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    2SCALE Faits Saillants 2020
    (2020) IFDC
    2SCALE est une initiative de collaboration qui travaille avec le secteur privé local pour développer des réseaux agroalimentaires durables. Elle permet de mettre en relation des producteurs à petite échelle entre eux, ainsi qu'avec des acheteurs, des transformateurs de produits et d'autres partenaires fournissant des biens et des services. Grâce à des partenariats public-privé (PPP), des formations, des conseils techniques et des liens commerciaux sont proposés pour aider les producteurs et autres petites et moyennes entreprises (PME) à devenir plus compétitifs et réactifs face aux nouvelles opportunités. Cette approche crée des clusters d'entreprises agricoles qui soutiennent les économies locales et créent des emplois. Importamment, 2SCALE a démontré que le concept d'entreprise inclusive - les agriculteurs et autres entrepreneurs travaillant ensemble dans un but mutuel - n'est pas seulement un idéal théorique, mais aussi une approche pratique et efficace du développement. Lancé en juin 2012, 2SCALE est entré dans sa deuxième phase de mise en œuvre en 2019. À la fin de 2020, les fondations ont été posées pour 65 nouveaux partenariats commerciaux dans 8 pays et quatre sous-secteurs - produits de base, produits frais, oléagineux et produits animaux. Malgré les défis posés par la pandémie de COVID-19, 2SCALE a continué à mettre en œuvre ses activités en utilisant des approches à distance, numériques et créatives. Ce rapport met en évidence les progrès réalisés en 2020, y compris la finalisation du portefeuille de partenariats, l'impact de COVID-19 sur les opérations et les réalisations concernant les principaux indicateurs d'impact. 2SCALE est financé par le gouvernement néerlandais et mis en œuvre par l'IFDC, le BoP Innovation Center et le SNV en collaboration avec un large éventail de partenaires, dont des entreprises privées, des banques, des agences du secteur public et des institutions de recherche.
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    2SCALE Faits saillants 2020
    (2020)
    2SCALE est un programme qui collabore avec le secteur privé local pour construire des réseaux agro-industriels durables. Il met en relation les petits agriculteurs, les acheteurs, les transformateurs et d’autres partenaires pour améliorer la compétitivité et répondre aux nouvelles opportunités. Le programme fonctionne par le biais de partenariats public-privé, fournissant des formations, des conseils techniques et des liens commerciaux. La publication met en évidence l’impact de la pandémie de COVID-19 sur le programme 2SCALE. En raison des restrictions de voyage, le programme a dû s'adapter et s'appuyer sur la coordination à distance et les approches numériques pour poursuivre ses activités. Malgré les défis, le programme a établi 65 nouveaux partenariats commerciaux en 2020, axés sur les produits de base, les produits frais, les graines oléagineuses et les produits d'origine animale. Le rapport mentionne également les objectifs fixés pour le programme, notamment l'amélioration de l'accès à des aliments nutritifs pour 1 million de consommateurs de la base de la pyramide (BoP), le développement d'entreprises inclusives avec 5 000 micro, petites et moyennes entreprises (MPME), l'amélioration des moyens de subsistance de 750 000 personnes. les petits exploitants agricoles et la mise à l’échelle de plus de 60 partenariats public-privé en Afrique subsaharienne. L'impact de la COVID-19 sur les activités du programme et les défis auxquels sont confrontés les champions du monde des affaires sont discutés. Il mentionne la manière dont les restrictions affectent les interactions commerciales, les chaînes d’approvisionnement et la gouvernance. Le matériel fournit également un exemple spécifique du secteur laitier au Mali, où les agriculteurs et les entreprises ont été confrontés à une demande réduite et à des limitations de transport. Mots-clés Petits exploitants agricoles, partenariats public-privé, COVID-19, agro-industrie
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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.
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    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.
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    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.
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    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.
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    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.
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    2SCALE Highlights Report 2022
    (2022)
    In 2022 the Russia-Ukraine war induced high inflation rates and food costs, leading to a major worldwide food crisis, with Africa being the hardest hit. Political instability and insecurity remained a challenge in Mali, Niger, Burkina Faso, Ethiopia, and Nigeria. The 2SCALE consortium strengthened their security policies and monitored the security situation in all countries continuously so that staff were not exposed to danger. However, the COVID-19 pandemic had less impact on our work in the field, as team members could travel easily. Due to this world reality, our business champions could not invest in both value chain up and down streams, smallholder farmers and base of pyramid. As program implementors, we had to be adaptive with regards to our PPPs management. In some cases, the inclusive business idea had to be readopted, in other cases the lead business champion was changed. These changes were made through a careful and well documented assessment led by the country teams and the program management team. Additional adoptive measures were taken in response to the post conflict situations in South Sudan. Despite these challenges, the Program implementation was much more intensive than in previous years. As a result, noteworthy results were achieved. Targets set for 2022 were met for all Universal Impact Indicators (UIIs). Even one of the pilot countries, South Sudan, was able to register results in terms of these indicators. Because of the high prices of essential agricultural inputs, such as fertilizer, business champions could not take out significant loans as expected. Despite the difficulties, most of them remained committed to their business ideas. Others sought new partners to invest in their public-private partnerships (PPPs). It is worth noting that the new reality of doing business has also led to a high demand for quality locally processed products. Thanks to the PPPs maturation, the relationship between the business champions and smallholder farmers was enhanced. As a result of this, business champions were able to meet their consumers’ demand due to a consistent supply of good quality raw materials in quantity. Most of our business actors observed an increase in their turnover. This reveals how the 2SCALE approach effectively contributed to strengthening local agribusiness value chains and actors for sustainable food security in Africa. As the program is getting close to meeting all the targets in terms of Universal impact indicators, the team is encouraged to consolidate the impacts and to harvest the stories behind the numbers. The stories will provide insights on the 2SCALE approach’s impact on the agribusiness actors we engage with. The collection of these stories will be a major focus in 2023 and 2024 as an integral part of our internal evaluation and the upcoming Impact Assessment Study of the program. The program developed a rich and diversified portfolios of PPPs in different value chains initiated by Business Champions that have different size. The program considers the PPPs as a means to the end (achieving impacts under the 8 UIIs) and hence having these diversified PPPs will help in achieving the different target as different product groups and different size of business champions offer different opportunities. For Example, we have learned that PPPs in the animal-based product groups contribute significantly (53%) for the target in relation to improving the BoP consumers access to food. While the staples are by far the most important product groups for SHFs empowerment and promoting Eco -Efficient production practices. While the analysis of the result (as at the end of 2022)against the size of the business championed had revealed that PPPs led by large (in size) business champions are more suitable to contribute for BoP target, non-farm employment creation and MSME empowerment. However, PPPs lead by Medium and Small sized Business champions are best suited for empowering SHFs. As an integral part of our activities consolidation and strengthening, 2SCALE seeks synergy with existing initiatives at national, regional and international level. For this purpose country teams were encouraged to engage with stakeholders for the strengthening and sustainability of program activities in the various countries. Collaboration with CARE was intensified, thanks to the country-focused Memorandums of Understanding (MoUs) that were signed in Mali, Niger, Burkina Faso, and Ethiopia. A USAID buy in program was secured to strengthen soil fertility related activities within 2SCALE PPPs in Niger. The program also collaborated with institutions such as the African Development Bank (AfDB) to support business champions with access to finance. In 2023 and 2024, we expect to get more results of these partnerships. 2SCALE reached its 10-year anniversary in 2022. This was celebrated with a large event took place in Nairobi, with a focus on the anglophone countries. At the same time, six focus countries organized replication events at the national level. To promote the 2SCALE brand, colleagues attended numerous international conferences and events in Europe and Africa related to inclusive agribusiness. The program also launched and implemented its very first Global Youth Mentorship Program, which helped empower young colleagues. A second cohort will be launched and implemented in 2023. Given the financial constraints, a full team retreat was not possible, but country team reflection days took place with at least one PMT member participating.
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    2SCALE: Year Four Narrative Progress Overview
    (2023) IFDC
    In 2022 the Russia-Ukraine war-induced high inflation rates and food costs, leading to a major worldwide food crisis, with Africa being the hardest hit. Political instability and insecurity remained challenging in Mali, Niger, Burkina Faso, Ethiopia, and Nigeria. The 2SCALE consortium strengthened its security policies and continuously monitored the security situation in all countries so that staff were not exposed to danger. However, the COVID-19 pandemic had less impact on our work in the field, as team members could travel easily. Due to this, our business champions could not invest in both value chain up and down streams, smallholder farmers and the base of pyramid. As program implementors, we had to be adaptive about our PPPs management. In some cases, the inclusive business idea had to be readopted; in other cases, the lead business champion was changed. These changes were made through a careful and well-documented assessment led by the country and program management teams. Additional adaptive measures were taken in response to the post-conflict situations in South Sudan. Despite these challenges, the Program implementation was much more intensive than in previous years. As a result, noteworthy results were achieved. Targets set for 2022 were met for all Universal Impact Indicators (UIIs). Even one of the pilot countries, South Sudan, could register results regarding these indicators. Because of the high prices of essential agricultural inputs, such as fertilizer, business champions could not take out significant loans as expected. Despite the difficulties, most of them remained committed to their business ideas. Others sought new partners to invest in their public-private partnerships (PPPs). It is worth noting that the new reality of doing business has also led to high demand for quality locally processed products. The relationship between the business champions and smallholder farmers was enhanced thanks to the PPP's maturation. As a result, business champions could meet their consumers' demands due to a consistent supply of good quality raw materials in quantity. Most of our business actors observed an increase in their turnover. This reveals how the 2SCALE approach effectively strengthened local agribusiness value chains and actors for sustainable food security in Africa. As the program is getting close to meeting all the targets in terms of Universal impact indicators, the team is encouraged to consolidate the impacts and harvest the stories behind the numbers. The stories will provide insights into the 2SCALE approach's impact on the agribusiness actors we engage with. The collection of these stories will be a major focus in 2023 and 2024 as an integral part of our internal evaluation and the upcoming Impact Assessment Study of the program. The program developed a rich and diversified portfolio of PPPs in different value chains initiated by Business Champions of different sizes. The program considers the PPPs as a means to the end (achieving impacts under the 8 UIIs), and hence having these diversified PPPs will help achieve the different targets as different product groups and sizes of business champions offer different opportunities. For Example, we have learned that PPPs in the animal-based product groups contribute significantly (53%) to the target of improving the BoP consumers' access to food. While the staples are by far the most important product groups for SHFs empowerment and promoting Eco-Efficient production practices. While the analysis of the result (as of the end of 2022)against the size of the business championed revealed that PPPs led by large (in size) business champions are more suitable to contribute to BoP target, non-farm employment creation and MSME empowerment. However, PPPs led by Medium and Small sized Business champions are best suited for empowering SHFs. As an integral part of our activities consolidation and strengthening, 2SCALE seeks synergy with existing national, regional and international initiatives. For this purpose, country teams were encouraged to engage with stakeholders to strengthen and sustain program activities in various countries. Collaboration with CARE was intensified, thanks to the country-focused Memorandums of Understanding (MoUs) signed in Mali, Niger, Burkina Faso, and Ethiopia. A USAID buy-in program was secured to strengthen soil fertility-related activities within 2 SCALE PPPs in Niger. The program also collaborated with institutions such as the African Development Bank (AfDB) to support business champions with access to finance. In 2023 and 2024, we expect to get more results from these partnerships. 2SCALE reached its 10th anniversary in 2022. This was celebrated with a large event that took place in Nairobi, with a focus on the Anglophone countries. At the same time, six focus countries organized replication events at the national level. To promote the 2SCALE brand, colleagues attended numerous international conferences and events in Europe and Africa related to inclusive agribusiness.This year also registered a few human resources challenges. With the uncertainty of a program extension or award of a new phase, many contracts were terminated at the end of 2022. Some colleagues decided to leave even before that. At the leadership level, the program was managed by Addis Teshome, Deputy Program Director, during the medical and parental leave of Marina Diboma, Program Director. The combination of both roles in one person was quite challenging. Nevertheless, with the support of the Supervisory Board Chair, Henk van Duijn, and the Program Management Team (PMT), program implementation continued without problem. Continuous engagement with our focal person, Jeroen Rijniers, led to the approval of a top-up budget, allowing program work to be consolidated sustainably. On a positive note, the program launched and implemented its very first Global Youth Mentorship Program, which helped empower young colleagues. A second cohort will be launched and implemented in 2023. Given the financial constraints, a full team retreat was impossible, but country team reflection days took place with at least one PMT member participating.
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    A Dairy Processor Expansion Ambitions Set in Motion Dairy Development in Kenya
    (2017) David Njenga
    This material presents an overview of the 2SCALE intervention in the dairy sector in Kenya. The dairy sector in Kenya is characterized by a high level of organization and interdependence between stakeholders in the value chain, with significant competition among dairy processing and retailing companies. Eldoville Dairies, a family-owned milk processing enterprise, sought support from 2SCALE to expand its operations and improve the quality and quantity of milk processed. The intervention focused on three interlinked chains: forage seed, fodder, and dairy processing. In the forage seed chain, partnerships were formed with seed companies and research organizations to improve the availability and quality of forage seed. The fodder chain intervention involved collaboration with animal feed producers and focused on training farmers in improved feeding and fodder conservation practices. The dairy processing chain aimed to enhance milk production and quality through training programs and the introduction of milk cooling technologies. The interventions improved forage seed availability, increased fodder production, and improved milk productivity and quality. Overall, the 2SCALE intervention demonstrated the importance of value chain collaboration and strategic activities to address dairy sector bottlenecks and improve production and processing efficiency.
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    Accelerating Farm Incomes (AFI): Building Sustainable Soil Health, Markets and Productivity in Telangana State, India
    (2024) IFDC
    International Fertilizer Development Center (IFDC) initiated the "Accelerating Farm Incomes (AFI)" project in Telangana State, India, to enhance agricultural productivity, market access, and soil health. Spanning from October 2019 to February 2024 due to COVID-19 delays, the project focused on technology dissemination, capacity building, and micro-enterprise development. Challenges during the initial phase, including registration issues, staff recruitment difficulties, and pandemic restrictions, led to substantial implementation delays. A revised approach in the third year introduced village-level agri-entrepreneurs, known as AFI Champions, and collaborations with Farmer Producer Organizations (FPOs) for sustainable agricultural practices and market linkages. Despite initial setbacks, the project achieved significant outcomes, including the creation of 667 AFI Champions and increased farmer incomes through improved agricultural practices and market access.
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    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.
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    Access to Funding -A Mechanism For Supply Mobilization and Access to the Market
    (2019-02) IFDC
    This publication is the result of the project Communal Approach to the Agricultural Market in Benin (ACMA), financed by the Embassy of the Netherlands and implemented by a consortium of five institutions - International Fertilizer Development Center (IFDC - Lead Partner), the Royal Tropical Institute (KIT), CARE International, Sahel Capital Partners Advisory Ltd, and Benin Consulting Group International (BeCG). It was developed (from November 2013 to 31 December 2017) in three Nigerian border departments with high agricultural potential - Oueme, Plateau, and Zou through seven value chains (VC) initially: palm oil, maize, gari, chili, and fish, then peanuts and soya. The overall objective of the ACMA program is “the improvement of food security and the increase of agricultural incomes of the direct actors.”
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    Acknowledgement of the Unrecognized Spice and Herbs Sector by Empowering Women
    (2021) IFDC
    This case study explores the partnership between Damascene Essential Oils Processing PLC and 2SCALE in Ethiopia, focusing on empowering women in the spice and herb sector. The partnership aims to increase women's engagement in the industry by mobilizing them into cooperatives and providing training and resources to enhance their productivity and market access. The study highlights women's gender-based constraints in the sector, including limited control over income, lack of access to extension programs, and restricted access to production resources. Through the partnership, women farmers have gained access to quality seeds, training in improved agricultural practices, and support in decision-making processes. As a result, women have experienced increased productivity, improved household income, and greater participation in managing their farms. The study also emphasizes the role of youth employment in the partnership, with over 50 employment opportunities created, including 15 for women. Overall, the partnership has demonstrated the potential for women's economic empowerment and job creation for youth, contributing to poverty alleviation and food security in Ethiopia's spice and herb sector.
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    AIP Final Narrative Project Report
    (2023-02-09)
    The eight-month Interactive Radio Program to Support the Dissemination of AIP in Ghana and Nigeria was carried out by Farm Radio International in collaboration with IFDC/CORAF with the goal of enhancing and deepening the adoption of AIPs by farmers in Ghana and Nigeria. This report offers comprehensive details on the actions carried out to accomplish project goals and outcomes over the reporting period, which runs from June to November 2022. Radio station selection, formative research, baseline research, program design workshop, in-station training, quality assurance (field monitoring and review meetings with radio stations), digital innovation setup (Uliza Polls and Log), radio station assessment, training, and equipment provision were among the major actions carried out in pursuit of the project's objectives and results. The study also includes challenges and lessons learned, as well as success stories of project beneficiaries.
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    Analyzing Power Dynamics and Scaling Potential of the Proposed Ghana Fertilizer Platform
    (2021) Diene, P.P.; Laamari Abdelali; William Adzawla; Y. Iddrisu; Williams K. Atakora
    Achieving food security remains a critical goal for Ghana, prompting the implementation of various interventions such as subsidized fertilizer use to support agricultural productivity. Central to these efforts is the establishment of the Ghana Fertilizer Platform (GFP), catalyzed by the Ministry of Food and Agriculture (MoFA) with support from IFDC's Fertilizer Research and Responsible Implementation (FERARI) program. This study, based on empirical evidence gathered from stakeholder interviews, examines power dynamics and scaling potential within the GFP. Findings reveal that while stakeholders express confidence in technological advancements, awareness, and governance structures, challenges persist in areas such as finance and collaborative efforts. Addressing these issues is pivotal for enhancing the platform's effectiveness and sustainability.
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    Approche Communale pour le Marche Agricole au Benin
    (2019-02) IFDC
    Cette publication est le resultat du projet Approche Communale pour le Marche Agricole au Benin (ACMA) finance par l’Ambassade des Pays-Bas et mis en œuvre par un consortium de cinq institutions - Centre International pour le Developpement des Fertilisants (IFDC - Chef de file), l’Institut Royal des Tropiques (KIT), CARE International, Sahel Capital Partners Advisory Ltd, et Benin Consulting Group International (BeCG). Il a ete deploye (de novembre 2013 au 31 decembre 2017) dans trois departements frontaliers du Nigeria avec un fort potentiel agricole - l’Oueme, le Plateau et le Zou - à travers sept chaînes de valeur (CV) dans un premier temps : huile de palme, mais, gari, piment et poisson, puis arachide et soja. L’objectif global du programme ACMA est “l’amelioration de la securite alimentaire et l’augmentation des revenus agricoles des acteurs directs”.
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    Approche Communale pour le Marche Agricole-Phase 1
    (2021-05) IFDC
    L'accès aux marchés constitue un défi majeur pour augmenter les revenus agricoles. L'amélioration des revenus des acteurs agricoles dépend largement de la facilité d'accès au marché. Pour relever ce défi, il est nécessaire d'adopter une approche holistique qui intègre l'accès au crédit, la consolidation de l'approvisionnement de qualité pour les ventes collectives et l'inclusion de tous les acteurs. Le warrantage permet la mobilisation d'un approvisionnement substantiel et de qualité, ainsi que l'accès au crédit. L'expérience du programme ACMA2 a connu un succès en termes de consolidation de volumes importants de produits et d'établissement de crédits pour les acteurs. Ils ont pu stocker leurs produits et obtenir régulièrement des prêts après les avoir déposés. Le warrantage peut favoriser l'inclusion des femmes et des jeunes dans l'accès au marché. Les données annuelles des campagnes de warrantage ont montré une augmentation significative du nombre de femmes et de jeunes participant au système. Cela démontre que lorsque l'inclusion de tous les acteurs est un objectif poursuivi, il est possible de les inclure dans le développement des chaînes de valeur agricoles. Le warrantage améliore les revenus agricoles des acteurs. Dans l'ensemble, les bilans ont montré que les acteurs réalisent des marges positives à la fin des campagnes de warrantage. Cela indique que le warrantage peut être un instrument facilitateur pour l'accès à des marchés lucratifs et l'amélioration des revenus. La transparence dans la gestion des campagnes de warrantage est essentielle pour la durabilité du système. L'utilisation d'outils de gestion et d'une gestion professionnelle des campagnes est restée un défi dans l'expérience du programme ACMA2. Par conséquent, le renforcement des capacités des organisations de producteurs et le soutien technique demeurent importants pour renforcer le mécanisme et promouvoir sa scalabilité.
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    Assessment of the Vegetable Sector in Nigeria
    (2023)
    The vegetable sector in Nigeria is experiencing rapid development, holding significant implications for small-scale farmers, entrepreneurs, businesses, and consumers. The HortiNigeria program, funded by the Embassy of the Kingdom of the Netherlands, aims to foster a sustainable and inclusive horticulture sector in Nigeria. This document presents the results of a performance assessment conducted in Oyo and Ogun states in April 2023. The assessment employs an integrated sector and food system framework to understand challenges and opportunities. Key stakeholders, including government bodies, producers, private sector, and research institutions, participate in surveys and focus group discussions. The results inform the identification of challenges, ambitions, and strategic actions to drive sector transformation.
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    Ateliers de Validation des Statistiques Engrais 2021par les Groupes de Travail Techniques sur les Engrais (GTTE) Bénin, Burkina Faso, Côte d’Ivoire, Mali, Sénégal,Togo
    (2022-10)
    L'Association ouest-africaine des engrais (WAFA) et le Centre international de développement des engrais (IFDC) travaillent ensemble depuis quatre (4) ans à travers AfricaFertilizer.Org et le projet EnGRAIS (Enhancing Growth through Regional Agricultural Input Systems). Ensemble, ils ont organisé des ateliers annuels pour valider les statistiques nationales sur les engrais par les groupes de travail techniques sur les engrais (FTWG) pour au moins six (6) pays d'Afrique de l'Ouest (Burkina Faso, Côte d'Ivoire, Ghana, Mali, Nigeria et Sénégal). Afin d'obtenir une image plus précise de la consommation d'engrais dans la sous-région, cette méthode a été étendue en 2021 pour inclure trois pays supplémentaires : le Bénin, le Niger et le Togo. Ces pays ont connu de fortes augmentations des volumes de consommation d’engrais ces dernières années. Les statistiques d'engrais pour l'année 2021 ont été validées entre février et mai 2022 pour quatre (4) pays : le Burkina Faso, la Côte d'Ivoire, le Mali et le Sénégal. Cette année, une première série d'ateliers nationaux d'une journée a été organisée, couvrant ces pays. Suite à cette première étape, un atelier conjoint d'une journée et demie entre le Togo et le Bénin a été organisé en juillet à Lomé, au Togo, en accord avec les partenaires clés, dans le but de valider les statistiques d'engrais de ces deux pays (2 ) des pays. Un des membres de WAFA dans chacun des pays concernés a dirigé et parrainé ces ateliers, tandis que les associations nationales, le cas échéant, ont joué un rôle important. Les données sur les engrais vérifiées par les GTE du Bénin, du Burkina Faso, de la Côte d'Ivoire, du Mali, du Sénégal et du Togo sont compilées dans ce rapport. Avec l'aide de représentants d'institutions gouvernementales et de l'industrie privée des engrais, l'objectif principal de ces ateliers est de confirmer les données statistiques nationales sur les engrais et de recueillir des suggestions pour améliorer les statistiques sur les engrais. Les objectifs particuliers sont les suivants : • Examiner, traiter et valider des données statistiques complètes pour 2021 sur la production d'engrais, les importations, les exportations et la consommation apparente et réelle pour chacun des pays cibles. • Afficher des données validées et élucider les tendances. • Comparez la consommation apparente et réelle, si disponible. • Déterminer les limites et les défis associés au processus de validation. • Fournir des suggestions pour améliorer le processus de validation. Voici les résultats attendus : • Les données statistiques sur les engrais seront examinées et vérifiées. • Les tendances et les variations des quantités d'engrais seront élucidées. • Des suggestions pour améliorer les statistiques sur les engrais seront élaborées et vérifiées.