Annual Reports

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Browsing Annual Reports by Subject "Agribusiness"

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    2000/01 IFDC Corporate Report
    (2001-09) IFDC
    Open to the public, IFDC is a global nonprofit dedicated to carrying out its activities independently and with a strong scientific basis. IFDC was founded in 1974 with the goal of furthering the cause of global food security. The Center's goal is to advance agricultural productivity in a sustainable way by creating and sharing effective, ecologically friendly plant nutrition technology and agricultural marketing expertise. The Center has conducted technology transfer efforts in numerous countries. The IFDC has assisted countries in improving institutional capacity and human resources through more than 600 training programs. Its team of scientists and experts provides a unique blend of applied research skills and technology transfer. The Center's features include training facilities, labs, greenhouses, pilot plants, and libraries.
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    2001/02 IFDC Corporate Report
    (IFDC, 2002) IFDC
    The goal of the IFDC initiative in Afghanistan, which is highlighted in this study, is to guarantee Afghan farmers have access to sufficient quantities of high-quality fertilizers. The U.S. Agency for International Development (USAID) is providing funding for the project, which aims to keep the agricultural market stable by permitting local dealers to distribute fertilizers. Over 70,000 farmers received fertilizer vouchers for an improved variety of wheat seeds through cooperation with non-governmental organizations (NGOs) like the International Medical Corps (IMC), ACTED, FOCUS Humanitarian Assistance, GRSP, and Solidarites. Local dealers accepted the coupons for redemption, and IFDC repaid them. 3,500 metric tons of urea fertilizer were to be distributed as part of the initiative throughout seven regions in central, eastern, and northeastern Afghanistan. The fertilizer is given to farmers who then reimburse the town committee or shura for the cost, with the money raised going toward regional development projects. Three primary issues are also addressed by IFDC: farmers' limited access to credit, transportation obstacles brought on by great distances and bad roads, and the lack of information about contemporary agricultural methods. In addition to offering farmers training, the concept involves local dealers in educating their clientele. The project projects how much fertilizer will be needed in the fall of 2002 to sustain wheat production on about 680,000 hectares of irrigated land.
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    2002/03 IFDC Corporate Report
    (2003) IFDC
    The goals IFDC are to combat global poverty, promote economic growth, end hunger, and safeguard the environment. With the goal of improving and sustaining the lives and livelihoods of underprivileged communities around the world, IFDC combines state-of-the-art research and development. The organization's specialties are in research, market development, and training, which allow for the creation and execution of customized programs to meet regional demands and difficulties. The eight theme programs of IFDC, which serve as the cornerstone of its operations, are summarized in this paper. Institutional Development, Fertilizer Materials, Soil and Nutrient Dynamics, Integrated Intensification, Input Accessibility, Policy and Market, and Human Capacity Building are some of these programs. Every program has a distinct purpose and advances the IFDC's objective of improving agricultural productivity in a sustainable manner. The goal of the Institutional Development Program is to create and support a private sector that is the engine of agricultural productivity. The program for the development of economic and policy knowledge is designed to foster an environment that is favorable to agricultural markets. The Fertilizer Materials Program creates environmentally friendly production methods and conducts research on effective fertilizer use. By increasing nutrient utilization and soil fertility, the Soil and Nutrient Dynamics Program seeks to promote food and fiber production. To improve fertilizer efficiency and reduce environmental concerns, the Integrated Intensification Program encourages the use of Integrated Soil Fertility Management (ISFM) technology. Adopting technology packages and making institutional adjustments are among the regional-level solutions for managing soil fertility that are the focus of the Input Accessibility Program. In order to increase soil fertility, the Policy and Market Program aims to create favorable policies and socioeconomic settings. Finally, in order to improve agricultural competitiveness globally, the Human Capacity Building Program highlights the significance of education, skill development, and training. With technology transfer operations in more than 130 countries and training programs that support the development of institutional and human resource capacity in 150 nations, IFDC has a proven track record. The organization has developed the Integrated Soil Fertility Management package, introduced cutting-edge fertilizer technology, and established successful private-sector agricultural systems.
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    2004/05 IFDC Corporate Report
    (2005) IFDC
    Sub-Saharan Africa faces numerous challenges in agricultural marketing, including underdeveloped markets, lack of coordination among actors, limited market integration, and scarcity of managerial competencies. The International Fertilizer Development Center (IFDC) has developed the Competitive Agricultural Systems and Enterprises (CASE) approach as an innovative solution. CASE combines diverse farming systems and commodity chains, catering to various actors' requirements. CASE promotes sustainable intensification and market development by integrating farmers and entrepreneurs into supply chains. The approach has yielded positive results in small pilot projects across West Africa, with thousands of farmers adopting improved technologies and experiencing increased incomes and crop yields. The CASE approach also focuses on capacity building, empowering clusters of farms, enterprises, and institutions along commodity chains. Furthermore, IFDC's Strengthening Market Information Systems and Traders' Organizations in West Africa (MISTOWA) project enhances market transparency. It reduces trade constraints by improving regional market information systems and supporting trader and producer organizations. The project has significantly strengthened market information systems and facilitated trade linkages. Lastly, IFDC's involvement in Afghanistan and Kyrgyzstan highlights its efforts to rebuild agricultural markets, provide emergency relief, and develop private sector networks to improve agribusiness prospects. These examples demonstrate IFDC's commitment to sustainable agriculture and economic growth in various regions.
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    2013 IFDC Annual Report
    (2013) IFDC
    This report highlights the transformative work of the International Fertilizer Development Center (IFDC) in addressing global challenges related to food, nutrition, and economic stability over the past four decades. IFDC's strategic plan encompasses various pillars guiding their efforts to improve the lives of farmers and build resilient markets. One cornerstone of IFDC's work involves the development of more efficient fertilizers, exemplified by the widespread adoption of fertilizer deep placement in Bangladesh and sub-Saharan Africa. Through initiatives like the AAPI project, IFDC has witnessed increased rice yields, improved farmer incomes, and successful entrepreneurship in fertilizer briquetting. Furthermore, IFDC operates the Virtual Fertilizer Research Center, fostering collaboration among leading minds from universities, research laboratories, and the fertilizer industry to develop affordable and environmentally sustainable fertilizers with instant plant availability. IFDC also recognizes the importance of providing farmers with training in resource-conserving farming practices to enhance yields. Through projects like AAPI, CATALIST-2, and WACIP, hundreds of thousands of farmers and agro-dealers have received training, empowering them to adopt sustainable agricultural techniques. Timely access to affordable fertilizers and seeds is another crucial aspect addressed through IFDC's holistic market development strategy, which involves supporting private sector growth, facilitating access to loans and market information, and leveraging technology platforms such as AfricaFertilizer.org and AMITSA. IFDC's commitment to building profitable farming businesses includes training farmers in business management and fostering connections with financial institutions, markets, and fellow farmers. This approach empowers farmers, improves their market positioning, and amplifies their collective voice. The organization also focuses on enhancing the quality standards of agricultural products to increase farm competitiveness. Projects like 2SCALE and CFC-KIT work towards developing agribusiness groups and improving crop productivity in African countries. IFDC's advocacy efforts extend to policy development and implementation, where they strive to create enabling environments for market development and private sector participation. By analyzing economic factors, identifying opportunities, and advocating for fertilizer policy reforms, IFDC addresses barriers to reducing farm-level costs and ensuring a stable fertilizer supply. This report also highlights the significance of IFDC's nutrient management strategies, such as integrated soil fertility management (ISFM) and biofortification, to improve productivity, protect the environment, and enhance human health and nutrition. Farmers' willingness to invest in soil fertility improvement is underscored, and IFDC's focus on embedding economic returns within ISFM strategies is emphasized to drive farmer adoption. Additionally, the report describes IFDC's commitment to effective communication and knowledge dissemination, ensuring policymakers and stakeholders benefit from their extensive expertise and data. Therefore, IFDC's holistic and sustainable approach to agriculture has brought about transformative change, improving the lives of farmers and building resilient markets. As they continue their mission to combat hunger, IFDC's strategic plan guides their efforts to address global food, nutrition, and economic challenges.
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    Accelerating Agriculture and Agribusiness in South Sudan for Enhanced Economic Development (A3-SEED): 2022 Annual Narrative Report
    (IFDC, 2023-02-28) IFDC
    The Accelerating Agriculture and Agribusiness in South Sudan for Enhanced Economic Development (A3-SEED) project, funded by the Embassy of the Kingdom of the Netherlands (EKN), is being implemented by the International Fertilizer Development Center (IFDC) together with KIT Royal Tropical Institute (KIT) from December 2020 to November 2025. The project follows EKN’s Seed Sector Development for South Sudan (SSD4SS) project, implemented by AGRA, and targets four hubs of stability (Bor, Rumbek, Torit, and Yambio) as well as the outskirts of Juba. A3-SEED is working to develop a market-oriented seed sector by establishing a commercially viable and sustainable seed system in South Sudan. This way, the project ensures that farmers enjoy continued access to high-quality seed and agricultural advisory services offered closer to the production areas. A3-SEED works with seed companies, seed outgrowers, agro-dealers, and village agents in developing a complete seed value chain while creating businesses and jobs. Smallholder farmers remain the ultimate target by enhancing their access to quality seeds. A3-SEED also builds synergies with humanitarian programs in target areas to facilitate efficient seed distribution. A special focus is placed on returnee farmers who fled the country due to insecurity. The project is engaging with owners, employees of micro, small, and medium enterprises (SMEs), women, and youth who are engaged in quality seed production. In 2022, A3-SEED focused on active field project delivery. Ten seed companies were mobilized and fully engaged through a Co-Investment Grant to facilitate seed production, processing, and marketing. This report covers activities, outputs, achievements, and lessons learned during the second year of project implementation between January and December 2022. In alignment with the approved 2022 Annual Workplan and Budget, the project engaged in the following: • Mobilized 10 seed companies, working to increase their seed production capacities. • Mobilized and supported 32 agro-dealers, who will take seeds to the farmers through an established network of village agents. • Trained 27 extension workers and agronomists through a training of trainers (ToT) on quality seed production. • Trained 10 seed company marketing officers to enhance their business skills in seed sales, leading to the sales of 108.5 metric tons (mt) through the agro-dealer network. • Reached 7,303 smallholder farmers with extension services following group trainings and farmer field days organized on the demonstration plots and 5,000 during agricultural trade shows organized in Yei and Torit and World Food Day activities in Rumbek. • Produced about 4,500 mt of assorted seeds under a contract between seed outgrowers and seed companies. • Built the capacity of the Seed Trade Association of South Sudan (STASS). Membership increased from eight to 15 members. STASS costs covered through direct member contributions increased by 7%. • Established of two local chapters in Magwi and Yambio in collaboration with STASS. • Trained 21 seed inspectors and seven lab technicians on quality control in seed production to ensure quality seeds are produced by the seed companies. Seed tests are now done at the state and county levels. Several events have enabled A3-SEED to share experiences and learn from others in Africa and the region to fine-tune its prioritization of the most responsive programming interventions and partnerships. Some of these events made it possible for A3-SEED to give priority to interventions based on their ability to build synergies with existing EKN-funded projects (Food and Nutrition Security Resilience Program [FNS-REPRO] and Food Security through Agribusiness in South Sudan [FSABSS]) and explore the possibility for collaboration with public sector actors – local-, county-, and national-level government bodies supporting the seed sector and agricultural development. Other significant administrative milestones achieved during the first year of implementation include: • Staffing: A3-SEED has hired 100% of the staff required and has positioned hub coordinators in Yambio, Bor, Juba, Torit, and Magwi to ensure local presence and close interaction with existing projects and stakeholders at the field level. • Office Space: The project moved its office, but it remains within the same property and with the same landlord. The move was necessary because the full complement of staff was not able to fit in the previous space allocated for the office. • Logistics: The project obtained three vehicles that were field efficient with all-weather tyres. These vehicles, as well as additional hired cars, were able to facilitate staff travel to all field locations. • Finance/Budget: There were no significant changes in over- or underspends in the reporting period. • COVID-19: Many restrictions associated with COVID-19 were lifted. This has enabled easy travel and organization of field trainings, meetings, and workshops. However, the period also saw the emergence of conflicts between cattle keepers and crop farmers that have affected parts of Central Equatoria and Eastern Equatoria.