposal provides a good review of the need for agri-PPPs and the principles if well applied will help in the assessment of agri-PPP proposals.

      As I reviewed them, I categorized the principles into 2 groups:

      1). characteristics of actorsin the agri-PPP ( national public partener, core private domestic or agri-business industry) and

      2). the processto guide engagement in developing the agri-PPP (formalized partnership agreement, clearly defined and transparent targets, mechanisms for risk transfer).

      While these are important components in an agri-PPP, I thought that there should be principles that deal with the nature of the relationships (interconnection) between those actors that are to be engaged in the agri-PPP.

      If the agri-PPP can be thought of as a cake, the actors and process might be likened to the ingredients and the HACCAP kitchen and even the best temperature for cooking in the oven, but let’s be clear eggs, flour, and baking powder in a baking dish in a hot oven do not a cake make.

      The rules that guide engagement could be likened to the steps in the making of the agri-PPP, and those principles are too important to be left out.

      There are some suggestions below on the nature of relationships in PPPs to address the global nutrition challenge developed by Kraak et al., 2011 that could help in developing these relationship/interction based principles. The article is attached for ease of reference.

      Nature of the relationship

      Level of engagement

      Importance to each partner’s mission

      Resource investment

      Scope of activities

      Level of interaction

      Managerial complexity

      Strategic value to each partner

      See the attachments: