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• AGRIPRENEURSHIP AND WOMEN EMPOWERMENT IN CONFLICT-AFFECTED RURAL NIGERIA: DEVELOPMENT AND VALIDATION OF THE RURAL WOMEN AGRIPRENEURSHIP EMPOWERMENT INDEX (RWAEI)

  Freda Fidelis

  Adeyeye Mercy Modupe

  Jacob Abu Alabi

  Views:

  125

  The Rural Women Agripreneurship Empowerment Index (RWAEI), a multifaceted instrument for assessing the empowerment results of agripreneurial engagement among rural women in Northeastern Nigerian regions affected by conflict, is introduced in this study. The study examines how access to mechanization, farm production, hired labor, and market engagement contribute to long-term economic inclusion, decision-making authority, and community leadership in addition to job creation. It is framed within Sen's Capability Approach and Gendered Institutions Theory. The study uses confirmatory factor analysis (CFA), mediation analysis, and structural equation modeling (SEM) to validate the empowerment pathways and build the RWAEI model using data from 1,146 rural women in Gombe, Bauchi, and Adamawa. The findings show that the relationship between agripreneurship and empowerment is significantly mediated by labor employment and machine access.The index provides a context-specific metric for evaluating the agency and resilience of rural women, with a Cronbach's alpha of 0.812. The results back up the combination of focused capacity-building initiatives and gender-sensitive agricultural policies to increase the effect of agribusiness. By shifting from output-based models to capability-focused empowerment assessment, the study advances the conversation around agripreneurship and has wide ranging implications for poverty alleviation, post-conflict recovery, and the implementation of the Sustainable Development Goals (SDGs).

• Opportunities and obstacles of areabased partnerships in rural Hungary – main features of the operations of leader local action groups based on a nationwide survey

  109-117

  Krisztián Kis

  Rita Szekeresné Köteles

  Views:

  369

  Based on the results of our questionnaire survey, our study presents the major operational features of LEADER LAGs established in Hungary in the second half of 2007. Our national survey indicated that most of the partnerships established do not have experience in the implementation of community-based rural development programmes and there are no traditions and practices for development cooperation, which may cause problems as the success of programme implementation highly depends on the preparedness of local society, on the cooperation of local people. The survey indicates that the development of areas covered by LAGs is hindered by so-called soft factors characterizing human resources (rural people and communities). Therefore human resources are not only factors of the rural economy but areas for development as well. Having examined the tasks of LAGs,it can be established that they deem it to be their principal task to grant support funds.Inouropinion, performance of this task is obviously necessary but far from sufficient to fulfil their catalyst role expected in local developments. For this purpose, it is essential for action groups to play a proactive role in organizing and thereby increase the capacity of local communities, a prerequisite for implementing a LEADER programme. In accordance with the basic principle of subsidiarity, rural development should be implemented locally, managed by local communities, and decisions should be made at local levels in a decentralized manner. At the same time, the survey points out that LAGs operate under strong government influence and control, leading to the conclusion that the Hungarian practice of the LEADER programme is characterized by decentralization without subsidiarity. In the present structure, the activities of LAGs are predominantly financed from central resources.Administration is the primary goal of their financing, which restricts their effective and efficient operations, thereby the successful implementation of the LEADER programme. It is unquestionable that LAGs need to be centrally financed since their operation is fundamental for programme implementation, but this requires more than acting in their present role of distributing resources. In order for action groups to fulfil their real roles to boost local developments, they need to recognize their mission; and from the financing and regulatory side, they must be enabled to complete the tasks expected from them and their function.