Project Reports

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2SCALE Highlights 2018
(2018) IFDC
This 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.
2SCALE Highlights 2019
(2019) IFDC
2SCALE is a project that collaborates with the local private sector to establish sustainable agribusiness networks. They aim to connect small-scale farmers, buyers, processors, and other partners who can provide goods and services. Through public-private partnerships, training, technical advice, and business linkages, 2SCALE aims to enhance the competitiveness of farmers and small and medium-sized businesses, enabling them to respond to new opportunities. In their second phase of implementation starting in 2019, 2SCALE aimed to build 60 new business partnerships across eight countries and ten sub-sectors, including cassava, maize, rice, sorghum, onion, green vegetables, soy, groundnuts, dairy, and poultry. They focused on introducing on- and off-farm innovations for eco-efficient agriculture, improving business skills, and developing nutritious and affordable food products for low-income consumers. During this phase, 2SCALE experienced significant changes, such as concluding partnerships from the previous step and establishing 25 new partnerships entirely from scratch in 2019. They also expanded their operations to Burkina Faso and Niger and their ongoing work in Cote d'Ivoire, Ethiopia, Ghana, Kenya, Mali, and Nigeria. SNV, a new key partner, joined the implementing consortium, bringing expertise in dairy, horticulture, youth inclusion, and sector change. 2SCALE identifies committed entrepreneurs or business-oriented producer organizations interested in building sustainable and inclusive businesses. They work closely with these partners to develop tailored partnerships based on local circumstances and priorities. The process involves generating business ideas, conducting scoping studies, screening potential partners, and gaining approval from an external selection committee. Trained agribusiness support services and coaches provide guidance and mentorship to the partnerships, primarily funded by private partners and supplemented with financial services and technical assistance. The second phase of 2SCALE has specific targets, including improving access to nutritious food for at least 1 million bottom-of-the-pyramid consumers, developing inclusive business with 5,000 micro, small, and medium-sized enterprises (MSMEs), improving the livelihoods of 750,000 smallholders, and scaling over 60 public-private partnerships. 2SCALE is funded by the Netherlands government and implemented by a consortium consisting of the International Fertilizer Development Center (IFDC), BoP Innovation Center (BoPInc), and SNV (Netherlands Development Organization). They collaborate with various partners, including private firms, producer organizations, banks, public sector agencies, development organizations, universities, and international research centers.
2SCALE Highlights 2020
(2020) IFDC
2SCALE is a program that collaborates with the local private sector to build sustainable agribusiness networks. It connects small-scale farmers, buyers, processors, and other partners to improve competitiveness and respond to new opportunities. The program operates through public-private partnerships, providing training, technical advice, and business linkages. The publication highlights the impact of the COVID-19 pandemic on the 2SCALE program. Due to travel restrictions, the program had to adapt and rely on remote coordination and digital approaches to continue its activities. Despite the challenges, the program established 65 new business partnerships in 2020, focusing on staples, fresh produce, oil seeds, and animal products. The report also mentions the targets set for the program, including improving access to nutritious food for 1 million Base of the Pyramid (BoP) consumers, developing inclusive business with 5,000 Micro, Small, and Medium Enterprises (MSMEs), improving the livelihoods of 750,000 smallholder farmers, and scaling over 60 public-private partnerships in Sub-Saharan Africa. The impact of COVID-19 on the program's activities and the challenges faced by business champions are discussed. It mentions how restrictions affect business interactions, supply chains, and governance. The material also provides a specific example of the dairy sector in Mali, where farmers and businesses struggled with reduced demand and transportation limitations.
2SCALE Highlights 2021
(2021) IFDC
The 2SCALE project faced significant challenges in 2021 due to COVID-19, political instability, and insecurity in Ethiopia, Niger, Mali, and Burkina Faso. These issues affected program implementation and hindered the operations of program actors at various levels. Despite these challenges, the program achieved significant progress and met most of its targets for the year. The program established 62 active public-private partnerships (PPPs) in the field, with multi-year Partnership Agreements signed between business champions and IFDC (on behalf of 2SCALE consortium members). Four pilot partnerships were initiated in South Sudan and Egypt, focusing on post-conflict areas and private sector development in favorable agribusiness environments. A mid-term review (MTR) was conducted to assess the program's processes and results, leading to valuable insights and recommendations for program improvement. A post-monitoring evaluation of Phase 1 PPPs demonstrated that 80% of the partnerships were still active, and 60% of the business champions were experiencing growth and expanding their operations. To strengthen PPPs and achieve program targets, 2SCALE engaged with six supportive partners to introduce innovation, quality inputs, and successful financial models. Collaborations were established with organizations such as the International Finance Corporation (IFC) and CARE Netherlands to enhance support for business champions and smallholder farmers. Despite the challenges posed by the pandemic, the program organized a team-building event in Grand-Bassam, Côte d'Ivoire, following strict COVID-19 protocols. This event boosted team spirit and reinforced the program's strategy for increased impact in 2022. Thus, the 2SCALE program overcame numerous obstacles and achieved notable milestones in 2021, including the formalization of all active PPPs, initiation of pilot partnerships, mid-term assessments, emphasis on Agribusiness Clusters (ABCs), sub-sector change idea implementation, and successful private sector contributions. The program's efforts increased BoP consumers' inclusion in the food system, improved market access for smallholder farmers, adoption of eco-friendly practices, and overall progress toward its impact indicators.
2SCALE Highlights 2023
(2023)
In 2023, the 2SCALE program marked a pivotal year as it completed the full-scale implementation of its second phase and celebrated a decade of fostering inclusive agribusiness in Africa. Notably, the program launched Inclusive Agribusiness Clubs across its operational countries, providing a platform for stakeholders to engage in discussions on sustainable practices and common challenges. A significant two-day pan-African workshop in Abidjan showcased achievements and shared lessons learned, particularly in Francophone regions. By year-end, 2SCALE had met seven out of eight Universal Impact Indicators, benefiting 1.9 million low-income consumers and empowering 1.1 million smallholder farmers. The program's strategic focus on public-private partnerships (PPPs) proved essential in enhancing food and nutrition security, with a leveraged investment of €162.77 million against €62 million allocated by DGIS. Despite challenges such as global supply chain disruptions and inflation, 2SCALE demonstrated resilience through adaptive management, successfully implementing system change activities and strengthening financial inclusion. As the program transitions toward its conclusion, it aims to solidify the impact of its initiatives and empower local actors to sustain growth in inclusive agribusiness practices.
Access to Finance in Agribusiness Partnerships: Insights from 2SCALE
(2018) Arno Maatman; N. van Dijk; Kirimi Peter; D. Magaja; G. Agai
Access 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.
Business as Unsual the 2SCALE Project: Highlights 2014
(2014) IFDC
The 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.
Business as Unusual insights from the 2SCALE project
(2018) IFDC
This 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.
Business as Unusual the 2SCALE Project: Highlights 2013
(2013) IFDC
The 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.
Business as Unusual the 2SCALE Project: Highlights 2016
(2016) IFDC
The 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.
Business as Unusual: The 2SCALE project Highlights 2017
(2017) IFDC
Nature'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.
CGIAR Food Systems Accelerator
(2022-12-30) Salome Ng'ang'a; Peter Karimi; Mercy F. Zulu-Hume; Hauke Dahl; Mahlatse Nkosi
This concept paper outlines the background, objectives, and operational details of the proposed Food Systems Accelerator, a Climate-smart Agriculture (CSA) accelerator programme designed to address challenges in East and Southern Africa's agricultural value chains. The initiative, led by Ukama Ustawi, aims to accelerate agribusinesses, particularly those engaged in maize production, by providing technical assistance, impact measurement and management (IMM) support, and investment readiness assistance. The program will be implemented over a two-year period, targeting high-growth, high-impact agribusinesses that contribute to sustainable and inclusive growth. The accelerator will involve collaboration with CGIAR, IFDC-2SCALE, and other partners to deliver science-based solutions and support agribusinesses in achieving positive environmental and social impact.
Communal Approach to the Agricultural Market in Benin - Approche Communale pour le Marche Agricole au Benin
(2019-02) IFDC
This document discusses the challenges faced by Benin in achieving economic growth despite its agricultural development potential. It highlights the country's high poverty rates, food insecurity, and limited access to income-earning opportunities. The agricultural sector, which forms the backbone of Benin's economy, has the potential to benefit from the growing demand for agricultural products in neighboring Nigeria. However, economic actors in Benin face various challenges in accessing the Nigerian market, including regulatory barriers, lack of information, and inadequate infrastructure. The document introduces the Communal Approach to the Agricultural Market (ACMA) program as a mechanism to strengthen the role of local actors, such as economic actors, communal authorities, and socio-professional organizations, in cross-border trade between Benin and Nigeria. The program aims to address the institutional environment affecting cross-border trade through multi-stakeholder consultations and capacity-building initiatives. It facilitates coordination between agricultural actors, provides market knowledge, and improves access to funding. The ACMA program has achieved significant results, including forming Agribusiness Clusters (ABCs) that coordinate the development of competitive agricultural products for the Nigerian market. The program has facilitated business relationships and sales contracts between the ABCs and Nigerian buyers. Additionally, it has supported the construction of commercial infrastructure, such as storage facilities and marketplaces, to enhance the marketing of agricultural products. The program has also contributed to increased agricultural income for producers and processors. The document concludes with lessons learned from the ACMA program, emphasizing the importance of market orientation, value-added actions throughout the agricultural value chain, networking of actors, and credit warrant financing. These insights highlight the potential for improving agricultural trade and economic growth in Benin by addressing the challenges economic actors face in accessing regional markets.
Feed the Future Ghana Agriculture Technology Transfer Project Final Project Report
(2018) IFDC
The 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.
Financial Inclusion Strategy- 2SCALE
(2023) IFDC
The 2SCALE program, spanning from 2012 to 2018 and extending into 2019-23, aimed to comprehend the financial service demands within agribusiness clusters and value chains (VCs). The program addressed financial gaps and priorities while aligning demand with supply. Specifically, 2SCALE focused on enhancing access to finance for smallholder farmers, local entrepreneurs, and vulnerable groups, including youth and women. This document outlines the financial inclusion strategy for 2SCALE during 2019-2023. It delves into key issues, such as the complexity of financing in the agricultural sector, and presents models for addressing financial gaps. Additionally, the document outlines steps to ensure financial inclusion and explores various financial arrangements that 2SCALE has promoted, from Village Savings and Loan Associations (VSLAs) to bilateral agreements with financial institutions.
Gender Mainstreaming in Agribusiness Partnerships: Insights from 2SCALE
(2017) Terrillon, J., ; Raphaël Vogelsperger
Inclusive 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.
Local Government Approach for Agricultural Market in Benin Republic
(2020) IFDC
"Local Government Approach for Agricultural Market in Benin (ACMA)" program, aimed at enhancing food security and improving the agricultural income of Beninese economic actors. The program targets three specific objectives: strengthening local economic actors, promoting trade, especially with Nigeria, and increasing local market engagement. Despite existing cross-border transactions between Benin and Nigeria, largely in the informal sector, the opportunities remain underexploited. The ACMA program, implemented by an international consortium, focuses on key products and employs a supply and demand approach, emphasizing the creation of legal frameworks and a local government strategy. The program strives to address challenges faced by producers, processors, and traders, fostering a dynamic commercial-scale relationship with Nigeria. The implementation strategy includes mobilizing economic actors through Agricultural Business Clusters (ABCs), improving competitiveness, facilitating financing, and managing market infrastructures.
Local Network Building for Inclusive Agribusiness Development
(2019) François Dossouhoui
This document provides an overview of the approach and objectives of 2SCALE, a program that establishes public-private partnerships (PPPs) to support inclusive agribusiness models. The program aims to contribute to rural economic development, food and nutrition security, and poverty reduction. Establishing agribusiness clusters (ABCs) forms the basis of 2SCALE's approach, bringing together various local actors involved in a particular commodity value chain to address their challenges and improve competitiveness. The objectives of ABCs include empowerment of local actors, co-innovation, establishing effective business relations, and improving access to inputs and services. The report also highlights the role of ABC coaches in facilitating the development and sustainability of ABCs. These coaches support the formation of ABCs, facilitate stakeholder interactions, and provide technical and capacity-building assistance. The paper emphasizes the importance of empowering local actors and fostering collaboration for sustainable agribusiness development and poverty reduction.
Markets are Changing in Potato and Rice in Uganda
(IFDC, 2020-11-06) IFDC
The events of the COVID-19 pandemic should not be allowed to overshadow the progress and success achieved by the REACH-Uganda project during 2019. This report documents successes in increasing farm productivity, profitability, and improved dietary diversity. Further, the report demonstrates the progress that participating households have made towards increasing their resilience to shocks, which is critical given that during 2019, farming households experienced two climatic shocks. As we move into 2020, the COVID-19 pandemic has brought new challenges for farming households. It should be remembered, however, that the REACH-Uganda project is not just about farmers. Using a systems approach, the project has 2019 supported investments with private sector actors in the potato and rice value chains. Through private sector partners, these have targeted improving farmer access to productive assets, delivery of technical assistance by businesses, and boosting farmer access to vibrant, profitable markets. Patient capital is often used to describe long-term investments made in businesses, often not expected to show immediate returns. In this sense, the project’s market systems development approach is a form of patient capital. Readers of this report will see from the project’s Theory of Change some of our greatest impacts will be felt outside of the current lifecycle of the project given the level of resource and time investment that is required from private sector partners – they are and must be the owners of this change process. However, readers will also realize that during 2019 the project achieved many immediate tangible benefits for the farmers and firms who have actively participated. Without partners, the ability of a project to effect change at any scale is limited. Therefore, we would like to acknowledge the support we have received from our partners. This represents various actors, from micro and small, medium-sized enterprises to large multinational companies. Further, it includes institutional stakeholders, including the Ministry of Agriculture Animal Industries and Fisheries and the National Agricultural Research Organization, especially Kachwekano Zonal Agricultural Research and Development Institute staff. Our thanks include the staff and leaders of the ISSD Plus, AVSI SKY, and SNV-TIDE projects and the team at our implementation partner Cardno – EMG. The acknowledgement must also be given to the team at the Embassy of the Kingdom of Netherlands Kampala for their continued support and enthusiasm for our work. The staff of the REACH-Uganda project, who rose to the challenges presented to them in 2019, must also be recognized. Through their commitment and dedication, the project delivered a diversified portfolio of partnerships and interventions capable of influencing change at a systems level. After human life, the next victims of the COVID-19 pandemic have been certainty and predictability. Some certainties remain, but the REACH-Uganda project will continue to strive to change lives for the better sustainably.
Strengthening Business Support Services for Agribusiness Partnerships: Insights from 2SCALE
(2017) Defoer, T.; G. Beijen; R. Hawkins; C.P. van den Brink
Inclusive 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.

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