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- ItemBusiness as Unusual the 2SCALE Project: Highlights 2013(2013) IFDCThe 2SCALE project, funded by the Netherlands Ministry of Foreign Affairs, aims to improve Africa's rural livelihoods and food security by developing robust and viable agribusiness clusters and value chains. Through partnerships between smallholder farmers, entrepreneurs, and private firms, the project seeks to enhance farming methods, increase crop yields, and promote mutual benefits. Operating in 12 countries, the project focuses on creating inclusive and competitive value chains that supply food to regional, national, and local markets, including base-of-the-pyramid consumers. The project employs a market-driven approach, utilizing the CASE (Competitive Agribusiness Systems and Enterprises) methodology and public-private partnerships for implementation. The project's success lies in its unique approach, which mobilizes proposals from various business actors and targets specific product groups with high growth potential. By providing business support, training, and linkages, 2SCALE facilitates the integration of smallholder farmers into commercial agriculture and fosters sustainable partnerships between farmers and agribusinesses.
- ItemBusiness as Unsual the 2SCALE Project: Highlights 2014(2014) IFDCThe 2SCALE project is a five-year initiative focused on fostering partnerships in the agribusiness sector. By connecting small-scale farmers, entrepreneurs, and various stakeholders, the project aims to create networks that provide market opportunities, technologies, training, business support, credit, and insurance, ultimately facilitating profitable and sustainable agribusiness ventures. This publication highlights the project's impacts, including the involvement of over 1,600 companies engaged with 2SCALE farmers, the improvement in crop yields, income, and nutrition for more than 265,000 smallholder farmers, and the testing of innovative food products and marketing tools for low-income families. With funding from the Netherlands Ministry of Foreign Affairs, 2SCALE operates in 12 countries across sub-Saharan Africa, focusing on improving rural livelihoods, food security, and nutrition. Implemented by a consortium consisting of the International Fertilizer Development Center (IFDC), Base of the Pyramid Innovation Center (BoPInc.), and the International Centre for development-oriented Research in Agriculture (ICRA), the project utilizes a market-driven approach and public-private partnerships to overcome barriers to market participation and empower small-scale farmers and entrepreneurs. Through its strategic focus on staple crops, fresh produce, oilseeds, and animal products, 2SCALE ensures the scalability and adaptability of its solutions across different countries. The project's success lies in the co-investment model, where private sector actors contribute two-thirds of the total budget, fostering sustainability and independence from project support. The publication also showcases examples of successful partnerships established by 2SCALE, such as collaborations with Heineken, Nigerian Breweries, and Psaltry International, which have facilitated market access, improved production techniques, and increased profitability for cassava and other agricultural commodities. Overall, the 2SCALE project demonstrates the transformative potential of public-private partnerships in driving inclusive and profitable agribusiness development, contributing to rural development, and addressing food and nutrition security challenges in Africa.
- ItemBusiness as Unusual the 2SCALE Project: Highlights 2015(2015) IFDCThe report highlights the main objectives and achievements of the 2SCALE project. It showcases the successful coexistence of profit and development objectives and the collaboration between African smallholder farmers and private firms for mutual benefit. It emphasizes the project's focus on inclusive business partnerships, the creation of networks connecting farmers to markets and other players, and the emphasis on the "base of the pyramid" consumers. It also explains the project's achievements, such as the number of farmers and partners involved, the pilot programs for low-cost, healthy food products, and the support from various institutions. The report concludes by discussing the project's funding model, private sector investments, and the partnerships established for different agricultural commodities in multiple countries.
- ItemBusiness as Unusual the 2SCALE Project: Highlights 2016(2016) IFDCThe 2SCALE project brings together unlikely partners in the agribusiness sector by applying business principles to development. With the involvement of big companies, small farmers, buyers, sellers, scientists, and development experts, the project aims to build business relationships that are profitable, sustainable, and equitable. Supported by the Netherlands government and private investments, 2SCALE operates in nine African countries, working through partnerships to help small-scale farmers and local entrepreneurs grow, connect with buyers, and share profits fairly. The project focuses on technology, business innovations, inclusiveness, and nutrition to enhance smallholders' productivity, market competitiveness, and decision-making power. By connecting various actors and providing support through coaching, grants, and technical assistance, 2SCALE has achieved significant milestones, such as increased yields, private investments, and business expansion. The project's success has led to its replication in other programs, demonstrating the effectiveness of the partnership model in improving market quality, supply consistency, and farmers' livelihoods.
- ItemA Dairy Processor Expansion Ambitions Set in Motion Dairy Development in Kenya(2017) David NjengaThis material presents an overview of the 2SCALE intervention in the dairy sector in Kenya. The dairy sector in Kenya is characterized by a high level of organization and interdependence between stakeholders in the value chain, with significant competition among dairy processing and retailing companies. Eldoville Dairies, a family-owned milk processing enterprise, sought support from 2SCALE to expand its operations and improve the quality and quantity of milk processed. The intervention focused on three interlinked chains: forage seed, fodder, and dairy processing. In the forage seed chain, partnerships were formed with seed companies and research organizations to improve the availability and quality of forage seed. The fodder chain intervention involved collaboration with animal feed producers and focused on training farmers in improved feeding and fodder conservation practices. The dairy processing chain aimed to enhance milk production and quality through training programs and the introduction of milk cooling technologies. The interventions improved forage seed availability, increased fodder production, and improved milk productivity and quality. Overall, the 2SCALE intervention demonstrated the importance of value chain collaboration and strategic activities to address dairy sector bottlenecks and improve production and processing efficiency.
- ItemStrengthening Business Support Services for Agribusiness Partnerships: Insights from 2SCALE(2017) Defoer, T.; G. Beijen; R. Hawkins; C.P. van den BrinkInclusive agribusiness is crucial for addressing the challenges of feeding a growing global population, creating job opportunities, and improving livelihoods, especially for marginalized individuals. It involves for-profit initiatives in the agro-food sector to integrate low-income and disempowered individuals into the value chain. The 2SCALE project, funded by the Netherlands, is a prominent incubator of inclusive agribusiness in sub-Saharan Africa, managing a portfolio of commodity-based public-private partnerships. These partnerships connect local champions and lead firms to form agribusiness clusters, which include various stakeholders involved in agriculture, processing, trading, and distribution. The clusters promote trust building, collaboration, and collective learning, leading to improved market access, reduced transaction costs, and innovation. The project employs partnership facilitators and business support services to assist actors along the value chain. However, challenges remain, including evaluating the effectiveness of capacity-strengthening activities, enhancing the competencies of ABC coaches, ensuring the benefits for business support service providers, and integrating the cost of ABC coaches and services into the value chain. This paper explores these issues and provides insights into the 2SCALE project's approach, outcomes, and lessons learned in promoting inclusive agribusiness through business support services. It also discusses the relevance of business support services in the changing dynamics of African agriculture and the need to develop commercially viable and beneficial services for smallholder farmers and agro-food SMEs. Additionally, the paper examines different supply-driven and market-oriented business support service delivery models deployed over the years.
- ItemSeeds of Growth: The 2SCALE Partnership with East West Seeds International(2017) Abalo AdodoThe vegetable sector in West Africa has faced challenges due to the limited availability of improved seed varieties specifically adapted to African conditions. Most vegetable seeds sold in the region are imported from Europe and Japan, which do not cater to the local climate and pest pressures. This has resulted in poor performance and low yields for vegetable production in the region, discouraging investment and adopting new practices. In this context, a partnership was formed between 2SCALE and East and West Seeds International (EWIT) to develop improved vegetable varieties and promote their adoption in West Africa. The partnership aimed to penetrate the West African vegetable market by providing quality seeds and training on production techniques while establishing a distribution network through local importers. The partnership faced challenges identifying reliable distributors and developing functional rural distribution networks. However, the collaboration increased the productivity and quality of vegetables, attracting fresh vegetable traders and processors. Financial services were integrated into the partnership to address producers' financial needs by adopting new technologies. The partnership contributed to developing the vegetable seed market and created opportunities for actors along the value chain to increase their revenues.
- ItemBusiness as Unusual: The 2SCALE project Highlights 2017(2017) IFDCNature's food chain, characterized by predation, mirrors the structure of the human food chain from farm to consumer. Smallholder farmers and businesses often find themselves at the mercy of larger entities in this chain. The 2SCALE initiative, launched in 2012, seeks to transform the traditional predator-prey relationship in the food chain into one that is inclusive and mutually beneficial. Through skill development, technology transfer, and business support, 2SCALE empowers small farmers and entrepreneurs, making them more competitive and providing better access to markets. The initiative spans nine countries and multiple sectors, focusing on creating sustainable and inclusive business relationships across the agricultural value chain.
- ItemGender Mainstreaming in Agribusiness Partnerships: Insights from 2SCALE(2017) Terrillon, J., ; Raphaël VogelspergerInclusive agribusinesses are crucial for feeding the growing global population, creating job opportunities, and improving livelihoods, especially for marginalized individuals. An inclusive agribusiness incorporates low-income and disempowered individuals into core operations, benefiting the business and the individuals affected. These individuals can take various roles in agricultural value chains, such as farmers, processors, workers, distributors, and consumers, regardless of their gender, age, or location. The 2SCALE program, a five-year initiative in sub-Saharan Africa, is one of the largest incubators of inclusive agribusinesses. It aims to enhance food and nutrition security through private-public partnerships that promote inclusive business practices. The program focuses on strengthening the capacity of smallholder farmers and rural enterprises to improve competitiveness and overcome barriers to market integration, following the Competitive Agricultural Systems and Enterprises (CASE) approach. As an incubator of inclusive agribusinesses, 2SCALE recognizes the importance of integrating and empowering women in agribusiness clusters and value chains. This approach is justified by women's significant role in the labor force of agricultural value chains and as key drivers of food markets. Additionally, women's untapped skills and potential can strengthen value chains. The program promotes gender equality and women's empowerment, aligning with Sustainable Development Goal. However, the program faces challenges in implementing proactive gender mainstreaming practices. Ensuring buy-in from field partners and the entire 2SCALE team, organizing capacity-building activities, selecting appropriate facilitation tools, expanding gender mainstreaming to a larger number of communities, addressing the youth dimension, and reporting achievements and lessons learned are among the key challenges. This document explores gender mainstreaming in agricultural value chains within the 2SCALE program. It discusses key concepts, the program's approach, and methodology for gender mainstreaming, provides examples of gender mainstreaming in agribusiness clusters and value chains, and offers recommendations for scaling up women and youth inclusion in agricultural value chains. It also highlights the changing face of farmers, gender-specific constraints faced by women, the role of youth in agricultural value chains, and the constraints specific to women and youth that hinder the performance of agribusiness clusters and value chains. By addressing these challenges and implementing gender mainstreaming practices, the 2SCALE program aims to harness the potential of women and youth, improve their livelihoods, and contribute to sustainable and inclusive agricultural development.
- ItemL’intégration des Questions de Genre dans les Partenariats D’agrobusiness(2017-05) IFDCDans les décennies à venir, l'agro-industrie inclusive deviendra un secteur crucial, non seulement pour nourrir une population de plus de 9 milliards d'ici 2050, mais aussi pour créer des opportunités d'emploi et améliorer les conditions de vie des personnes marginalisées dans les systèmes économiques. L'agro-industrie inclusive désigne les initiatives commerciales dans le secteur agroalimentaire qui cherchent délibérément à intégrer les personnes vulnérables et à faibles revenus dans les opérations d'une entreprise, dans le but de créer des avantages mutuels. Ces groupes vulnérables peuvent remplir divers rôles au sein de la chaîne de valeur, notamment en tant que petits producteurs alimentaires, transformateurs, fournisseurs d'intrants agricoles ou de services agricoles, employés, distributeurs ou consommateurs. Ils peuvent être des femmes, des hommes, des jeunes ou des personnes âgées vivant en milieu urbain ou rural. L'agro-industrie inclusive met en œuvre des approches spécifiques pour promouvoir des idées commerciales innovantes et établir des modèles d'entreprise inclusifs financièrement et commercialement viables. Le programme quinquennal appelé « Vers des grappes durables en agro-industrie grâce à l'apprentissage de l'entrepreneuriat » (2SCALE) est l'un des plus grands incubateurs de modèles d'agro-industrie inclusive en Afrique subsaharienne. Le programme, géré par un consortium dirigé par le Centre international de développement des engrais (IFDC) en collaboration avec le Centre international de recherche orientée développement sur l'agriculture (ICRA) et le Centre d'innovation contre la pauvreté (BoPInc), a été confié par le ministère néerlandais des Affaires étrangères (Direction générale de la coopération internationale) en 2012. Le programme 2SCALE vise à améliorer la nutrition et la sécurité alimentaire grâce à des partenariats public-privé (PPP) facilitant l'agro-industrie inclusive. Le programme s'inspire de l'approche des systèmes et entreprises agricoles compétitifs (CASE) qui vise à renforcer les capacités des petits agriculteurs et des entreprises agricoles locales, soutenus par des services de soutien à l'entrepreneuriat, pour produire des produits destinés à des marchés ciblés tout en atténuant les risques et contraintes liés à leur intégration dans les marchés. Ces réseaux d'acteurs locaux interconnectés, comprenant des petits agriculteurs et leurs organisations, des fournisseurs d'intrants, des institutions financières, des commerçants, des transformateurs et des services de soutien, constituent des grappes d'entreprises agricoles (CAEs). 2SCALE encourage l'action collective et l'apprentissage pour améliorer la collaboration entre les acteurs des CAEs, garantissant ainsi leur intégration durable dans les chaînes de valeur et les marchés ciblés. En tant qu'incubateur d'agro-industrie inclusive, le programme 2SCALE milite activement pour l'intégration et l'autonomisation des femmes au sein des CAEs et des chaînes de valeur, en citant plusieurs raisons. Tout d'abord, l'intégration des femmes sur le plan du genre est commercialement pertinente car elles constituent une part importante de la main-d'œuvre au sein des chaînes de valeur, pourtant leurs rôles sont souvent invisibles et sous-estimés. Deuxièmement, les femmes sont des consommatrices majeures de denrées alimentaires et jouent un rôle crucial dans la dynamique des marchés alimentaires. Troisièmement, en tant que productrices agricoles et entrepreneures, les femmes représentent un potentiel sous-exploité pour améliorer les chaînes de valeur. Conformément à l'Objectif de développement durable 5, qui vise à atteindre l'égalité des sexes et à autonomiser les femmes et les filles, travailler activement à l'intégration des femmes au sein des chaînes de valeur contribue aux objectifs de développement et à la réduction de la pauvreté. Cependant, le programme 2SCALE rencontre plusieurs défis pour traduire l'intégration systématique du genre en actions tangibles et efficaces. Ces défis comprennent la persuasion des partenaires, tels que les entreprises multinationales, les entrepreneurs, les services de soutien entrepreneurial, les coopératives et les organisations de producteurs, de l'importance de prendre en compte les questions de genre. De plus, il est crucial de veiller à ce que les partenaires mettent en œuvre des activités spécifiques en faveur des femmes et de les convaincre que ces mesures renforceront et amélioreront les performances des PPP et des chaînes de valeur. Convaincre l'ensemble de l'équipe technique de 2SCALE de l'importance d'une approche axée sur le genre et favoriser leur sens des responsabilités et leur engagement envers l'intégration systématique du genre constitue un autre défi. Organiser les équipes du programme et développer leurs compétences pour permettre l'intégration systématique du genre, identifier les outils de facilitation appropriés pour les différentes étapes de la formation des CAEs et le soutien aux chaînes de valeur, intensifier les efforts d'intégration du genre et répondre aux besoins et à l'inclusion des jeunes au sein des chaînes de valeur sont parmi les questions complexes auxquelles le programme s'efforce de répondre.
- ItemBusiness as Unusual insights from the 2SCALE project(2018) IFDCThis paper explores the 2SCALE approach to partnering for inclusive growth in Sub-Saharan Africa (SSA) by promoting sustainable agribusiness models that benefit low-income communities. The majority of the rural population in SSA relies on agriculture for their food and income, and inclusive agribusiness champions play a vital role in addressing poverty and food security challenges. The 2SCALE approach facilitates public-private partnerships (PPPs) that involve grassroots organizations and medium-to-large-scale enterprises in agricultural value chains. These partnerships become more diverse and inclusive with the engagement of smallholder farmers, women, and youth. The paper highlights the importance of ABCs (agribusiness clusters) in empowering farmers and improving market access and the role of innovative value chain relations in fostering inclusiveness. The 2SCALE approach aims to develop agribusiness models that are competitive, scalable, and have a lasting impact on inclusive growth in the agricultural sector.
- ItemFeed the Future Ghana Agriculture Technology Transfer Project Final Project Report(2018) IFDCThe Feed the Future Ghana Agriculture Technology Transfer (ATT) Project was funded by the U.S. Agency for International Development’s Ghana Mission (USAID/Ghana) to increase the competitiveness of rice, maize, and soybean value chains to foster broad-based and sustained economic growth through the increased availability of agricultural technologies in northern Ghana. The project focused on the Ghana Feed the Future intervention zone, which covers the three northern regions of Ghana (Northern, Upper West, and Upper East), and addressed technology constraints in Ghana’s FTF target crops of rice, maize, and soybean. IFDC was the lead implementer, with technical support provided through Iowa State University (ISU) and the Center for Development Innovation through the University of Wageningen, as well as local organizations and public and private sector institutions in Ghana. Research institutions and departments of the Ministry of Agriculture and other offices within the Government of Ghana also played an important role in project implementation. The project supported various stakeholders including producers, agro-input dealers, agricultural marketing enterprises, farm service providers, industrial food and feed processors, private sector actors involved in seed and fertilizer production and distribution, research institutions/laboratories, and government and regulatory bodies responsible for creating and maintaining an enabling environment for a dynamic agricultural sector. ATT interventions were organized around the following three intermediate results that fed into the overall projects goal of a more competitive rice, maize, and soybean value chain in northern Ghana: • IR 1: Increased private sector actors’ role and capacity in developing and disseminating improved technologies • IR 2: Increased efficiency and transparency of government functions to support seed, fertilizer, and ISFM technology development, release, and dissemination • IR 3: Increased efficiency of targeted agricultural research to develop, release, and communicate technologies that support sustainable agricultural productivity This report presents the results achieved since the inception of the project. Results are briefly discussed in the following pages and presented in more detail throughout the document. Major activities are organized by topic: Soil, Seed, Water, Research, ICT, and Cross-Cutting Issues (including Gender). A section on Lessons Learned and the Way Forward concludes the report.
- ItemDe L'arachide sans Aflatoxine(2018) IFDCCe rapport aborde le secteur de l'arachide au Burkina Faso, mettant en évidence son importance en tant qu'aliment de base et composant majeur de l'industrie des oléagineux. Avec plus de 2,5 millions de ménages dépendant de la consommation d'arachides, divers produits dérivés de l'arachide tels que la farine, l'huile, la pâte d'arachide, les gâteaux caramélisés, ainsi que les arachides fraîches, séchées ou bouillies, jouent un rôle significatif dans la cuisine et les pratiques culturelles du pays. Cependant, le secteur de l'arachide fait face à des défis, notamment une diminution de son statut en tant que culture de rente en raison de facteurs tels que les fluctuations des prix mondiaux, la contamination par l'aflatoxine, la diminution des exportations et le soutien limité aux producteurs, en particulier en termes d'intrants. INNOFASO SA, une entreprise agroalimentaire du Burkina Faso, vise à relever ces défis en s'associant avec des producteurs locaux d'arachides pour remplacer les arachides argentines importées par des arachides locales et saines. Ce partenariat, facilité par 2SCALE, met l'accent sur des idées d'entreprise inclusive visant à fournir une alimentation thérapeutique et préventive pour les enfants malnutris et à promouvoir le développement économique et social au Burkina Faso. De plus, INNOFASO vise à créer des opportunités d'emploi, en particulier pour les femmes et les jeunes, et à assurer un approvisionnement stable en produits d'arachide de haute qualité, y compris des pâtes nutritives et thérapeutiques, pour les consommateurs à faible revenu. Les produits dérivés de l'arachide offrent une grande valeur nutritionnelle, comblant les carences nutritionnelles et favorisant la santé globale. Grâce à leur teneur élevée en protéines et à leurs divers bienfaits pour la santé, ces produits peuvent servir de substituts à la viande ou au poisson. Les produits à base de pâte d'arachide d'INNOFASO présentent un potentiel de marché important pour des options nutritives et saines, notamment dans le segment de marché de la Base de la Pyramide (BoP). Le rapport met également en évidence les contraintes liées au genre auxquelles sont confrontés les producteurs d'arachides, telles que l'insécurité foncière, les charges de travail importantes, l'accès limité aux intrants et aux services, ainsi que les pratiques agricoles inadéquates. Pour relever ces défis, 2SCALE vise à améliorer l'inclusion des femmes dans les chaînes de valeur ciblées, à promouvoir l'égalité des genres et à autonomiser économiquement les femmes. Les témoignages des productrices d'arachides, notamment celui de la productrice modèle Aïssatou NIGNAN, apportent des éclairages sur les contraintes et les opportunités communes dans le secteur. Le rapport concluten exposant des solutions potentielles, notamment la défense de l'accès à la terre, la mise à disposition d'intrants et de services, l'amélioration des techniques agricoles et le soutien en matière de commercialisation. Ces initiatives visent à améliorer la productivité, le revenu et le bien-être global des producteurs d'arachides, en particulier des femmes et des jeunes agriculteurs, et à contribuer à la croissance du secteur de l'arachide au Burkina Faso.
- ItemAccess to Finance in Agribusiness Partnerships: Insights from 2SCALE(2018) Arno Maatman; N. van Dijk; Kirimi Peter; D. Magaja; G. AgaiAccess to finance (A2F) is essential for the growth and development of agribusinesses, including farms and small companies. It enables farmers and entrepreneurs to expand their operations, escape the cycle of low input and output, and improve the efficiency of agricultural value chains. However, despite the benefits, rural areas in developing countries face challenges in accessing formal financial services, with a low percentage of adults borrowing from financial institutions or having bank accounts. This paper explores the importance of A2F in agricultural value chains and highlights the need for financial inclusion to create a multiplier effect. It emphasizes the role of financial literacy in empowering households and making informed financial decisions. The reluctance of financial institutions to serve farmers is discussed, along with the challenges they face, such as a lack of understanding of the agriculture sector, high transaction costs, and limited collateral options. The paper also addresses smallholder farmers' and agribusiness SMEs' specific financial needs, considering their unique circumstances and investment cycles. It explores the importance of tailored financial products and delivery channels that align with the seasonality and dynamics of the agriculture sector. Furthermore, the paper examines the role of financial literacy in improving the capacity of farmers and enterprises to manage their finances effectively. It highlights the paradox of informal lending, which is often the default option for smallholders but comes with its limitations and costs. The paper concludes with recommendations and lessons learned to enhance A2F interventions, including bridging the financial gap between required investments and available income, reducing the perceived riskiness of rural/agricultural financing, and addressing challenges related to transaction costs, financial literacy, and government policies. It emphasizes the need for collaboration between financial institutions, farmers, and agribusinesses to develop tailored financial products and services that meet the specific needs of the agriculture sector.
- Item2SCALE Highlights 2018(2018) IFDCThis publication summarizes the key aspects of the 2SCALE program, which focuses on building agribusiness networks and promoting inclusive business practices in the agricultural sector. The program involves stakeholders, including public sector agencies, development organizations, universities, and international research centers. The goal is to connect small-scale farmers with buyers, processors, and other partners, providing them with training, technical advice, and business linkages to enhance competitiveness and respond to new opportunities. The program follows a tailored partnership approach, where business proposals from farmers, local entrepreneurs, or large companies are evaluated based on their potential impact and feasibility. The partnerships aim to achieve mutually beneficial outcomes, promoting equitable collaboration and sustainable growth. 2SCALE acts as a catalyst rather than a financier, with a significant portion of the program budget sourced from private investors. The program has achieved remarkable results, reaching over 627,000 farmers and 4,400 businesses and farmer organizations across multiple countries. It has attracted private sector co-investments of more than €60 million and has significantly contributed to inclusive agricultural growth, food security, women's empowerment, and ecological sustainability. The program's bottom-up strategy, focus on value chain linkages and emphasis on inclusion and sustainability have been key factors in its success. The evaluation of the program by SEO Amsterdam Economics, an independent analytics firm, has recommended a second phase of 2SCALE, acknowledging its positive impact and effectiveness. The program has also demonstrated scalability potential, successfully replicating various contexts. Private sector investments have increased due to strengthened value chains and improved production capacities. Additionally, the program has facilitated the adoption of intelligent systems and technology to enhance supply chain management and improve transparency. Looking ahead, the Netherlands government plans to fund a similar program, building upon the foundation of 2SCALE. IFDC, BOPInc, and SNV, another international non-profit organization, will lead the new phase. The success of 2SCALE and its continued expansion highlight the importance of collaborative partnerships and inclusive business models in promoting sustainable development in the agricultural sector.
- ItemEtude sur L’utilisation des Engrais par Produit et par Culture en Burkina Faso(2018-06)Cette étude vise à proposer des méthodes fiables et durables pour estimer la consommation d'engrais par produit et par culture. Les résultats attendus comprennent la production d'estimations de la consommation réelle par produit et par élément nutritif pour les trois dernières années (2015 à 2017), la compilation et la description des sources, des méthodes, des outils et des données disponibles pour calculer la consommation d'engrais réelle par culture, ainsi que la spécification d'approches pour traiter les données manquantes. L'étude utilise les méthodes de AFO/IFDC, FAO, et IFA pour estimer approximativement la consommation d'engrais par culture et utilise des données secondaires en provenance des administrations gouvernementales et de sources internationales, auxquelles s'ajoutent des entretiens structurés avec des parties prenantes qualifiées.
- ItemEtude sur L’utilisation des Engrais par Produit et par Culture en Côte D’ivoire(2018-06)Cette étude vise à fournir des estimations précises de la consommation nationale d'engrais par produit et par culture, ainsi qu'à proposer des méthodes fiables et durables pour estimer la consommation d'engrais par produit et par culture. L'étude se concentre sur les années 2015 à 2017 et implique la collecte de données auprès des principaux importateurs, distributeurs, agriculteurs à grande échelle et bureaux de commercialisation agricole. L'entretien, les questionnaires structurés et les techniques d'analyse de données sont utilisés pour atteindre les objectifs de l'étude. Les principales conclusions incluent des estimations de consommation réelle par produit et par nutriment pour les années spécifiées, la compilation de sources de données et de méthodologies pour calculer la consommation réelle d'engrais par culture, et l'identification d'approches pour traiter les données manquantes. L'étude contribue à une meilleure compréhension des modèles de consommation d'engrais en Côte d'Ivoire et soutient l'élaboration de politiques agricoles éclairées.
- ItemEtude sur L’utilisation des Engrais par Produit et Par Culture au Mali(2018-06)"Cette étude, commandée par l'Initiative AfricaFertilizer.org, vise à évaluer l'utilisation et la consommation d'engrais par an pour les principales cultures au Mali. L'objectif de l'étude est d'estimer les données sur les superficies, les productions et les quantités d'engrais consommés par type et par culture pour les années 2015, 2016 et 2017, en termes de produits et d'éléments nutritifs principaux (azote, phosphore et potasse). Les principaux objectifs comprennent la collecte des données les plus récentes disponibles sur les superficies cultivées, les rendements et les productions des principales cultures au Mali, la description des doses d'application recommandées et l'estimation des doses réelles d'engrais appliquées, ainsi que la proposition de méthodes fiables pour améliorer l'estimation de la consommation d'engrais."
- ItemReview of Fertilizer Use by Crop And by Product in Kenya(2018-06)This study focuses on the agricultural sector in Kenya, which plays a pivotal role in the economy, contributing significantly to GDP, export earnings, and employment. The study, commissioned by the AfricaFertilizer.org initiative, aims to enhance the availability and quality of official fertilizer statistics. It seeks to estimate fertilizer consumption and Fertilizer Use By Crop (FUBC) statistics for significant crops in Kenya between 2014 and 2016. The study utilizes a stakeholders-based approach involving public and private partners to develop a cost-effective framework for estimating fertilizer consumption. The methodological approach involves data collection from various sources, including farm-level crop production data, agro-dealer surveys, key informant interviews, and secondary data from research institutions. The study's findings contribute to a better understanding of fertilizer utilization, distribution channels, and the overall fertilizer market in Kenya.
- ItemReview of Fertilizer Use by Crop and by Product Tanzania(2018-06)The AfricaFertilizer.org (AFO) has been facilitating exchange of information about soil fertility, fertilizers and good agricultural practices (GAP) in Africa with the support of IFDC, IFA, AFAP, FAO, and the Africa Union Commission and its NEPAD Agency since 2009. The first component of the AFO program aims at improving access and availability of essential fertilizer statistics in Africa on production, trade, consumption, production capacities and fertilizer use per crop, with a special emphasis on real consumption (as opposed to apparent consumption) and fertilizer use by crop data (FUBC). The importance of improving access and availability of essential fertilizer statistics in Tanzanian has driven to the undertaking of the consultancy work that has provided best estimates of current (national) fertilizer consumption and FUBC statistics. The overall objective of the work was to update the 2014 - 2016 Fertilizer consumption statistics and report on National consumption and Fertilizer Use by Crop (FUBC) for Tanzania for the periods 2014/15 to 2016/17. This has been the basis of creating a database on fertilizer use that requires putting together available data and collecting missing data from various sources including literature survey and interviews with relevant stakeholders. The consultant, prior to finalizing this report had an opportunity to collect and share information with Inputs Section and Statistics Section staff of the Ministry of Agriculture (MA) and the Monitoring and Analyzing Food and Agricultural Policies (MAFAP) team which was also looking at fertilizer price build up. Furthermore, the consultant visited the Tanzania Fertilizer Company (TFC), the Fertilizer Society of Tanzania - Private Fertilizer Manufacturers, Importers and Exporters), the Tanzania revenue Authority (TRA) and had discussions with the Director of Policy and Planning and the Director of Crop Development. This report provides information on fertilizer data for 2014 – 2016; updates on the agricultural sector; agricultural policies and trade environment; fertilizer trade trends and developments; calculation of fertilizer consumption by crop and type of fertilizer; calculation of Fertilizer Use by Crop (FUBC); reviewed fertilizer recommended application rates; Actual Application Rate (AAR) of fertilizers by farmers; observed gaps during data collection and how to deal with missing data. During the study, the consultant revealed the following: (a) Area under cultivation for all crops was not the same from one year to another (2014 – 2016) as there has been some significant changes leading to different levels of fertilizer demand and use by farmers. (b) Fertilizer demand, availability and utilization in Tanzania is very low when compared to the total demand as recommended by the Department of Research and Development of the Ministry of Agriculture. Fertilizer requirements for 2014 was 3,688,685 Metric Tons, 2015 (4,023,169 Metric Tons) and 2106 (3,688,897 Metric Tons) as compared to the apparent consumption of 301,120 Metric Tons (2014), 249,389 Metric Tons (2015) and 330,880 Metric Tons (2016) respectively for major crops as indicated in Appendix VI. (c) Fertilizer imports reached 417,242 MT (2017) as compared to 371,256 MT (2016) a 12 percent increase. (d) Apparent Consumption of fertilizers has been on increase from 249,389 Metric Tons in 2015 to 349,491 Metric Tons in 2017. This is an increase by 5% from 333,631Metric Tons in 2016. (e) Despite the fact that apparent consumption been on increase, the real consumption of fertilizer by farmers were 288,100 MT (2014), 267,037 MT (2015) and 289,687 MT in 2016. (f) Exported fertilizers have increased by 95% from 44,837MT (2016) to 87,510 MT (2017) 2 | P a g e Otherwise, efforts are required in order to improve agricultural productivity for increased economic growth, reduce rural poverty, improve food security and recognize the crucial role of improved fertilizer use by farmers in additional to other productivity enhancing inputs to meet national targets.