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- 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.
- Item2019 Fertilizer Statistics Validation Workshops Fertilizer Technical Working Groups (FTWG)(2020-10)The aim of a pre-validation 2019 national workshop was to compile and validate the 2019 fertilizer statistics, analyse and inform participants actions taken by WAFA and enhance networking among stakeholders. At the end of the workshop, participants were expected to prepare statistical tables on fertilizer imports, exports, consumption and production to be presented at the regional al FTWG workshop for validation. The workshop covered four countries; Burkina Faso, Cote d’Ivoire, Mali and Senegal. Each workshop was attended by ten delegates, five from the public sector and five from the private sector. A total of 98 people took part in the workshop. The meetings were conducted from 9-5 and the data used for validation were fertilizer production capacity, fertilizer exports and imports and fertilizer use by crops. The validation method was drawn from a prototype used since 2012 by AFO, FAOSTAT AND Country STAT. The results indicated an increase in consumption in Côte d'Ivoire and Senegal by 66% and 5% respectively. Mali and Burkina Faso had decreases of 13% and 38% respectively. Challenges experienced during the validation includes access to data, difficulty in estimating volumes of fertilizer imported and exported and lack of regulatory framework. Important recommendations were to create collaborations between private sectors and WAFA, studies to be conducted on consumption by product and crop, continuous meetings and creating public private partnerships platform for every country.
- Item2SCALE Faits Saillants 2020(2020) IFDC2SCALE 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.
- Item2SCALE Highlights 2019(2019) IFDC2SCALE 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.
- Item2SCALE: Year Four Narrative Progress Overview(2023) IFDCIn 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.
- ItemA Dairy Processor Expansion Ambitions Set in Motion Dairy Development in Kenya(2017) David NjengaThis material presents an overview of the 2SCALE intervention in the dairy sector in Kenya. The dairy sector in Kenya is characterized by a high level of organization and interdependence between stakeholders in the value chain, with significant competition among dairy processing and retailing companies. Eldoville Dairies, a family-owned milk processing enterprise, sought support from 2SCALE to expand its operations and improve the quality and quantity of milk processed. The intervention focused on three interlinked chains: forage seed, fodder, and dairy processing. In the forage seed chain, partnerships were formed with seed companies and research organizations to improve the availability and quality of forage seed. The fodder chain intervention involved collaboration with animal feed producers and focused on training farmers in improved feeding and fodder conservation practices. The dairy processing chain aimed to enhance milk production and quality through training programs and the introduction of milk cooling technologies. The interventions improved forage seed availability, increased fodder production, and improved milk productivity and quality. Overall, the 2SCALE intervention demonstrated the importance of value chain collaboration and strategic activities to address dairy sector bottlenecks and improve production and processing efficiency.
- ItemAccelerating Farm Incomes (AFI): Building Sustainable Soil Health, Markets and Productivity in Telangana State, India(2024) IFDCInternational 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.
- ItemAccess to Finance in Agribusiness Partnerships: Insights from 2SCALE(2018) Arno Maatman; N. van Dijk; Kirimi Peter; D. Magaja; G. AgaiAccess to finance (A2F) is essential for the growth and development of agribusinesses, including farms and small companies. It enables farmers and entrepreneurs to expand their operations, escape the cycle of low input and output, and improve the efficiency of agricultural value chains. However, despite the benefits, rural areas in developing countries face challenges in accessing formal financial services, with a low percentage of adults borrowing from financial institutions or having bank accounts. This paper explores the importance of A2F in agricultural value chains and highlights the need for financial inclusion to create a multiplier effect. It emphasizes the role of financial literacy in empowering households and making informed financial decisions. The reluctance of financial institutions to serve farmers is discussed, along with the challenges they face, such as a lack of understanding of the agriculture sector, high transaction costs, and limited collateral options. The paper also addresses smallholder farmers' and agribusiness SMEs' specific financial needs, considering their unique circumstances and investment cycles. It explores the importance of tailored financial products and delivery channels that align with the seasonality and dynamics of the agriculture sector. Furthermore, the paper examines the role of financial literacy in improving the capacity of farmers and enterprises to manage their finances effectively. It highlights the paradox of informal lending, which is often the default option for smallholders but comes with its limitations and costs. The paper concludes with recommendations and lessons learned to enhance A2F interventions, including bridging the financial gap between required investments and available income, reducing the perceived riskiness of rural/agricultural financing, and addressing challenges related to transaction costs, financial literacy, and government policies. It emphasizes the need for collaboration between financial institutions, farmers, and agribusinesses to develop tailored financial products and services that meet the specific needs of the agriculture sector.
- ItemAccess to Funding -A Mechanism For Supply Mobilization and Access to the Market(2019-02) IFDCThis 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.”
- ItemAcknowledgement of the Unrecognized Spice and Herbs Sector by Empowering Women(2021) IFDCThis 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.
- ItemAIP 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.
- ItemAnalysing Power Dynamics and Scaling Potential of the Proposed Ghana Fertilizer Platform(2021) Diene, P.P. ; Bindraban, Prem S.; Laamari Abdelali; William Adzawla; Y. Iddrisu; Williams K. AtakoraThe fertilizer sector plays a major role in crop production. The organization and structuring of the sector is vital to sustaining food systems and shrinking the level of food insecurity. To tackle challenges in the fertilizer value chain, the Government of Ghana aims to establish a Fertilizer Platform Ghana (FPG). This study was conducted to anticipate potential issues arising from power relations and dominance, which will be critical for the sustainability and effectiveness of the platform at scale. Data from 20 key stakeholders were gathered through interviews. Scaling analysis and stakeholder power analysis were done to generate insights from these data. The scaling analysis was used to determine the scaling potential of the FPG and the fertilizer value chain, while the stakeholder power analysis helped identify stakeholders' decision-making power and its basis. The findings revealed that the platform is scalable, but its efficiency and sustainability could be constrained by insecure funding, data credibility, value chain disorganization, lack of collaboration, and leadership. Scaling the fertilizer value chain through the FPG will highly depend on the platform's fit in the local context, private sector critical stakeholders' adoption rate, knowledge institutions' contribution to building a science-based platform, and support from the public sector and its agencies. The pace of development of the fertilizer sector is under command of the public sector, mainly due to its high influence over data and information sources and its total control of the subsidy program, which drives the fertilizer market.The study concluded that the fertilizer value chain could be scaled through the FPG by taking the pathway of a public-private partnership, empowering less powerful actors, and creating a level playing field for all stakeholders within the platform to ensure representativeness and catalyze the development of the fertilizer sector
- ItemApproche Communale pour le Marche Agricole au Benin(2019-02) IFDCCette 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”.
- ItemApproche Communale pour le Marche Agricole-Phase 1(2021-05) IFDCL'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.
- ItemAssessment 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.
- ItemAteliers de Validation des Statistiques Engrais 2021par les Groupes de Travail Techniques sur les Engrais (GTTE)(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.
- ItemBaseline Study on Fertilizer Use and Food Nutrition Security in the Sudan Savannah, Guinea Savannah, and Trasitional Zones of Ghana(2021) William Adzawla ; Isaac N. Kissiedu; Edward Martey; Prince M. Etwire; Williams K. Atakora; Amadou Gouzaye; Bindraban, Prem S.Smallholder farmers play a significant role in ensuring the food security of China. With current productivity shortfalls, improving crop yields is a major concern to many agricultural stakeholders. The challenges to productivity improvement may be enormous, as it requires an integrated approach. However, declining soil fertility remains a key issue. The Government of Ghana (GoG) over the years has rolled out various fertilizer subsidy programs to enhance the use of inorganic and organic fertilizers. Yet according to the tenet of the FERARI program, the widespread adoption of appropriate fertilizers requires a transformation of the fertilizer sector and food systems that must be driven by evidence-based agro-technical perspectives. Therefore, baseline information on farming in the Transitional and Guinea Savannah zones of Ghana was collected from 1,450 farmers. Objectively, this report provides information on the farmers and farm characteristics, fertilizer use and crop responses, food security, and poverty in the study regions. The study established that access to institutional inputs, such as credit and extension services, was low among the farmers. Most of the farmers cultivated no more than 2 hectares (ha) of land area, with more area allocated to maize than to rice and soybean. There was low adoption of integrated agronomic practices by the farmers, which may have implications for their farm yields. Contrary to the subsistence connotation with smallholders, many farmers in this study cultivating maize, rice, and soybean sell their produce rather than using it directly for home consumption. However, concems over market and prices remain crucial for the commercialization of agriculture. About 80% of the farmers used at least one type of fertilizer during the 2019 production season. The main fertilizers used by the farmers were NPK 15-15-15, urea, and ammonium sulfate (AS). NKP 15-20-20+0.7Zn was also used by about one-fifth of the farmers and was promoted under the GoG's flagship Planting for Food and Jobs (PFJ) program. A lack of funds, coupled with low credit access, was the major challenge to fertilizer use by the farmers. The intensity of fertilizer use was influenced by several factors, particularly extension access, credit access, Poverty Probability Index (PPI), labor, perception of soil fertility, and region. Farmers indicated their desire for fertilizer and other production-related information through information and communication technology (ICT), such as SMS, social media (WhatsApp), and direct phone calls. • The Household Dietary Diversity Score (HDDS) was an average of 7.6 in a range of 1-12, which represents moderate dietary diversity for the majority of the farmers. Dietary diversity highest in Inner East Region and lower in North East Region According the which represents moderate dietary diversity for the majority of the farmers. Dietary diversity was highest in Upper East Region and lowest in North East Region. According to the Household Food Insecurity Access Scale (HFIAS) index, about 18% of the farming households were severely or moderately food insecure. To cope with food insecurity, farmers relied on lower quality foods or less preferred foods. The use of fertilizer led to positive impacts on maize, rice, and soybean yields. Although there were lower fertilizer application rates than recommended and regional disparities in the impacts of fertilizer on yields, it was generally observed that there were differences in yield for NPK combined with S and NPK combined with Zn. However, there is the need to further evaluate these yield difference under a controlled trial, in which the application rate of both fertilizer formulations can be better studied. • Overall, yield increase due to fertilizer use was low at only around 5-10 kilograms (kg) of maize grain per kilogram of N applied, compared to 40 kg of grain per kilogram of N applied in developed nations. Similar low responses hold for other nutrients, suggesting other factors depress yield more heavily than fertilizer use. . Although farmers who use fertilizers indicate their importance for increasing yield, no difference in HFIAS was observed between farmers that used fertilizers and those that did not. There was no significant difference in yield between farmers who purchased fertilizers at subsidized prices and those who purchased at commercial prices, Farmers who broadcast fertilizer had lower yields for all crops than those who did not. Also, farmers who indicated applying the recommended fertilizer type at the right time has higher yields than those who did not. Maize farmers who applied fertilizer at the recommended rate had higher yields than those who did not, which was not the case for rice and soybean farmers. The average annual income of the sampled farmers was GHS 6,597 compared with an average household food expenditure of GHS 6,915. The major source of income for many households was farm income. Therefore, improving the farm returns of the farmers would mean that their standard of living would be improved. The results provide a set of indicators for monitoring under the FERARI program. These include farm productivity (crop area, crop yields, and farm income), farm output handling (access to market, sales, and consumption volumes), production factors (fertilizers, improved seeds, labor use and labor productivity, and integrated agricultural practices), food security and poverty (HFIAS, HDDS, and poverty levels), and information and support (access to extension services, credit, and subsidized inputs [particularly fertilizer].
- ItemBusiness as Unsual the 2SCALE Project: Highlights 2014(2014) IFDCThe 2SCALE project is a five-year initiative focused on fostering partnerships in the agribusiness sector. By connecting small-scale farmers, entrepreneurs, and various stakeholders, the project aims to create networks that provide market opportunities, technologies, training, business support, credit, and insurance, ultimately facilitating profitable and sustainable agribusiness ventures. This publication highlights the project's impacts, including the involvement of over 1,600 companies engaged with 2SCALE farmers, the improvement in crop yields, income, and nutrition for more than 265,000 smallholder farmers, and the testing of innovative food products and marketing tools for low-income families. With funding from the Netherlands Ministry of Foreign Affairs, 2SCALE operates in 12 countries across sub-Saharan Africa, focusing on improving rural livelihoods, food security, and nutrition. Implemented by a consortium consisting of the International Fertilizer Development Center (IFDC), Base of the Pyramid Innovation Center (BoPInc.), and the International Centre for development-oriented Research in Agriculture (ICRA), the project utilizes a market-driven approach and public-private partnerships to overcome barriers to market participation and empower small-scale farmers and entrepreneurs. Through its strategic focus on staple crops, fresh produce, oilseeds, and animal products, 2SCALE ensures the scalability and adaptability of its solutions across different countries. The project's success lies in the co-investment model, where private sector actors contribute two-thirds of the total budget, fostering sustainability and independence from project support. The publication also showcases examples of successful partnerships established by 2SCALE, such as collaborations with Heineken, Nigerian Breweries, and Psaltry International, which have facilitated market access, improved production techniques, and increased profitability for cassava and other agricultural commodities. Overall, the 2SCALE project demonstrates the transformative potential of public-private partnerships in driving inclusive and profitable agribusiness development, contributing to rural development, and addressing food and nutrition security challenges in Africa.