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- Item1966 Survey of Continuous Ammoniator-Granulator(1966-11) Achorn, Frank P.; J. S. Lewis, Jr.This document summarizes the content of material presenting the results of a 1966 survey conducted on the continuous ammoniator-granulator used in the fertilizer industry. The study aimed to determine changes in ammoniator-granulator practices over the past five years. Questionnaires were sent to 142 companies, and replies from 57 companies concerning 122 ammoniator-granulators were received. The survey highlights several key trends, including an increase in the size of ammoniator-granulators and a shift toward producing different fertilizer grades, such as ammonium phosphates and granular superphosphates. The report provides detailed data on the grades and ratios produced by ammoniator-granulators and information on equipment specifications, construction materials, and granulation control methods. The findings offer valuable insights for operators using continuous ammoniator-granulators in the fertilizer industry, allowing them to assess their operations compared to industry trends and practices.
- Item1999 IFDC Annual Report(2000-08) IFDCThis material highlights IFDC's achievements and contributions to agricultural development. IFDC was established in response to the global need for improved food production in developing countries, particularly in the tropics and subtropics. The centre focuses on enhancing fertilizer efficiency and knowledge transfer to support small-scale farmers and address the critical role of plant nutrients in food production. The report acknowledges the contributions of key individuals and institutions in IFDC's history and emphasizes the importance of collaboration with scientists, educators, and farmers in developing countries. It outlines IFDC's activities, including technology transfer initiatives and capacity building through worldwide training programs. It also discusses the significance of inorganic fertilizers in global agriculture and the role of IFDC in promoting their use for increased food production. It highlights the growing dependence on fertilizers, particularly in low-income countries, and underscores the need for sustainable development and efforts to end poverty and hunger.
- Item2 SCALE 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.
- Item2 SCALE Highlights 2020(2020) IFDC2SCALE 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.
- Item2 SCALE Highlights 2021(2021) IFDCThe 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.
- Item2000/01 IFDC Corporate Report(2001-09) IFDCIFDC is a public, nonprofit, international organization dedicated to conducting its work independently and on a scientifically sound basis. IFDC was founded in 1974 to help in the quest for global food security. The Center's goal is to sustainably increase agricultural productivity by developing and transferring effective, environmentally sound plant nutrient technology and agricultural marketing expertise. The Center has conducted technology transfer activities in more than 120 countries. IFDC has contributed to developing human resources and institutional capacity building in 150 countries through more than 600 training programs. Its cadre of scientists and professionals provides a unique mix of applied research and technology transfer capabilities. The Center's facilities include libraries, laboratories, greenhouses, pilot plants and training facilities.
- Item2001/02 IFDC Corporate Report(IFDC, 2002) IFDCThis report highlights the IFDC's project in Afghanistan, which aims to ensure adequate supplies of high-quality fertilizers to Afghan farmers. The project is funded by the U.S. Agency for International Development (USAID) and focuses on maintaining the stability of the agricultural market by allowing local dealers to distribute fertilizers. Through partnerships with NGOs such as the International Medical Corps (IMC), ACTED, FOCUS Humanitarian Assistance, GRSP, and Solidarites, over 70,000 farmers received fertilizer vouchers for an improved variety of wheat seeds. The vouchers were redeemed at local dealers, who IFDC reimbursed. The project involved the distribution of 3,500 metric tons of urea fertilizer across seven provinces in central, eastern, and northeastern Afghanistan. Farmers who receive the fertilizer will repay the cost to the local shura or town committee, which will utilize the funds for regional development initiatives. IFDC also addresses three main challenges: the lack of credit available to farmers, difficulties in transportation due to long distances and poor road conditions, and the need for knowledge regarding modern agricultural practices. The project not only provides training to farmers but also involves local dealers in educating their customers. Looking ahead, the project estimates the need for fertilizer in the fall of 2002 to support wheat cultivation on approximately 680,000 hectares of irrigated land. The overall objective is to contribute to Afghanistan's economic advancement and improve the quality of life for its people through agricultural development.
- Item2002/03 IFDC Corporate Report(2003) IFDCIFDC is a nonprofit international organization dedicated to tackling global poverty, economic development, hunger reduction, and environmental protection. By combining cutting-edge research and development, IFDC aims to enrich and sustain the lives and livelihoods of impoverished communities worldwide. The organization's unique strengths lie in its research capabilities, market development expertise, and training skills, enabling the design and implementation of tailored programs to address local needs and challenges. This report provides an overview of IFDC's eight thematic programs, which form the foundation of its work. These programs include Institutional Development, Economics and Policy Development, Fertilizer Materials, Soil and Nutrient Dynamics, Integrated Intensification, Input Accessibility, Policy and Market, and Human Capacity Building. Each program serves a specific function and contributes to IFDC's goal of sustainably enhancing agricultural productivity. The Institutional Development Program focuses on establishing and nurturing a private sector that drives agricultural productivity. The Economics and Policy Development Program provides policy and economic expertise to create an enabling environment for agricultural markets. The Fertilizer Materials Program researches efficient fertilizer use and develops environmentally friendly production processes. The Soil and Nutrient Dynamics Program aims to enhance food and fibre production through improved nutrient use and soil fertility. The Integrated Intensification Program promotes using Integrated Soil Fertility Management (ISFM) technologies to increase fertilizer efficiency and minimize environmental risks. The Input Accessibility Program focuses on regional-level strategies for soil fertility management, including adopting technological packages and institutional changes. The Policy and Market Program works towards favourable policies and socioeconomic environments to improve soil fertility. Lastly, the Human Capacity Building Program emphasizes the importance of education, skills development, and training to enhance global agricultural competitiveness. IFDC has a strong track record, conducting technology transfer activities in over 130 countries and contributing to human resource and institutional capacity building in 150 countries through training programs. The organization has achieved significant accomplishments, such as establishing effective private-sector agricultural systems, introducing innovative fertilizer technologies, and developing the Integrated Soil Fertility Management package. IFDC operates globally, is headquartered in Muscle Shoals, USA, and has offices in various countries. Its funding comes from donor-funded market development projects and collaborations with bilateral and multilateral development agencies, government institutions, and private enterprises.
- Item2003/04 IFDC Corporate Report(2004) Amit H. RoyThis report highlights the establishment and achievements of the International Fertilizer Development Center (IFDC), which was formed in response to the global food crisis of the 1970s. Recognizing the need for food-deficit countries to increase their food production, IFDC focuses on developing fertilizers and fertilizer practices suitable for tropical and subtropical regions. The center's initial goals included improving fertilizer efficiency, utilizing indigenous fertilizer resources, developing appropriate technologies, and providing technical support and training to developing countries. IFDC's work encompassed various areas, including nitrogen research and phosphate research. Nitrogen research aimed to minimize nitrogen losses from fertilizers and develop new fertilizer products and management practices for tropical and subtropical crops. Phosphate research focused on characterizing phosphate rock deposits, developing beneficiation techniques, and finding cost-effective ways to use indigenous phosphate resources. The centre's efforts contributed to increased agricultural productivity and reduced production costs in countries such as Colombia, Brazil, India, and Tanzania. IFDC also played a significant role in market development by promoting practical private agricultural input and output marketing systems. Notable successes include restructuring the fertilizer sector in Bangladesh, which led to self-sufficiency in rice production and substantial cost savings, and establishing a vibrant market economy in Albania's agricultural sector, resulting in increased crop yields and private sector-led growth. Furthermore, IFDC has been actively involved in technology transfer initiatives, assisting countries worldwide in implementing market-driven strategies and improving production efficiency. Examples include the successful restructuring of Petroquimica de Venezuela S.A. (PEQUIVEN) and its transition to a market-driven enterprise, leading to increased fertilizer production and significant cost savings. Overall, IFDC's multidisciplinary approach, technical expertise, and collaborations with international institutions and national organizations have contributed to developing and adopting sustainable fertilizer practices, increasing agricultural productivity, and promoting economic growth in developing countries.
- Item2004/05 IFDC Corporate Report(2005) IFDCSub-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.
- Item2005/06 IFDC Corporate Report(2006) IFDCSoil nutrient mining is a pressing issue in sub-Saharan Africa, driven by poverty and population growth. Approximately 95 million hectares of farmland in Africa are losing significant amounts of plant nutrients each year, with nutrient depletion rates exceeding 60 kg of nitrogen, phosphorus, and potassium (NPK) per hectare in many areas. This depletion is primarily caused by factors such as poor soil fertility and low usage of improved seeds and mineral fertilizers. The consequences of soil nutrient mining are far-reaching, including reduced crop productivity, food insecurity, increased malnutrition, and youth migration to urban areas. The implications of soil nutrient mining necessitate urgent action to conserve resources and develop effective policies. Soil fertility restoration practices should be implemented, including measures to control soil erosion, promote the recycling of crop residues and organic matter, and improve livestock management. Policy strategies should focus on enhancing the availability and affordability of both organic and mineral fertilizers. Additionally, using advanced tools such as geographic information systems (GIS), simulation models, and weather forecasting can aid in monitoring and managing soil nutrient levels. Efforts to address soil nutrient mining must also consider the broader context of agricultural input markets. Access to improved seeds, fertilizers, and crop protection products is crucial for enhancing productivity, and therefore, developing input markets is essential. Training programs for agricultural input dealers have improved their product knowledge, safety awareness, and business management skills. Furthermore, legislation and standardization are necessary to ensure the quality and labeling of agricultural inputs, promoting fair trade and consumer trust. To achieve sustainable agricultural development, it is essential to improve farmers' technical skills and input access and establish robust market linkages. Market-oriented programs that connect farmers to local and global markets have demonstrated significant potential for increasing crop yields, enhancing income levels, and driving overall agricultural growth. Such programs should encompass a holistic approach that integrates technical innovations, market development, policy support, and access to market information. The Soil and Nutrient Dynamics Program (SNDP) is vital in developing and promoting technologies, information, and decision support tools that enhance cropping systems' efficiency and soil and water resources. The program's key activities focus on improving water and plant nutrient management, advancing nutrient cycling and recycling, optimizing fertilizer use efficiency, promoting sustainable soil fertility management practices, and researching innovative fertilizers. Addressing soil nutrient mining and resource conservation in Africa requires concerted efforts from various stakeholders, including governments, research institutions, input dealers, and farmers. By implementing comprehensive strategies that integrate soil fertility management, market development, and policy support, it is possible to mitigate the negative impacts of soil nutrient mining, improve agricultural productivity, and foster sustainable development in Africa.
- Item2006/07 IFDC Corporate Report(2007) IFDCThe Agricultural Marketing and Production Support (AMPS) project, implemented by IFDC in Afghanistan, aimed to strengthen the country's agri-input system and increase farmer participation in legal crop production. The project provided agricultural inputs and post-harvest support to farmers in 10 provinces, focusing on cultivating marketable crops. The project received funding from the U.S. Agency for International Development (USAID) and the U.K.'s Department for International Development (DFID). The objectives of AMPS included increasing crop yields and quality, improving crop marketing efficiency, and enhancing the Ministry of Agriculture, Irrigation, and Livestock (MAIL) capacity to serve farmers. Through the project, over 200,000 farmers received agricultural input packages, and the quality of fertilizers supplied to farmers was ensured through rigorous testing. AMPS also contributed to developing agri-input dealer associations and facilitated market linkages between farmers and dealers. The success of AMPS led to the continuation of agricultural market development efforts in Afghanistan through the Accelerated Sustainable Agriculture Program (ASAP) and the Food for Agricultural Revitalization and Market Systems (FARMS) project. These initiatives aimed to strengthen the agri-input marketing system further, improve irrigation practices, enhance crop production, and promote value addition in the agricultural sector.
- Item2007/08 IFDC Corporate Report(2008)Agricultural input dealers connect smallholder farmers to input and output markets. The International Fertilizer Development Center (IFDC) implements programs that enhance the capacity of private sector networks to supply vital agricultural inputs to farmers at reduced costs. Producer organizations, representing farmers' interests and actively engaged in the value chain, often serve as agri-input dealers. Furthermore, developing robust market information systems is essential for commodity and input trade growth. IFDC's initiatives in market information systems aim to improve agricultural information generation, dissemination, and commercial use, enabling better monitoring of prices, production, trade, and the establishment of resilient commodity chains. This report highlights several IFDC projects and their accomplishments in different regions: 1. Agricultural Input Markets Strengthening Project (AIMS) in Mozambique: Promotion of private sector investment and competitive marketing of agricultural inputs. Key activities include business development, capacity building, technology transfer, and improved policies. Formation of an agro-dealers trade association and collaboration with regional partners. 2. Agricultural Productivity Enhancement Program (APEP) in Uganda focuses on increasing farm productivity and improving the marketing of crucial food and cash crops. Training and technical support provided to agri-input dealers. Implement a fertilizer voucher program to improve smallholder farmers' access to inputs. 3. Marketing Inputs Regionally to Develop Agri-Input Markets in West Africa (MIR): Enhancing the affordability and accessibility of quality inputs in West Africa. Support for regulatory frameworks, association-building, and improved trade linkages. Initiatives to address bottlenecks in inputs for cotton production. 4. Agro-Dealer Network Development (AND) in Nigeria: Capacity building of agro-dealers in selected states. Implementation of a fertilizer voucher program and training on various topics. Efforts to improve access to subsidized fertilizer for smallholder farmers. 5. Strengthening Trade at the Regional Level in Agricultural Inputs in Africa (STAR): Focus on promoting regional input trade and market development. Capacity building, market linkages, and establishment of a market information system. Aims to reduce transaction costs and improve advocacy capacity. The report emphasizes IFDC's use of voucher programs to facilitate farmers' access to affordable inputs while supporting the growth of the private sector. Vouchers are "smart subsidies" that stimulate local markets and farmers' purchasing power. The material also underscores the importance of training and technical assistance in these programs, empowering agro-dealers and farmers to adopt new technologies and improve productivity.
- Item2008/09 IFDC Corporate Report(2009) IFDCThe global food crisis of 2007-2008 exposed the vulnerability of our ability to feed the world's growing population. Various factors contributed to the crisis, including drought, rising energy and production costs, population growth, increased demand for biofuels, and higher meat consumption in China and India due to income growth. The impact of the crisis is severe, affecting both the urban poor in developing countries and the poorest rural dwellers who depend on buying food. This crisis highlights the challenges of food insecurity and poverty worldwide, emphasizing the need for immediate action to assist the poorest populations and achieve the Millennium Development Goals (MDGs). Agriculture has now become a priority for development, given its importance to economies and employment in most developing countries. Fertilizer plays a crucial role in improving agricultural productivity, but the current methods of production and use are unsustainable due to soaring prices and energy demands. It is necessary to develop more efficient ways of providing vital nutrients to crops and collaborate with institutions working on crops that use nutrients more efficiently, are profitable, and contribute to environmental sustainability. The need for increased agricultural productivity is particularly urgent in Sub-Saharan Africa, where farmers struggle to produce enough food for their families, face unreliable and unprofitable markets, and have limited access to fertilizers and improved seeds. On the other hand, intensive rice production systems in Asia suffer from excessive fertilizer use, leading to pollution and reduced profitability.To ensure food security and poverty reduction, two challenges must be addressed. First, agricultural intensification is necessary on existing farmland by adopting high-yielding crop varieties, increasing fertilizer and input use, improving farm management, and enhancing market access. Simultaneously, efforts must be made to conserve resources and minimize pollution from agriculture, requiring more efficient use of nutrients. IFDC (International Fertilizer Development Center) is a nonprofit organization established in 1974 to tackle global food security challenges. It has expanded its programs to include input and output market strengthening in addition to focusing on fertilizer issues. IFDC aims to target fertilizer production and use to help achieve MDG 1, which focuses on eradicating extreme hunger and poverty by 2015. The organization emphasizes collaboration with the private sector, local partners, and capacity building to ensure sustainable development. IFDC's strategic objectives include increasing nitrogen use efficiency, improving crop yields, increasing farm income, and making directly applied phosphate rock as effective as water-soluble fertilizers. The organization strives to improve input and output market efficiency in developing countries, enhance the efficiency of water and nutrient delivery to crops, and develop farm enterprises' skills in managing agricultural production and marketing. Special initiatives focus on productivity in Africa, nitrogen efficiency, and phosphate efficiency. IFDC recognizes the importance of managing for results and plans to continuously improve human resource development, research capacity, and communication technology. It aims to reduce its carbon footprint and enhance energy efficiency through organizational audits. Lessons learned from the 2008 fertilizer crisis and the earlier crisis in 1974 highlight the need for preparedness and sustainable solutions to mitigate the negative impacts of volatile fuel, food, and fertilizer prices. The 2008 crisis had devastating economic and social consequences, emphasizing the urgency of addressing these challenges to achieve global food security and poverty alleviation.
- Item2009-2010 IFDC Annual Report(2010) IFDCThe International Fertilizer Development Center (IFDC) remains dedicated to addressing fertilizer-related issues to enhance global food security and promote sustainable agriculture development. Originally established as an outgrowth of the National Fertilizer Development Center (NFDC) of the Tennessee Valley Authority (TVA), IFDC has expanded its mandate and reach. Founded in 1974, IFDC has become a leading science-based nonprofit organization focused on soil nutrient management and developing fertilizers and practices tailored to the needs of tropical and sub-tropical climates. Today, IFDC tackles critical global challenges such as food security, poverty alleviation, environmental protection, and economic development through collaborative partnerships, research, training, and education. The organization's initiatives, including the Africa Productivity Initiative, aim to double crop yields and improve food security in Sub-Saharan Africa. Despite progress, the challenge remains to produce more food while using fewer resources sustainably. IFDC aims to find solutions for a sustainable global food system.
- Item2010 IFDC Annual Report(2011) IFDCThis report highlights the efforts of the International Fertilizer Development Center (IFDC) to extend the adoption of Fertilizer Deep Placement (FDP)/UDP (Urea Deep Placement) technology in several impoverished countries in Asia and Africa. With a particular focus on Bangladesh, where rice cultivation dominates, implementing FDP/UDP technology addresses food security challenges, rural income growth, and resource conservation. By enabling farmers to achieve higher rice yields with reduced nitrogen fertilizer application, UDP technology contributes to sustainable agricultural practices by significantly reducing nitrogen losses compared to conventional fertilizer techniques. This innovative approach benefits farmers, the environment, and the economy. Supported by funding from the United States Agency for International Development (USAID), the Government of Bangladesh, and the European Union, IFDC has collaborated closely with the Bangladesh Ministry of Agriculture, the Department of Agricultural Extension, farmers, and the private sector to increase farmer awareness and use of UDP technology. IFDC has also facilitated the establishment of a micro-enterprise supply system to provide farmers with access to high-quality fertilizer known as Guti urea. IFDC's efforts in Bangladesh have been highly successful, with over 500,000 farmers adopting UDP technology through various projects. Using UDP has resulted in a substantial increase in rice production, individual income growth, and significant cost savings for the government. Furthermore, IFDC's projects in Bangladesh have significantly contributed to the country's gross domestic product (GDP). In addition to Bangladesh, IFDC has also implemented successful projects in the Kyrgyz Republic, focusing on agribusiness development and land reclamation, and in Kenya, Tanzania, and Uganda, aiming to improve farmers' access to modern agricultural inputs and technologies. Through capacity-building activities, training programs, and market linkages, IFDC has facilitated the establishment of agro-dealer networks and improved productivity and economic returns for smallholder farmers in these countries. Overall, IFDC's initiatives demonstrate the potential of FDP/UDP technology and its positive impact on agricultural productivity, sustainability, and rural livelihoods in developing countries. These efforts contribute to poverty reduction, food security, and the promotion of gender equity, ultimately fostering economic growth and stability in these regions.
- Item2011 IFDC Annual Report(2012) IFDCAgriculture plays a crucial role in Africa, offering significant opportunities for economic growth among rural communities. However, to achieve this growth, there is a need for substantial increases in agricultural productivity, greater integration of smallholder farmers into markets, and improved access to services and agricultural inputs. The International Fertilizer Development Center (IFDC) supports small-scale farmers transitioning from subsistence to commercial farming through the Competitive Agricultural Systems and Enterprises (CASE) solution. CASE focuses on integrating smallholder farmers into value chains centred around specific crops or commodities. IFDC strengthens smallholder farmers while supporting the growth of agro-input businesses, processing industries, and marketing sectors. CASE's critical elements include agribusiness cluster formation, value chain development, and capacity-building for public and private institutions. IFDC's projects, such as the From Thousands to Millions (1000s+) and Accelerating Agribusiness in Africa - Bridge (AAA-Bridge), have successfully utilized the CASE solution in North and West Africa. These projects have linked hundreds of thousands of smallholder farmers to markets and facilitated the establishment of agribusiness clusters. Through partnerships with significant agro-industries, IFDC has strengthened public-private collaborations and helped farmers increase their productivity and income.
- Item2012 IFDC Annual Report(2013-04) IFDCThis report summarizes the International Fertilizer Development Center (IFDC) strategic priorities and interventions in its efforts to support smallholder farmers in developing regions. The organization aims to facilitate the transition from subsistence to commercial farming, alleviate poverty, increase agricultural productivity, ensure food security, and improve nutritional health while protecting the environment. IFDC has developed a comprehensive strategic plan, which includes two primary objectives: 1) pioneering the development and dissemination of new technologies and practices related to plant nutrient performance, focusing on innovative delivery mechanisms for smallholder farmers worldwide, and 2) strengthening input and output markets to benefit smallholder farmers through the promotion of organized and efficient market systems, access to credit, and reliable market information. IFDC's interventions also encompass the development of more efficient fertilizer products, improving nutrient use practices, enhancing the efficiency of input markets, and improving the management capabilities and profitability of farm enterprises. The publication highlights specific projects and initiatives IFDC undertake in each intervention area, emphasizing the organization's commitment to sustainable agriculture, knowledge transfer, and private sector engagement.
- Item2013 IFDC Annual Report(2013) IFDCThis 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.
- Item2014 IFDC Annual Report(2015-05) IFDCThe International Fertilizer Development Center (IFDC) has evolved from a fertilizer research institution to a comprehensive sustainable development organization. Celebrating its 40th anniversary in 2014, IFDC commemorated its journey and accomplishments. Thomas Hager's book, "Feeding a Hungry World: IFDC's First Forty Years," chronicles IFDC's history, highlighting its dedication to increasing agricultural productivity. The organization also organized events and workshops, including a 40th Anniversary Commemoration in Washington, D.C., and a celebration in Florence, Ala. Additionally, IFDC's Virtual Fertilizer Research Center (VFRC) collaborated with a global network of researchers and institutions to publish reports addressing various aspects of fertilizer use and efficiency. Furthermore, IFDC engaged in special initiatives and partnerships to promote sustainable agriculture and improve African fertilizer markets. The EurAsia Division (EAD) focused on enhancing agricultural productivity and rural incomes in Bangladesh, Kyrgyzstan, and Myanmar. These efforts aimed to contribute to food security, environmental sustainability, and economic growth.