aaa-bridge project overview

AAAAccelerating Agribusiness in Africa

Project Summary

t Cover photo: Small-scale cassava processing (Niger).u Practical training on fodder production (Burkina Faso).

n Photo credits for this report include Adodo Abalo, Mathias Ahounou, Patrice Annequin, Edward Baars, Stéphane Bayala, Denis Gnakpenou, Kobi Ikpo, Edi Kpogan, Aïssatou Nobre, Udo Rüdiger, Pius Sanyare, Mahamane El Haji Touré, Raphaël Vogelsperger and Hadiza Yaro.

Table of ContentsIntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Component 1: Integration of Medium/Large-Scale Private Agro-Food Sector in West and

East Africa in Agribusiness Cluster Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Component 2: Continuation of Agribusiness Cluster Development in West Africa . . . . . . . . . . 25

Component 3: Lay Foundation for Agribusiness Cluster Development in East and Southern Africa . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87

Component 4: Supportive Activities for Agribusiness Cluster Development . . . . . . . . . . . . . . . 100

Component 5: Review and Establishment of Partnerships for Implementation of the 2SCALE Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 138

Component 6: Development of Detailed 2SCALE Proposal for2012-2016 . . . . . . . . . . . . . . . . . . 146

Annex 1. Classification of Agribusiness Clusters by Performance . . . . . . . . . . . . . . . . . . . . . . . . . . 151

Annex 2. Examples of Cluster ‘Short Stories’ from Nigeria and Mali . . . . . . . . . . . . . . . . . . . . . . . . 155

Annex 3. Acronyms & Abbreviations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 161

AAA Project Summary

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The information in this document was prepared in 2011.

p Fulani cows grazing in Kwara state (Nigeria).t Farmerpresentingaweeklyagendaofafarmers’fieldschoolatDoïla(Mali).

Introduction Since 2006 IFDC and numerous West African organizations, both public and private, have been engaged in partnership to develop agribusiness opportunities in West Africa using the Competitive Agricultural Systems and Enterprises (CASE) approach. This effort, funded by the Netherlands Directorate-General for International Cooperation (DGIS) through the Strategic Alliance for Agricultural Development in Africa (SAADA) and titled ‘From Thousands to Millions’ (1000s+), resulted in 218 clusters of farmers, agro-dealers, processors, traders and others working to develop sustainable and profitable commodity value chains. Over 600,000 farmers and thousands of small enterprises in seven West African countries have seen their incomes increase.

Key features of the approach used are:

u Creating a new dynamic of enthusiasm and ‘can-do’ business attitude among all actors through a participatory approach and direct involvement.

u Supporting clusters through local business development service providers to ensure the sustainability of the approach.

u Focusing on all actors needed for value chain development, not just farmers.

u Ensuring that all constraints, from production to marketing, are addressed.

u Extensive training involving over 140,000 key participants in the process.

Two other components of the SAADA grant focused on strategic activities using IFDC’s core competencies and on developing cross-cutting areas of work, such as natural resource management, gender and HIV/AIDS.

A 2010 external evaluation of SAADA found the 1000s+ project highly relevant, and its impact and efficiency good, considering the strong spin-off effects and the often difficult environment of West Africa. The evaluation recommended continuation of the project for another five-year period, preceded by a bridging phase of one year. The evaluation team also offered recommendations for ways to improve implementation and management, which were included in the bridging phase work plan.

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DGIS granted IFDC bridge funding to implement a one-year project entitled ‘Accelerating Agribusiness in Africa – Bridge’ (AAA-Bridge), from January 1, 2011 to December 31, 2011; a no-cost extension was subsequently approved until February 29, 2012.

AAA-Bridge’s goal was to improve rural livelihoods and food security in 15 countries in Africa, through the development of competitive rural agricultural systems and viable agro-enterprises, based on sustainable intensification of agricultural production and commodity chain development. The bridging phase has the following specific objectives:

u Create the foundation for opportunities to scale up the potential impact and number of smallholder producers linked to markets by partnering and buy-ins of medium/large-scale private sector parties in market development and service provision.

u Continue agribusiness cluster development activities in West Africa and implement an improved approach based upon lessons learned in 2006-2010 and recommendations from external evaluations.

u Lay the foundation for agribusiness cluster development in East and Southern Africa.

u Implement support activities to agribusiness cluster development.

u Assess and develop partnerships for the five-year project (2SCALE).

At the end of the AAA-Bridge project it was expected that:

u The CASE approach had been improved, deepened and broadened to better facilitate efforts to transform smallholder farming into a business.

u Farm-level productivity and profitability through cluster and support efforts continued to improve.

u Coverage had expanded to East and Southern Africa and the number of targeted countries had been doubled.

u Additional, innovative tools and technologies that have further potential to accelerate agribusiness in Africa have been developed and included in the activities.

u Impact leverage had been realized through further strengthening the collaboration with the private sector in the target countries.

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AAA Project Summary

p Peppers and tomatoes are essential ingredients to meals throughout West Africa, and important value chains were organized for these vegetables.

Component 1: Integration of Medium/Large-Scale Private Agro-Food Sector in West and East Africa in Agribusiness Cluster Development

In the AAA-Bridge project a distinction was made between IFDC’s two Africa divisions – North and West Africa Division (NWAFD) and East and Southern Africa Division (ESAFD). The former built on the SAADA program while the latter covered five new target countries.

Component 3 reads ‘Lay the foundation for agribusiness cluster development.’ For ESAFD where clusters were to be identified, Component 1 overlapped with Component 3. The only distinction was for the type (size) of private sector actors (small, medium and large) an agribusiness cluster entails.

In light of the above, Component 3 is also seen as more applicable to ESAFD in its description of activities and therefore overlaps are avoided in Component 1 for the ESAFD-explicit activities. Chapters on Component 1 and 3 should thus be read in a complementary way.

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As explained, no distinction is made for ESAFD between small-, medium- and large-scale processors, markets and their locations. In Component 1, Dutch companies identified and their prospective roles in 2SCALE are highlighted, while Component 3 gives a general overview.

Identify Market Opportunities and Needs of at Least Six Private Sector Partners

n Identify Needs of at Least Six Private Sector Partners for Smallholder-Based Agro-Food National and Regional Market Development

At the start of AAA-Bridge the project was able to interest different private sector firms in the project, confirmed by signed letters of intent. From the original list of partners the status by year-end 2011 met the original planned objectives:

u Two concrete pilots were defined and planned (Friesland Campina and East-West Seed)

u One to two new pilot opportunities are being pursued (Rijk Zwaan with multiple opportunities)

Additionally, during 2011 the Base of the Pyramid Innovation Center (BoP Inc.) and IFDC built relationships with a number of potential new partners to be engaged in the 2SCALE program:

u The Global Alliance for Improved Nutrition (GAIN) and the Amsterdam Initiative against Malnutrition (AIM) to link 2SCALE and its planned focus on ‘Serving BoP consumers’ focusing on improved nutrition.

u Scope Insight (www.scopeinsight.com)

p Friesian and Jersey cows are shown at Shonga farms in Kwara state (Nigeria).

Identify Demand-Driven Opportunities for Linking Farmers to Medium/Large-Scale Processors and Markets at Local, National and Regional Levels

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AAA Project Summary

u Soil and More

u DSM (also see product market opportunities in Kenya)

Over the last five years government of the Netherlands has placed a greater emphasis on sustainable development of the global agro-food system and in stimulating the Dutch private sector to contribute to this goal. In 2011 the Dutch Ministry of Economics, Agriculture and Innovation initiated the design of a new innovation strategy. This resulted in a focus on eight top sectors in which private sector companies in the Netherlands are strong and could further strengthen their positions. One of the top sectors is agro-food. The Dutch Ministry of Foreign Affairs also narrowed its focus to 15 partner countries, and four thematic areas, of which food security is one. In 2011 the Platform for Food Security was established, which is a think tank of experts of the private sector, knowledge institutes and civil society organizations. The director of the BoP Inc. is one of its members.

Both initiatives provide excellent platforms for creating awareness of the 2SCALE initiative and to invite companies to explore potential opportunities to link to smallholder agro-food clusters.

n Conduct Market Identification Scan

BoP Inc. developed a questionnaire that was used to analyze and identify market opportunities in the 2SCALE countries. This was instrumental in the identification of potential opportunities in local context and identification of potential linkages to private sector partners in local context.

For West Africa, the AAA-Bridge project’s strategy consisted of identifying opportunities to scale up existing clusters and build new ones in commodity chains that were already in the project’s portfolio. The market identification scan went hand-in-hand with the screening of national agro-industries interested in developing business partnerships with farmer groups. All industries were selected according to a set of criteria, including their capacity to offer new or bigger markets to smallholders farmers (for detail, see Component 2).

For ESAFD, market identification scans were captured under Activity 3.1.

n Review Value Chain Studies, Agribusiness Markets and Other Related Agribusiness Projects

See Activity 3.1.

n Identification of Product-Market Combinations in 15 Countries in East and West Africa

AAA-Bridge identified (through appraisals, interviews and field visits) product-market combinations for the creation of new agribusiness clusters or for the scaling-up of existing clusters under 2SCALE. Table 1 provides a detailed list of product-market combinations identified in all 15 target countries. Each market is linked to one or several agro-companies that showed a potential to drive the upgrade of the value chain and an interest in developing partnerships with farmers through agribusiness clusters. Most of these companies are sourcing commodities from farmers, but some of them are supplying agro-inputs and/or providing services.

p Pictured is a heating point for the collected milk (Nigeria).

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Table 1. Product-Market Combinations Identified Per Country

Value Chain Agro-Industry/Buyer

Benin

Vegetable seeds East-West Seed

Pineapple Promofruit/IRA

Maize SONAPRASOCIA

Rice SONAPRA

Groundnuts APTSONAPRAAntemana

Sesame APT

Palm nuts Industrie Béninoise des Corps Gras

Shea butter Industrie Béninoise des Corps GrasFludorAntemana

Cashew Afokantan Benin Cashew

Soybeans FludorSHB

Burkina Faso


Sorghum WFP - Purchase for Progress

Cowpea WFP - Purchase for Progress

Sesame Maxigrana

Maize SIMAOCTRAPANord international

Rice SIMAOCTRAPARKWSOPRIALSAPIN-B

Millet SODEPAL

Cashew SOTRIA-BAnatrans

Mangoes DAFANI

Onions Burkina Primeur

Potatoes Burkina Fresh

Green beans Burkina Fresh

Aromatic plants (lemon grass, mint)

Phytofla

Ethiopia

Chick peas Pepsi Cola-WFP-USAIDWFP - Purchase for Progress

Sesame Selet Hulling

Green grams Selet Hulling


Soybeans WFP - Purchase for Progress

Ghana

Soybeans PromasidorGhana Nuts IndustriesHordsValue AdditionYedent Agro Foods IndustriesUpper West Agro IndustriesVester Oils MillsGolden WebBosbel Oil Mills


Cassava Lee House EnterpriseHords

Maize Yedent Agro Foods IndustriesUpper West Agro IndustriesVester Oils MillsLee House EnterpriseHords

Citrus FruitilandPinora

Groundnuts Ghana Nuts Industries Ltd.Value Addition Ltd.Yedent Agro FoodsVester Oils MillsGolden Web Oilseed Processing & RefiningBosbel Oil Mills

Rice CenPRO Agro Industries

Pineapple Pinora

Shea nuts Golden WebBosbel Oil Mills

Dairy Emadom

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AAA Project Summary

Kenya

Pigeon peas Export Trading CompanyEquator (K) LtdWFP - Purchase for Progress

Cassava DADTCO

Sesame Food Industry Development East AfricaEquator (K) Ltd

Irish potatoes Midlands (K) Ltd

VegetablesVegetable seeds

Midlands (K) LtdEquator (K) LtdRijk ZwaanEast-West Seed

Sorghum East-African Breweries LtdNile Breweries Uganda

Finger millet Unga Mills (K) LtdCapwell (K) Ltd

Dairy (milk fortification)

DSM

Paddy and upland rice

Capwell (K) Ltd

Soybean PromasidorWFP - Purchase for Progress

Mali


Millet WFP - Purchase for ProgressCOGETRAMEMTMinoterie de KaranganaDanaya Céréales

Maize Danaya CéréalesATA IndustrieGMMCOGETRAMEMTMinoterie de Karangana

Sorghum EMTMinoterie de KaranganaCOGETRAMDanaya Céréales

Sesame HAWYTDanaya CéréalesATA Industrie

Mangoes PLAZASociété Fruitière de BougouniFruitière du LotioKeneyiridenCoopérative Jigiya

Groundnuts ATA IndustrieHAWYT

Potatoes KeneyiridenSociété Fruitière de Bougouni

Melon Société Fruitière de Bougouni

Shea nuts ATA IndustrieHAWYT

Rice GMM

Fonio EMT

Sunflower HAWYT

Mozambique

Cassava DADTCO

Paddy rice Mozfood

Pigeon peas EcoEnergiaExport MarketingCorredor AgraWFP - Purchase for Progress

Sesame EcoEnergiaCorredor Agra

Groundnuts Corredor Agra


Soybeans Poultry and feed sectorWFP - Purchase for Progress

Niger


Rice RINISOTAGRIBawa

Millet/sorghum, Rice, Maize

Mata Masu KusariGUIDAN GonaUPA-MISOLAETC SAFARA’ASTA

Cowpea An Wadata Dadin Kowa

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Groundnuts Olga-OilAloura Da DounyaGani Ya Kori Ji

Milk Laban NigerLaitière du SahelEl AlouTarmadou AdarSolaniNiger Lait

Meat Shawa

Nigeria

Dairy Friesland Campina (pilot activities have already started)


Cereals Rich Flour MillsDala Foods Nig. Ltd

Cereal seeds Alheri SeedsMaslaha SeedsM’Billa FarmsSeed Project Co Ltd

Soybeans Nestle Nig Plc.AFCOTT Nig LtdFeed MastersGrand Cereals LtdSEEPC Nig LtdECWA Feed MillGrand Cereals Mills LtdUAC Nig Plc.AACE Foods

Groundnuts AFCOTT Nig LtdGrand Cereals LtdUAC Nig Plc.

Maize Nestle Nig Plc.Feed MastersGrand Cereals LtdSEEPC Nig Ltd

Ginger AACE FoodsSosaco Nig LtdDala Foods Nig. Ltd

Tamarind Dala foods Nig. Ltd

Garlic AACE Foods

South Sudan

Cassava DADTCO

Soybeans DAL groupWFP - Purchase for Progress

Pigeon peas DAL groupWFP - Purchase for Progress

Sesame DAL group


Value Chain Agro-Industry/Buyer

Togo

Soybeans AgrinovaPromasidorBio4everNioto


Palm nuts Banaba

Maize ANPAT

Uganda

Cassava DADTCO

Sorghum East-African Breweries Ltd

Sesame Shares!

VegetablesVegetable seeds

Shares!East-West Seed

Paddy and Upland Rice

Tilda Rice

Soybeans Mount MeruPromasidorWFP - Purchase for Progress

Pigeon peas WFP - Purchase for Progress

The project also identified cross-cutting companies like seed industries, input suppliers, financial institutions and industry associations.

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AAA Project Summary

Selection Pilot Projects with Private Sector Partners

n Validation and Discussion of Findings in Multi-Stakeholder Meetings

IFDC and BoP Inc. were engaged in different stakeholder meetings at different levels. For the identification of needs and opportunities several meetings were held with the private sector in the Netherlands. With Friesland Campina and Rijk Zwaan meetings were also organized in target countries, hosted by IFDC.

Friesland Campina visited Nigeria to explore a potential partnership in June 2011. IFDC organized different multi-stakeholder meetings.

For Rijk Zwaan a mission with multi-stakeholders took place with the Kenya National Federation of Agricultural Producers (KENFAP, the Rijk Zwaan representative in Kenya), Agri-Training Center Initiative (supported by Rijk Zwaan and Rabobank), IFDC and BoP Inc. during the fourth quarter of 2011. In addition to local interest/opportunity around tomatoes, other opportunities for local production and local markets were identified and ranked.

n Selecting Pilots: Three in West Africa and Three in East Africa

u Friesland Campina. Friesland Campina is a major importer and processor of milk products into Africa. In West Africa, AAA-Bridge staff discussed with Friesland-Campina and WAMCO Nigeria PLC (FCW) the possibility of developing a pilot in Nigeria.

FCW is the largest importer and processor of milk products in Nigeria. The company plans to begin locally sourcing milk in Nigeria to process for sales in local markets. The objective is for FCW to procure 10 percent of its raw milk requirement at a price comparable to world market prices by 2015. In April 2011 FCW and the Nigerian Ministry of Agriculture and Rural Development signed a Memorandum of Understanding (MoU) on dairy development in Nigeria. The implementation of the MoU remains a challenge, as many bottlenecks in the dairy value chain need to be tackled, including: (a) Poor technical capacity of dairy farmers and extension officers in dairy farming; (b) Absence of milk standards and quality control; (c) Weak organization of milk collection; (d) Absence of a milk pricing policy; (e) Lack of a shared vision and poor coordination among stakeholders at grassroots and national levels; and (f ) Insufficient provision of artificial insemination to boost milk production.

In June 2011, IFDC, BoP Inc. and FCW drafted a collaboration proposal, including an activity program. The MoU was signed on November 17, 2011, and IFDC assigned an international dairy consultant in Nigeria to fine-tune the activity program and start the pilot (see details in next sections).

u East-West Seed. East-West Seed (EWS) is a 30-year old vegetable seed company that has become a market leader in Asia by breeding and selling premium-quality hybrid and open-pollinated seeds for all major tropical vegetable crops. The company is convinced that by breeding and introducing seed varieties adapted to the tropical vegetable seed markets it can improve the lives of smallholder farmers while building a successful business. Based on its success in Asia, EWS is interested in penetrating the West African markets, providing farmers with both seeds and specific technical assistance.

EWS has expressed interest in exploring a potential collaboration with IFDC for the supply of quality vegetable seeds to cluster actors. A first meeting between EWS and IFDC in June 2011 was followed by a series of field visits (July 2011 in Burkina Faso; September 2011 in Ghana; October 2011 in Benin; February 2012 in Ghana). During these meetings EWS and IFDC discussed options to support West African agribusiness clusters involved in horticulture. It was concluded that agribusiness clusters represent an excellent entry point for the promotion of improved seed varieties. EWS and IFDC agreed to set up a pilot program with Benin, Burkina Faso and Ghana as priority countries in 2011. It is expected that the pilot program will be expanded to other West African 2SCALE countries in 2012 and rolled-out until 2016.

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In November 2011, IFDC and EWS signed an MoU and developed a pilot program that will be updated at the start of 2SCALE. Joint field activities started in 2011 (see below).

u Rijk Zwaan. Rijk Zwaan is active worldwide as a vegetable breeding company that focuses on the development of high-quality vegetable varieties for professional growers in food-producing horticulture, be that in greenhouses, tunnels or outdoors. Rijk Zwaan is one of the Top 10 globally operating vegetable breeding companies. Rijk Zwaan has worldwide local subsidiary companies, which do their breeding, seed production and sell seeds to customers. In this way they can always provide customers with advice and support for the right climate zone. In 2011 a pilot plan was agreed upon for potential introduction of vegetable seeds for local production in Kenya. The pilot proposal aims to include smallholders in the market development of new markets in Kenya. The cooperation will aim at the following streams of work:

� Stream 1: Kenya

ü Identification and verification of opportunities and challenges.

ü Plan, initiate and execute trials, demonstrations.

ü Prepare and plan for market-driven value streams and inclusive development.

� Stream 2: Expansion and Scaling

ü Identification of vegetable seed-related opportunities and challenges for countries to be agreed upon and targeted by 2SCALE.

ü Selection of countries and development of initial local partners to target establishment of initial trials and business feasibility of selected priority countries in 2013: e.g., Ethiopia, Mozambique and South Sudan (aligned with top sector focus and opportunities).

ü Implementation of steps required to move from a demonstration phase to a commercial phase.

u DSM. BoP Inc. has been engaged with DSM and AIM to develop a plan focused on fortified food products targeting BoP consumers in Kenya. Initially the plan was to analyze the potential of dairy fortification. DSM has been on mission to Kenya exploring the market and engaging with local stakeholders. Inclusion of IFDC/2SCALE has been explored as a potential opportunity.

u Rabobank & Rabobank Foundation. Rabobank has expressed and reconfirmed its interest in being a ‘financial partner’ for 2SCALE. However, with the current focus on tangible impact opportunities on food security initiatives it requested that IFDC submit concrete plans with financing needs or local financial services needs. Based on this guideline, the AAA-Bridge field staff in West Africa proposed some examples of potential cases to check the interest of Rabobank. For instance in Benin, where pineapple production is increasing, access to finance for farmers remains a major bottleneck in the value chain, due to the long cropping cycle (18 months) of pineapples; no financial institution is ready to provide production loans for such a long period. Rabobank confirmed that proposals are required to provide feedback on the potential support of the bank and how this support can materialize.

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AAA Project Summary

For six selected pilots:

n Identify Smallholder Groups for Production

u Friesland Campina. Through a series of field visits and meetings with dairy value chain stakeholders in Nigeria, the AAA-Bridge dairy consultant identified different categories of farmers that are/could be linked to milk collection centers. He proposed the concentration of future dairy development on the smallholder farmers whose crop and livestock production are fully integrated. FCW and AAA-Bridge agreed to focus the pilot on Oyo State during the first year and developing a Dairy Village, which would be a dairy cluster serving as a model before roll-out to other villages and other states in following years.

u East-West Seed. In Ghana and Benin, before identifying farmers’ groups for production of improved vegetable varieties, EWS and AAA-Bridge agreed to organize demonstrations to create awareness among farmers on new seed varieties. In Ghana the demonstration set up in Tamale targeted pepper farmers (specifically the existing Libga pepper cluster). In Benin the tomato and pepper demonstrations targeted farmers in three areas with the plan of creating new clusters. In Burkina Faso the situation was different in that the whole cluster action plan of the Passore onion cluster already focused on the extension of PREMA 178, a rainy season onion variety developed by EWS. Plans were also made to facilitate exchanges between this cluster and farmers of the Korsimoro onion cluster. Additionally,

p From left to right: Akinade Samson Adebayo (Dairy Development Extensionofficer,FCW),JohndeWolf(IFDCDairyConsultant),Lawrence Ohue Inegbenoise (Dairy Development Manager of FCW) visiting the FCW milk collection center at Fashola (Nigeria).

u Variety of EWS vegetable seed containers.

Development of Agribusiness Plans with Clusters and Private Sector Partners

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the project identified young tomato farmers who can start a new cluster and demonstration site with different tomato varieties supplied by EWS.

n Identify Other Relevant Cluster Partners in Africa

u Friesland Campina. During the initial value chain analysis by the AAA-Bridge dairy consultants, many potential cluster stakeholders were identified, including women’s associations, extension officers and research institutes such as:

� Nigerian Institute for Trypanosomiasis Research (NITR): This institute has the mandate to eradicate tsetse flies in Nigeria and thus could be an important member of the pilot project.

� International Institute of Tropical Agriculture (IITA)/International Livestock Research Institute (ILRI) Ibadan: Researchers of these organizations could assist the project with various crucial activities such as monitoring the herd productivity of the pastoralists, feeding regimes, integration of crops and livestock production, etc.

� National Animal Production Research Institute (NAPRI): Researchers of this organization could help develop integrated smallholder dairy farming systems with improved use of crop residues. Another activity would be the monitoring of the performance of inseminators.

u East-West Seed. In addition to farmers, other identified cluster stakeholders include EWS national representatives (e.g., Tikola Ltd. in Ghana and Burkina Primeur in Burkina Faso) and agro-companies interested in sourcing vegetables to sell or process. For instance in Nigeria, the company AACE Foods expressed an interest in sourcing hot peppers, as well as other vegetables and spices (garlic, black pepper, etc.). Mapping of cluster actors will be fine-tuned under 2SCALE, after the initial demonstrations and once value chain participants submit business ideas that justify the creation of new vegetable clusters.

n Develop Multi-Year Agribusiness Plans Jointly with Cluster Partners (including Sustainable Financing Plans)

u Friesland Campina. The development of the multi-year strategic plan with participants of the first Dairy Village will be conducted in 2012. On their side, FCW and IFDC developed an initial pilot program, based on key findings of IFDC’s dairy consultant; this program will be refined in 2012 after further field studies.

u East-West Seed. In Burkina Faso, the Passore onion cluster action plan focused primarily on the promotion/extension of EWS’s PREMA 178 onion variety. It consisted of an annual action plan that will be upgraded into a multi-year strategic plan in 2012. In other countries, the creation of new vegetable clusters will be initiated in 2012, once the results of the first seed demonstrations are known and disseminated. AAA-Bridge and EWS developed joint demonstration action plans for Ghana and Benin, including financial plans.

u Rijk Zwaan. The development of agribusiness plans with cluster actors (smallholders and other relevant private sector partners) will be subject to further planning during 2012 aiming at Kenya, depending on the outcomes of the detailed market studies for Kenya.

n Start and Implement Pilot Activities

u Friesland Campina. IFDC assigned an international dairy consultant, assisted by a national technical assistant, to conduct field studies. Despite challenges, FCW and IFDC were able to make good progress on the establishment of the pilot. Key findings and recommendations for the pilot program were discussed intensively with dairy stakeholders and were to be validated during a stakeholders’ workshop in March 2012. At the end of February 2012, a draft action plan for 2012 was ready and the creation of the Dairy Village in Oyo state could start as soon as the 2SCALE project begins.

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AAA Project Summary

u East-West Seed. In the seven West African target countries, AAA-Bridge staff identified opportunities to expand or create vegetable clusters; depending on the country, priority species varied. After this screening step, field activities continued. In Burkina Faso the Passore onion cluster implemented its activities throughout the year and purchased its PREMA 178 seed with Burkina Primeur, EWS’s national representative that provided technical assistance in cropping practices. In Ghana the pepper demonstration was set up in October 2011 and is expected to end with the harvest in March 2012. A field day was organized on February 10, 2012; farmers, pepper traders and processors and EWS representatives attended, observing and discussing the vegetative and fruiting performance of tested varieties. A second field day is planned at harvest time to evaluate the yield performance and the quality of each pepper variety. In Benin the demonstration was postponed until 2012.

n Design Business Development Strategy for Participating Private Sector Partners in Pilots

u Friesland Campina. Three core implementers (FCW, Federal Ministry of Agriculture and Rural Development and IFDC) are the key players in the Dairy Development Program (DDP) implementation. They will be supported by specific services of BoP Inc.

During the first year (2012) the pilot program will focus only on one state (Oyo). In the second year an evaluation will be made concerning implementation and trends in production increases. Based on the outcome of this, an additional three to four states will be selected for scaling-up in order to reach the required amount of milk by 2016.

During the implementation process in the first year, additional partners will be invited (such as researchers from ILRI and NAPRI). Some research will be required to integrate crop and livestock activities at the farm level. Staff of the veterinary department and NITR is of crucial importance to offer technical assistance to the project.

Observations on gender aspects will be included from the start of the DDP. Also, soil improvement aspects will get due attention throughout the project period.

The phase-out approach will consist of IFDC handing over its project activities per state to relevant partners in that particular state. Relevant partners could be local governmental authorities, farmers’ organizations and/or private sector participants such as agro-dealers and FCW. It is assumed that FCW will continue milk collection after the project phase (and hopefully expand its activities).

u East-West Seed. In their pilot program, EWS and IFDC proposed a four-pronged approach:

� Identification of vegetable seed-related challenges faced by cluster actors in the seven countries targeted by 2SCALE, and definition of a value proposition to farmers.

p Pepper nursery and land preparation for the pepper demonstration in Ghana.

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� Establishment of initial trials and business feasibility in three priority countries in 2011 – Benin, Burkina Faso and Ghana.

� Roll-out of demonstration programs to the seven target countries (the three initial ones plus Mali, Niger, Nigeria and Togo) from 2012 onwards.

� Implementation of steps required to move from a demonstration phase to a commercial phase.

Throughout the process, EWS and IFDC will investigate market demand and market challenges, distribution channels and local innovation requirements to be addressed in optimizing the value of the chain. IFDC’s phasing out strategy was also developed.

n Mapping Market-Based Solutions of Pro-Poor Sourcing of Food Products in East and West Africa

BoP Inc. is in the last phase of conducting a study on successful business interventions that help improve access to food security and nutrition for the poor. This has led to a comprehensive database of approximately 150 cases, the clustering of these cases into five business intervention strategies, and the in-depth analysis of 20 cases equally divided over the five business interventions.

n Define Archetype of High-Potential Pro-Poor Sourcing Business Strategies

Five categories of business intervention strategies were identified. These are:

1. Farmer development services

2. Secured sourcing schemes

3. BoP intermediaries

4. Consumer food market development

5. Shared value market creation

p Above left: Signboard of a milk cooperative. Above right: Women waiting for the lab scientist (Mrs. Maria Ezeji of MILCOPAL) to test their milk at a Kushe Milk Producers Cooperative Society milk collection center in Kaduna State, Nigeria.

u Farmer milking at a milk collection center (Isheyin village, Nigeria).

Design Up-Scaling and Expansion Strategy

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AAA Project Summary

A steering committee of the Dutch private parties active in the international food sector was created. This committee met three times during the development of the study and was actively involved in discussing and improving the results of the study.

n Design Acceleration Strategy

In close collaboration with the ‘steering committee’ (actively involving six companies), recommendations on acceleration strategies are being developed. These conclusions and recommendations were expected to be presented during the first quarter of 2012 to be available for 2SCALE in the different countries.

n Inventory of Learning Requirements at Company Level

A first overview of learning requirements can be derived from the insights obtained during the development of the pilot plans with the six companies engaged, as well as the scaling study conducted.

n Design Communications Strategy with Participating Private Sector Partners

In 2009 the CEOs of DSM, TNT and Unilever launched the Partnering for Prosperity Initiative in the Netherlands. BoP Inc. and Global Compact Network the Netherlands are responsible for its development. In 2010 IFDC managers and BoP Inc. staff identified opportunities to merge interest on the Partnering for Prosperity Initiative and 2SCALE. In order to align in the appropriate way with key stakeholders in the Netherlands, it was decided to define a communications strategy that merged the Partnering for Prosperity ambitions and the 2SCALE ambitions. This plan defines the following information:

1. Communications Goal

u Effective information exchange with the primary target groups involved in the 2SCALE project.

u Contribute to the acquisition of new corporate (private) partners for Partnering for Prosperity.

u Contribute to positive decision-making by the Dutch Ministry of Foreign Affairs in the course of 2011 on the proposals for the period 2012-2015 with BoP recognized as one of the pillars.

u Demonstrate and share learning experiences; sharing of dilemmas and obstacles; provide insight on effective ways of developing and establishing partnerships and successful interventions on the ground in the chosen focus areas (Sub-Saharan Africa and South Asia).

2. Target Groups

The target groups of this communications strategy are (*primary target groups):

u The member companies (and their representatives) of Global Compact Netherlands*.

u Managers of the initial corporate partners and interested companies that started the Partnering for Prosperity initiative, end of 2009*.

u Multinational corporations in the agri-food value chain with a primary presence in the Netherlands*.

u Management and staff of IFDC.

Learning and Communication Strategy for Dutch Private Sector on Pro-Poor Sourcing and National Market Development in Africa

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t Siteidentifiedforthepepperdemonstrationin Ghana, close to the Libga community of pepper farmers.

qAnotherviewofthesiteidentifiedforthepepper demonstration in Ghana.

t Pepper demonstration plot in Tamale, Ghana.

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u Advisory Board, management and staff of BoP Inc. Netherlands.

u Top officials of the Ministry of Foreign Affairs and key staff in its departments (DDE/DGIS) and the Ministry of Economic Affairs, Agriculture and Innovation*.

u Relevant networks within MVO (Maatschappelijk Verantwoord Ondernemer) Nederland, IDH (Sustainable Trade Initiative) and around the Dutch Millennium Development Goals Ambassador.

u Non-governmental organizations (NGOs), public organizations, foundations and initiatives working in food security and sustainable food chains and the fight against hunger and poverty.

u Relevant academic and research institutes.

u Selected media.

u In a later stage: general media and the public at large in the Netherlands.

3. Approach

The ambitions of 2SCALE aim to reach results by creating partnerships. The project connects parties, combines existing initiatives and seeks and develops new combinations and connections. The project wants to learn actively from individual and combined experiences and share these results. In line with this, it is recommended to put this into practice through:

u Online platform. This would offer a participative and interactive environment. The online platform has links with the websites of the partners. Besides the informative and interactive services this platform would provide, it is recommended that it also contains:

� An e-learning module � A peer-to-peer learning module

p Processed products sold on Malian markets.

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u Tailor-made workshops. These will be offered to the companies through the online platform. These workshops will be developed by BoP Inc. in close cooperation with IFDC and International Centre for development oriented Research in Agriculture (ICRA). They are aimed at linking corporate strategy and business models to the realization of local impact. This will connect also to the role of (local) development organizations as a partner for local subsidiaries of the companies, helping to bridge corporate strategy and local market development opportunities.

u Proactive and visible presence in relevant networks. Through personal contacts, presentations and speeches and the attendance at meetings and relevant events. This has resulted in an active participation of the director of BoP Inc. in the Dutch National platform for Food Security, the development of the top sector agro-food and gatherings in which food security and strengthening local food systems in Africa were key issues.

u Digital newsletter. A digital newsletter is recommended for 2SCALE to liaise on a regular basis and share actual developments.

u Media scenario. It is recommended that a media strategy to coincide with the implementation of 2SCALE be prepared. This media strategy would cover the formulation of a clear and compelling positioning of the project, key messages and media training for key spokespersons for the consortium.

Learning is an essential goal for 2SCALE. To that end BoP Inc. will explore the possibilities and opportunities for additional coalitions with Dutch knowledge institutes (such as the University of Wageningen) to develop programs on general or tailor-made education. BoP Inc. will also explore the possible cooperation with the Network of Retired Managers (PUM). This is a Dutch network of senior managers that work on a voluntary basis in developing countries. This cooperation would be aimed at allocating know-how and hands-on management experience and the sharing of experience of its affiliate managers with 2SCALE partners.

Output and Outcome IndicatorsThe tables below recap AAA-Bridge performance indicator targets related to this component:

Output Indicator 1.1 Achieved

At least two new competitive opportunities with high potential per country identified for cluster-supported product-market combinations.

u East/Southern Africa: On average seven new competitive opportunities with high potential per country (five) identified for cluster-supported product-market combinations.

u West Africa: On average nine new competitive opportunities with high potential per country (seven) identified for cluster-supported product-market combinations.

AAA-Bridge exceeded the indicator target. For the five countries (Ethiopia, Kenya, Mozambique, Uganda and South Sudan), 35 product-market combinations were identified, and for the seven West African countries 67 product-market combinations were identified. One market or company can reflect multiple products and vice versa. In East/Southern Africa all product-market combinations are new by default, while in West Africa only a few products are new (e.g., sunflowers in Mali or garlic in Nigeria) but most agro-companies are new.

Outcome Indicator 1.1.1 Achieved

Initial stage is set for launching market-driven clusters centered on 24 new value chains under the 2SCALE project.

u East/Southern Africa: Initial stage for launching market-driven clusters centered on 35 new value chains under the 2SCALE project.

u West Africa: The portfolio of AAA-Bridge covered 37 commodities and five new value chains are planned under 2SCALE.

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AAA-Bridge exceeded the indicator target. In East/Southern Africa the 35 value chains are similar to the product-market combinations under output indicator 1.1. In West Africa, among the 37 existing value chains, 2SCALE will focus on the most promising ones (e.g., soybeans, yellow maize, peppers, dairy) and de-link from the ones with the least potential for scaling-up (e.g., catfish, spirulina).

Outcome Indicator 1.1.2 Achieved

Project is poised to support over 20,000 farmers and link them to markets in 2012.

u East/Southern Africa: Project is poised to support over 20,000 farmers and link them to markets in 2012.

u West Africa: AAA-Bridge worked with over 380,000 farmer households. The number of farmers linked to markets will be increased further under 2SCALE.

AAA-Bridge met the indicator target. At this stage it is difficult to quantify the total number of farmers who will be involved in 2012 in each cluster to be created, but for cassava in Mozambique and South Sudan (the most advanced clusters in East/Southern Africa) the number of 20,000 farmers is nearly met. In West Africa the number of farmer households directly involved in cluster activities is already much higher than the target: the total number is estimated to be higher than 380,000. Indeed, at the time this report was written, 332,416 householders were identified in 129 clusters, and data were still being collected and analyzed for 19 additional clusters. The number of farmers will decrease when some existing clusters are phased out in 2012, but that decrease is expected to be compensated by additional farmers joining existing clusters being expanded and new clusters being created.

p Milking cows at Paikon Kore, Gwagwalada grazing reserve (Nigeria).

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At least 10 agribusiness plans developed with Dutch and other agro-processors and agribusiness firms that leverage project resources at least one-to-one.

u East/Southern Africa: Three agribusiness plans developed with Dutch and other agro-processors and agribusiness firms that leverage project resources at least one-to-one.

u West Africa: Two agribusiness plans developed with Dutch and other agro-processors and agribusiness firms that leverage project resources at least one-to-one.

AAA-Bridge did not meet this indicator target. In East/Southern Africa the most concrete agribusiness plans (two) were developed with the agro-processor Dutch Agricultural Development & Trading Company (DADTCO) in Mozambique and South Sudan with expected spill-over of also the Dutch small-scale mechanization company Rumptstad and likely other branch sector companies. Another agribusiness plan was drawn-up with the Dutch seed company Rijk Zwaan. Although awaiting eligibility criteria on private sector contributions to the project, both firms are expected to leverage above the one-to-one ratio expected. In West Africa, agribusiness plans were developed with Friesland Campina and East-West Seed, and joint field activities began in 2011. The main reason why no more agribusiness plans were developed with private agro-companies is that most companies did not want to commit to a partnership before 2SCALE was awarded.

Outcome Indicator 1.2 Achieved

Preparations underway for farmers to begin producing for the new markets in spring of 2012. Volume of commodity output, inputs and other aspects are arranged, including cost-share contribution of the partners.

u East/Southern Africa: This is underway and arranged for Cassava - DADTCO in Mozambique and South Sudan and Rijk Zwaan in Kenya.

u NWAFD: 59 multi-year cluster strategic plans developed, with objectives in terms of volumes/markets.

AAA-Bridge partly met this indicator target. For most identified value chains or product-market combinations, the bridging phase could not commit to detailed agribusiness plans (because approval of 2SCALE was still pending). In case there was initial support from parallel IFDC (and/or other projects) where 2SCALE could leverage and create synergies, such agribusiness plans were made. Multi-year cluster strategic plans developed by 59 West African clusters provide a mid-term vision, objectives (in terms of volume or markets), strategies and action plans. These plans will kick-start activities in 2012, but annual detailed action plans need to be developed. n

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Component 2: Continuation of Agribusiness Cluster Development in West Africa

Assess the Progress of and Continue to Strengthen Existing Clusters and Value Chains

Assess Existing Clusters and Develop Exit Strategies

n Development of a Performance Evaluation Tool

AAA-Bridge developed an auto-assessment tool for clusters, consisting of a questionnaire on competency criteria relating to the ability of the cluster to:

u Manage operations at each level of the value chain (agro-inputs, production, processing, etc.).

u Manage cross-cutting functions in the value chain (access to finance, access to market information, etc.).

u Influence and contribute to improve the business environment.

The project organized a series of workshops at the local level to score the competency areas. At each workshop, four to six clusters were each represented by five to 10 cluster participants to auto-assess their performance, using the AAA-Bridge questionnaire. This auto-assessment process helped create awareness among cluster stakeholders of their strengths and weaknesses and was very helpful in the development of multi-year agribusiness plans.

p Explanation of performance scores in Bambara, during an evaluation workshop in Yanfolila, Mali.t Rural women-led factory producing gari and tapioca for export, Togo.

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The results were then presented by the project to the steering committees and adjusted, taking into consideration aspects like motivation (i.e., mobilization of cluster actors, coordination and respect of deadlines) and market opportunities. The performance/motivation matrix resulting from the assessment is indicated in Figure 1.

Figure 1. Performance/Motivation Matrix

p Self-evaluation by actors of the sesame cluster in Dioïla, Mali.

Performing but not motivated:uImmediate disengagement

Not performing and not motivated:uImmediate disengagement

Performing and motivated:uDevelop a strategic planuFacilitate trade linkagesuAction researchuIdentify another entry point (for example agro-food

industry instead of farmer-based organization (FBO)

Averagely performing but not motivated:uNot advancing to 2SCALEuDevelop a final annual action plan

for 2011 if needed and inform actors about disengagement

Averagely performing and motivated:uDevelop a three-year strategic plan with decreasing

budgetary support from the project (taking into consideration the action points for improvement raised during the cluster performance assessment)

Not performing but motivated:uDevelop a three-year strategic plan with decreasing

budgetary support from the project (taking into consideration the action points for improvement raised during the cluster performance assessment)

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n Classification of Clusters by Performance and Motivation

Overall, among the 217 clusters assessed, the final classification found:

u 41 clusters performing and motivated

u 109 clusters at an average level of performance but motivated

u 35 clusters not performing but motivated

u 32 clusters either performing or not performing but not motivated

The analysis of the scores shows that most clusters perform well at the production level but are less competent at other value chain levels and in advocacy. Young clusters (two to three years old) are performing at a lower level, highlighting that multi-participant processes are long-term efforts that require, cropping season after cropping season, corrective actions based on successes, failures and lessons learned.

n Phasing-Out of Clusters

1. Development of Phasing-Out Strategy

The assessment of clusters goes hand-in-hand with the assessment of Business Support Service (BSS) providers, as an underperforming BSS had direct, adverse impacts on the cluster performance. Therefore AAA-Bridge has to use results of both assessments to make final decisions for every cluster on whether to phase them out or to provide further support. Nonetheless, as most clusters are still quite young, it is clear that they need further support to perform well, provided they are motivated.

AAA-Bridge’s strategy for 2011 consisted of the following:

u Disengage from all clusters that did not show enough motivation, except when it was believed that their performance would benefit from a last support.

u Phase out all clusters that were performing extremely well and do not need project mentoring, but support them with multi-year plans.

u Support annual action plans of clusters that are: motivated; and under-performing; and assisted by the project for three years or more, and re-assess these clusters in 2012 before deciding on any further support.

p The motivated and dynamic leader of women ginger processors explaining how to process ginger into juice (Kwoi, Nigeria).

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u Support development of multi-year agribusiness plans for clusters that are performing at a fair level and are motivated.

2. Development of Phasing-Out Plans for Selected Clusters

The phasing out plan was not a standardized one, as it took into account the specifics of countries, clusters and value chains. General principles included:

u Decreasing financial support from the project over time.

u Limiting support only to activities identified in the agribusiness plan and that tackle value chain bottlenecks.

u Requesting a financial contribution from cluster stakeholders (in cash or in-kind).

If a cluster is not yet financially sustainable, the project facilitated its linkages with other technical partners (such as the Centre Communal de Promotion Agricole in Benin, or Tak-Tractors in Nigeria – see text box), donors, governments (e.g., local states in Nigeria) and even wealthy persons in the community who are interested in ‘impact investment.’

Some clusters (e.g., milk and honey clusters in Togo) benefited from a final amount of AAA-Bridge support in 2011 to develop bankable business plans and submit them to financial institutions. Some other clusters did not benefit from additional direct project support, as overall they performed well, but they may have benefitted from indirect support as members of private sector associations supported by the project (e.g., the national association of processing enterprises in Togo – ATTPA), which helped them improve on some very specific performance areas (such as labeling, marketing).

In 2011 AAA-Bridge phased out 32 percent of its clusters:

u 31 clusters (14 percent - of a target of 15 percent) that were not motivated enough.

u 38 clusters (18 percent - of a target of 15 percent) that performed very well and were motivated enough to continue without further support from IFDC.

p Layi Salami, director of BECEC, a small enterprise processing fruits into juices, and president of the national association of food processors (ATTPA), Togo.

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Reassess Strategy for the Balance (Majority) of Clusters and Continue Implementation

n Elaboration of a Planning Method for Multi-Year Planning

During the first quarter of 2011, a staff team developed a methodology and a template for multi-year cluster strategic plans, which were discussed with all project staff in March 2011. The tools were tested with clusters in Burkina Faso and Niger before being refined and finalized for use in all countries.

The duration proposed for the multi-year cluster strategic plans is three years in most cases. The plan includes: detailed information on every group of cluster stakeholders; the vision and the mission of the cluster as a whole and of each category of actors; the business objectives; a strengths/weaknesses/opportunities/threats (SWOT) analysis; and strategic objectives, expected results and priority activities for the next three years. It also includes an annual action plan (to be updated yearly), Gantt charts and budgets.

The methodology used consisted of training selected cluster actors in the approach followed by the planning process. Then a road map to collect data was developed with cluster actors. After the data collection phase, cluster actors (most often BSSs) drafted a first version of the strategic plan, which was reviewed by project staff, finalized and validated in close collaboration with the steering committee. AAA-Bridge developed written guidelines for this strategic planning process.

The multi-year cluster strategic plan will have to remain a dynamic document and be updated when needed, based on new opportunities or challenges that arise. It is crucial to keep the business idea at the center of the plan and avoid the development (possibly under the influence of some BSSs) of ‘mini-projects’ that propose to tackle all kinds of development issues (technical, institutional, infrastructures and logistics, access to credit, advocacy, gender mainstreaming, environmental issues, etc.). The plans developed in 2011 served as a test; in early 2012 project cluster advisors started discussing lessons learned and adjusting the template and the methodology.

Linking Agribusiness Clusters with New Public and Private Technical PartnersIn Benin, every city (commune) has its own Centre Communal de Promotion Agricole (CeCPA), supported by the commune but also by the State. CeCPAs and their predecessors have a proven record in agricultural extension in Benin. AAA-Bridge advised agribusiness clusters to solicit support from communes, build linkages with the local CeCPA and even develop formal public-private partnerships (PPPs).

In Nigeria, Tak-Tractors is a private company providing a wide range of agro-services (agro-inputs, trainings, loans, etc.). AAA-Bridge worked to build linkages between seven clusters and Tak-Tractors to access loans for tractors.

To ensure the success of these local linkages, it is important that IFDC involves the staff of the new partners in its CASE training programs.

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n Development of Multi-Year Plans for Selected Clusters

Clusters selected for multi-year strategic plans participated in two- to three-day planning workshops. The workshops resulted in road maps and led to the drafting of multi-year plans (see text box for a summarized example) that the project staff reviewed and sent back to BSSs for finalization. Most plans were finalized in the second semester of 2011.

All draft plans included an annual action plan for 2011, which allowed the development of sub-contracts with BSSs to implement priority activities during the 2011 bridging phase. In Mali, Ghana and Nigeria the multi-year planning process started late in 2011 and therefore has an effective start date in 2012.

The total number of multi-year cluster strategic plans developed under AAA-Bridge with existing clusters was 59, made up of: Benin (3); Burkina Faso (9); Ghana (13); Mali (5); Niger (9); Nigeria (5); and Togo (15). In addition, in Ghana two potential new clusters (groundnuts and guinea fowl), drafted their three-year strategic plans and are ready to start activities in 2012.

Vision and Intervention AreasProposed by Oil Palm Cluster in Plateau Region, Benin in its draft Three-Year Agribusiness Plan

Vision:

“By 2016 the Plateau oil palm cluster will be a reference in the promotion of bulk selling and will have increased its annual production of palm oil from 2,305 mt to 20,000 mt, to supply markets in Nigeria and Benin.”

Intervention Areas:

uStrengthening capacities of participants to organize bulk sales to the Nigerian and Benin markets and in mitigating price discrepancies.

uSet up database on the production capacity of all stakeholders.

uAdvocate for support from local authorities and financial institutions to sell in bulk.

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n Elaboration of ‘Traditional’ Annual Plans for All Other Clusters (Evaluation and Planning Workshops)

AAA-Bridge organized review and planning workshops or simple discussions (depending on the country and the cluster) to assist BSSs in developing annual action plans with selected clusters. Then BSSs finalized the plans by incorporating the feedback received from the project.

The total number of annual action plans developed in 2011 was 146: Benin (25); Burkina Faso (28); Ghana (12); Mali (29); Niger (20); Nigeria (23) and Togo (9).

n Strengthen Contracts (Burkina Faso) and Contacts (Mali) with WFP/P4P Program

In Burkina Faso, in 2009, 1000s+ developed a partnership with the Purchase for Progress (P4P) initiative of the World Food Programme (WFP). In Burkina Faso, P4P is targeting 31,000 smallholder farmers and 16,800 mt of sorghum, maize and cowpea, over a five-year period (2009-2013).

AAA-Bridge and WFP met in 2011 to take stock of and discuss results of the 2010/11 cropping season (see text box on next page). For the 2011/12 season purchases ended in February 2012.

Using the CASE approach for the 2011/12 cropping season, AAA-Bridge continued supporting farmer organizations that are members of clusters to develop agribusiness action plans targeting the supply of the WFP. The plans include activities to:

u Increase yields through better access to agro-inputs and implementation of best production practices.

u Establish a program to aggregate surpluses at harvest.

u Ensure that the crops produced meet quality standards (impurity content, humidity rate, maturity of grains, etc.) requested by WFP.

u Access credit for handling and transporting the crops produced.

AAA-Bridge also supported the Fédération des Professionnels Agricoles du Burkina Faso (FEPAB) in developing a proposal to facilitate the marketing of cereals by 10 member unions. The proposal was submitted to the Alliance for a Green Revolution in Africa (AGRA) and funding of €381,000 was granted.

p Processing palm nuts into palm oil by members of the oil palm value chain (Plateau Region, Benin).t Oiliscollectedfromtheboilerforfurtherrefining.t Gathering the cleaned palmnuts.

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Capacity building of farmers is a key element of IFDC/WFP’s assistance (e.g., training-of-trainers [ToTs] in best production practices; technical training of district-level teams in logistics planning; training in operating accounts). Linkages among cluster stakeholders are also developed, including with BSSs and financial institutions.

For the 2012/2013 cropping season, P4P’s objective is to purchase 2,500 metric tons (mt) of products from smallholders (1,722 mt through direct contracts and 778 mt through forward contracts).

Supplying some 2,500 mt of staple food is an important milestone for small-scale farmers, P4P and AAA-Bridge in achieving objectives of food security and rural livelihood improvement in Burkina Faso. Further success will be attained by going to scale. A medium-term objective is the expansion of the P4P initiative to additional FBOs, and the integration of new cluster stakeholders that could offer specific assistance, mainly in logistics and financing. At the institutional level, IFDC, P4P and Oxfam discussed the sharing of monitoring and evaluation (M&E) approaches and tools to avoid duplication of M&E efforts; this will be fine-tuned once the M&E database of the 2SCALE project is available.

In Mali the millet warehouse cluster of Tissala supplied WFP with 91 mt of millet during the 2010/11 cropping season, and signed a contract for 100 mt (worth FCFA 14 million – €21,300) for the 2011/12 season. AAA-Bridge supported the cluster through its BSS and helped improve contract documents (on bulk sales, inventory credit, etc.). The project also participated in the review workshop with WFP to discuss past difficulties and propose solutions for the next season. One of the key

p Partnership follow-up meeting between IFDC/AAA-Bridge and WFP/P4P (Ouagadougou, Burkina Faso).

Results of IFDC/P4P Partnership in Burkina Faso, 2009–2011For the first test purchase during the 2009/10 cropping season, FEPAB received support from IFDC and P4P to supply 312 mt of white sorghum and 604 mt of maize, for a total contract amount of FCFA 151,400,000 (€230,808). In total 853 smallholder farmers were involved in this initiative.

During the 2010/11 cropping season, IFDC and FEPAB helped WFP develop direct contracts with the best performing farmer unions that were FEBAB members. As a result, farmer organizations were able to supply WFP with 680 mt of white sorghum and 933 mt of maize. On average, incomes of the 1,760 smallholders involved increased by 117 percent for sorghum and by 217 percent for maize compared to the 2008/09 cropping season.

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challenges for the cluster to scale-up its operations is to develop an inventory credit system and collaborate with banks rather than microfinance institutions (MFIs) that cannot address loan needs above certain amounts; the cluster is working, along with cooperatives of 50 villages, on the creation of this inventory credit system.

n Review of Grant Management and Development of Effective Methods/Tools for Grant Management

In early 2011 IFDC improved its contract template, and the project modified its procedure to develop grants in order to better manage the high number of contracts (over 200). It was agreed that cluster advisors (instead of the grant manager) would develop grant contracts themselves, insert a codification to the contracts and send them for review to the grant manager. The template was further reviewed in August to better comply with IFDC’s template for sub-contracts.

After review and approval by the project leader, the grant manager created a database. Cluster advisors monitored each contract to ensure timely disbursements, and the grant manager archived the fully executed contracts.

At the end of February 2012, based on the results of financial audits of BSSs, IFDC started to further refine the sub-contract template by inserting new clauses (for example, on the need for the BSS to have and implement an internal written procedures manual, or to maintain a separate bank account for funds related to IFDC’s grant).

p Members of a sorghum cluster checking their stocks before supplying WFP (Nayala Region, Burkina Faso).q Traditional cereal stores in the Nayala Region, Burkina Faso.

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n Grants and Grant Management for Cluster Development Action Plans in 2011 (including Phasing-Out)

AAA-Bridge signed 267 grants with BSSs, involving 178 clusters in the seven countries. The total amount of grants was $1,096,386, which was disbursed in several installments, based on reception and approval of deliverables.

n Continue Data Collection and Analysis of Cluster Performance

Results of the cluster performance assessment indicate that clusters are usually performing better at the production and (often) at the processing level, but most of them are weak in post-harvest handling, packaging and labeling, marketing, finance management and market intelligence management. Capacity building in these areas is a priority to sustain cluster development.

In Burkina Faso, Mali and Togo the project also started collecting data on loans contracted by cluster stakeholders (amount, number of beneficiaries, interest rate, reimbursement rate, financial institution and collateral). These data will be useful for cluster actors in their negotiations of new loans, and help the project monitor the ability of actors to mobilize resources.

The project monitored cluster performance throughout the year (with emphasis on the second semester of 2011, once field activities started). The monitoring consisted of organized field visits (announced and unannounced) during planned cluster activities and checking the actual organization of the activity and the quality of the service provided by the BSSs. In addition, project staff monitored closely the deliverables due from BSSs (i.e., mainly activity reports).

n Develop Tools for, Identify and Contract Additional Financial Support for Cluster Development

A simple tool to identify and generate additional funds from donors has been developed by the Togo team and shared with the AAA-Bridge project team and BSSs. On an ongoing basis, the project encourages its partners to look for additional funding from other donors, to cost-share activities of the cluster action plan or to support additional activities.

The Togo and Benin project staff linked all BSSs to the Plateforme pour un partenariat Afrique-Europe dans le domaine de la recherche agricole pour le développement (PAEPARD) of the Forum for Agricultural Research in

p Presentation of the drip irrigation technology by an IFDC staff member at the Dapaong Agricultural Forum, Togo.t A worker pours loose palm nuts into a hopper for cleaning at a palm oil processing site in Ifangni, Benin.

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Africa (FARA), a program supporting linkages between farmer organizations and agricultural research. Two Togolese BSSs, the Institut Togolais de la Recherche Agricole (ITRA) of the soybean cluster and Agrocomplex of

the pepper cluster, were selected for PAEPARD grants to improve agricultural and cluster development.

In Benin the project also facilitated the linkage between cassava and rice clusters and VECO, an NGO which is very active in these value chains and provides additional assistance to stakeholders.

IFDC, through AAA-Bridge, developed a partnership in Togo with the Banque Populaire d’Epargne et de Crédit (BPEC). After a series of meetings and contacts between the bank and cluster stakeholders, IFDC and BPEC signed an MoU on February 17, 2012. They agreed to collaborate to facilitate access to credit for cluster actors that benefit from IFDC’s support in Togo.

In Mali, the BSS Association Malienne d’Eveil au Développement Durable (AMEDD) that is involved in three clusters, reported additional funding of FCFA 182 million (€277,500) with: the Association

Française de Développement International (AFDI) for a cooperative in Koutiala; the International Development Research Centre (IDRC) on fonio; and AGRA through the Sasakawa Africa Association for post-harvest service centers. In the rice value chain, the BSS Groupe de Recherche, d’Etudes et de Formation en Arboriculture et Agriculture (GREFA) was able to negotiate a subcontract of FCFA 15 million (€22,800 ) with a USAID-funded value chain project, while a BSS involved a rice cluster at Niono negotiated a three-year funding on rice seed activities with Lutheran World Relief (LWR).

p The Directeur du Cabinet of the ministry in charge of Commerce opens the Soybean Week, Benin.

Promotion of Intra-Regional TradeLocated near Allada in Benin, Promofruit processes pineapple into canned and bottled juice. AAA-Bridge supported the company’s travel to Niger so that it could promote its products at the Foire Internationale de l’Artisanat pour la Femme (SAFEM) in Niamey (December 8-20). Over 5,000 persons visited the Promofruit booth. Promofruit discussed contracts with several juice traders from Niamey, Maradi (500 km from Niamey) and as far as Zinder (980 km from Niamey). Because of these contracts, the company was able to increase its daily production by 12.5 percent (from 40 to 45 mt). AAA-Bridge’s sponsorship of Promofruit led to an additional market of five mt/day for pineapple farmers in Benin.

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n Facilitation of Cluster Actor Participation in Commercial Fairs

Through the participation of cluster actors in commercial fairs, AAA-Bridge sought to promote products from clusters for local, national and regional markets, and the facilitation of business contacts as well as deal/contract negotiations. Trade fairs are also good ways to spread information on new technologies, mobilize ideas and promote agribusiness.

In 2011 the project supported many cluster members’ participation in fairs, either through a direct sponsorship or through cluster grants.

u Benin. AAA-Bridge supported women processors who are members of a shea cluster to participate in the Independence trade fair at Natitingou on July 30-August 2. The minister in charge of commerce and enterprises visited the booth, products were displayed and sold ($500) and three contracts for 100 kg/month of shea butter were signed. The project also supported the Beninese company Promofruit’s attendance at a trade fair in Niger (see text box on page 36).

In November, Sojagnon, the soybean association of Benin, organized Soybean Week to promote this commodity and facilitate linkages among value chain stakeholders. AAA-Bridge provided direct financial support to some activities and sponsored the attendance of members of four soybean clusters at the event. The demand for soybeans is 100,000 mt/year and is not satisfied by current national production levels. During the event the company Société des Huileries de Bohicon (SHB) engaged in discussions with soybean farmers for the supply of 5,000 mt, under the coordination of Sojagnon.

p Products displayed at the Soybean Week promotion, Benin.q Soybean kebabs are displayed (Zogbodomey, Benin).

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u Togo. The third national agricultural forum took place in January 2011 in Dapaong, Togo. This event was not just a commercial fair; it was also used by farmers to exhibit their products, exchange ideas and discuss new agricultural technology and policies. IFDC had an exhibition stand where technical staff and producers from the northern tomato cluster exhibited and explained the innovative and inexpensive drip irrigation technology developed by IFDC (see picture). It was the third time that IFDC participated in such a national agricultural forum.

The project also sponsored the Togolese association of food-processors’ (ATTPA) attendance at a food trade fair organized in Lomé (October 24-29) and at the 9th International Fair of Lomé, coupled

with the 6th ECOWAS Fair (November 25-December 12). Exhibited products were sold directly during these events (for about $2,000), but more importantly contacts were built with visitors (e.g., 2,040 visitors to ATTPA’s booth at the food trade fair) and deals were negotiated (e.g., 107 contracts negotiated by ATTPA at the International Fair of Lomé). In addition, AAA-Bridge sponsored actors from maize and guinea fowl clusters to exhibit their products at the agricultural fair of Mango in northern Togo. In addition to new contacts and deals, the two clusters started discussing the possibility of partnering by using maize as feed for guinea fowls.

p Discussion among cluster actors and visitors at the trade fair at Samaru Kataf, Nigeria.u A member of the Togolese association of food processors promoting his products on TV at the 9th International Fair of

Lomé, Togo.q Banner of the Togolese association of food processors, which promotes the association’s participation in the 9th

International Fair of Lomé, Togo.

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u Nigeria. AAA-Bridge sponsored 18 cluster members’ participation in an agro-input fair that took place at Samaru Kataf on March 23-25. Participating clusters exhibited their products and developed linkages with visitors (agro-industries, Ministry of Agriculture, College of Agriculture, NGOs, etc.).

u Burkina Faso. The project supported partners representing 10 clusters to attend three commercial fairs: the regional fair Journées agroalimentaires (JAAL) in Ouagadougou (November 25-December 4); the Journées économiques pour le développement de la filière cuirs et peaux et des pôles d’entreprises du Sanmatenga in Kaya (November 25-27); and the rice fair Bourse du riz in Ouagadougou (December 21) that promoted and facilitated trade in local rice.

u Ghana. Rice cluster members (the BSS TradeAID and the Single Mothers’ Association) participated in an agro-fair in March 2011 at the Ghana Trade Fair Center in Accra. This fair is intended to be an annual event to showcase Ghanaian agro-processed food.

Explore Opportunities for Clusters to Supply New Product-Market Combinations with Processors as Market Entry PointsBy linking farmers to food processors through clusters, it is possible to improve the sourcing of commodities and the sustainability of the agribusiness clusters at the same time. Component 1 focuses on partnerships between clusters and large Dutch multi-national companies that require specific strategies and collaboration mechanisms to enter or develop African markets. The sections below deal with local, national and regional companies that are already active in West African markets and seek to improve their sourcing of local agricultural products.

Identification of New Product-Market Combinations and Clusters with Participation of Medium/Large-Scale Agro-Food Private Sector in West Africa

n Identification of Medium/Large-Scale Regional or National Agro-Food Industries

In 2011 AAA-Bridge engaged in the inventory of medium- and large-scale national agro-industries in all seven intervention countries. Criteria used to identify enterprises that could build linkages with agribusiness clusters supported by the project are the following:

u Formal registration as an enterprise.

u Use of industrial equipment (vs. artisanal processes).

u Potential to link the company with farmers (vs. linkages with other industries).

u Interest of the management in collaborating with development projects and farmer organizations.

The methodology consisted of desk studies followed by field surveys and interviews of pre-selected companies.

In Benin, Burkina Faso and Ghana, previous industry directories (from IFDC and from the Chambers of Commerce) were used to pre-identify enterprises; this pre-selection was then updated and refined through visits and field surveys. The inventory has been completed in every country and ended in a short-list of 5 to 20 companies per country. Table 1 of Component 1 provides the list of all companies identified as new partners, including these medium/large-scale agro-industries.

The type of industry varies significantly from one country to the other (for example, there are mainly small artisanal units in Niger but professional food-processing companies in Nigeria). The number of small units

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Promasidor was founded in 1979 in Zimbabwe by a British entrepreneur. Although its headquarters moved to South Africa, it is still a family-owned company and its products are now sold in the majority of countries across the African continent. Promasidor manufactures, packs and distributes products in three fast-moving consumer goods categories – beverages, food enhancement and dairy. Promasidor Ghana commenced operations in 1999 and now operates in Burkina Faso, Côte d’Ivoire, Liberia, Sierra Leone and Togo.

Promasidor Ghana intends to launch a new soybean-based product similar to Sossi, a product that its sister company in Kenya launched successfully two years ago. Sossi is a pre-cooked textured soya protein made from soya flour. It is quick and easy to prepare as a replacement for meat/fish in a stew. Sossi contains 80 percent textured soya protein and 20 percent flavored seasoning powder.

Through a series of meetings and joint field visits to agribusiness clusters and value chain actors in Ghana (October 2011) and contacts with Togolese stakeholders, Promasidor and IFDC assessed the possibility for Promasidor to source its soybeans locally in West Africa. Bottlenecks and challenges in the highly competitive soybean value chain in West Africa were also discussed and solutions identified. While Promasidor is not interested in getting involved upstream in the value chain, it clearly offers a new market opportunity for farmers in Ghana and Togo and could play the role of lead firm for soybean (super) clusters. n

q The Promasidor CEO and AAA-Bridge staff discussing sourcing with a soybean aggregator in Northern Ghana.u Inset:Sossi,madefromsoyaflour,isquickandeasytoprepareformeals.

Promasidor – A Potential New Market for Soy-bean Producers in Ghana and Togo

BUSINESS FOCUS

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run by women (and womens’ organizations) to process commodities into local food products (dégué, foura, couscous, kilichi, etc.) has increased significantly in the Sahelian countries over the last few years. It is also striking that in countries like Niger, there are very few (if any) agro-companies processing the main commodities produced in the country (livestock, sesame, tiger nuts, cowpeas, onions): everything is sold in the country or exported to regional markets as raw products, without any value added. Nevertheless there are good prospects for linking more farmers to local agro-companies, mainly in Ghana and Nigeria. The text box on page 41 highlights a promising Ghanaian company.

n Identification of Needs of Selected Industries

AAA-Bridge identified the needs of selected agro-enterprises in its target countries. For instance in Mali alone, the needs of the 12 target companies amount to 83,000 mt of grains (rice, maize, wheat, fonio), cowpeas, fruits and vegetables. In Benin, selected agro-companies have a processing capacity of over 318,000 mt but were able to process only 52,900 mt (average over the last five years), due to the dearth of raw materials. Causes for the lack of products to process include: insufficient production level (e.g., soybeans, pineapple); side-selling to Nigerian or Asian spot-buyers; insufficient cash flow or difficulties access the credit to pay farmers; poor quality of commodities; and dearth of work force to harvest some products (such as cashews). Even in small countries like Togo, the local market represented by agro-processors is significant – selected companies have a processing capacity of over 45,000 mt of palm nuts, 40,000 mt of soybeans, 2,500 mt of grains and 1,000 mt of cassava.

Selected agro-industries also formulated specific needs in terms of quality, price, timing of delivery, etc. For instance AACE Foods, a start-up Nigerian food company that processes and packages fruits, vegetables and spices, was looking for local dried ginger with a specific color, moisture content (less than 9 percent), and absence of mold and contaminants/external materials (such as stones). AAA-Bridge compared these requirements to the product its ginger cluster at Kwoi (Kaduna State) could supply and discussed with cluster stakeholders what actions needed to be implemented to meet the processor’s requirements.

pSortinggingertubersinthefieldatharvest,Nigeria.

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t Quality dried ginger produced by the Kwoi ginger cluster in Nigeria.

q Cleaning and weighing of ginger to meet the demand of AACE Foods by cluster members (Kwoi, Nigeria).

t AACE Foods’ CEO visits a ginger farm member of the Kwoi ginger cluster, Nigeria.

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Overall there exists an important potential to expand current clusters (in size and number) and strengthen business linkages through partnerships with national and regional agro-companies. Institutional markets also should not be ignored, although they often pay suppliers with very long delays: in Ghana the Ghana School Feeding Program is currently one of the biggest markets for food crops, and plays an important role in serving base-of-the-pyramid (BoP) consumers.

n Formation of (Super) Clusters Around Selected Industries

AAA-Bridge started building soybean super-clusters in Benin, Ghana and Togo; there also exists a potential for super-clusters in Mali and Nigeria. Indeed, the demand for soybeans (oil, cake for animal feed, processed products) is booming in the region. In Benin, soybean clusters developed a soya value chain association (Sojagnon) that aims to strengthen the network of soybean stakeholders and develop PPPs in the value chain to meet the increasing soybean demand. AAA-Bridge assisted the association to develop a plan of action. In Ghana, most soybean processors source the commodity through an aggregator, who serves as a liaison between processors and smallholder farmers. The Savannah Farmers’ Marketing Company (SFMC – see opposite page) plays this aggregator role and was linked to three soybean clusters supported by AAA-Bridge. As SFMC cannot meet the quantity demanded by its customers, there is an opportunity to link it with additional soybean clusters. In Togo AAA-Bridge also connected three existing soybean clusters to a Togolese trader, Agrinova; this company supplies agro-processors in Togo, Benin, Ghana and Côte d’Ivoire and faces difficulties to source enough soybean to supply its customers. During a workshop in March 2011, Agrinova discussed with about 40 soybean value chain stakeholders the way forward to improve supply and build a sustainable soybean value chain in Togo. The creation of additional soybean clusters in new regions of Togo and the further expansion of the soybean clusters are planned under the 2SCALE project. Because access to improved soybean seeds has been identified as one of the main bottlenecks in the value chain, building a soybean seed cluster in northern Togo (where humidity is low) should be a priority.

Other nascent super-clusters include rice in Togo and sesame in Mali (through the DEBPEA and Kit/sesame projects).

In Nigeria, AAA-Bridge has successfully facilitated the linkage between the food processing company AACE Foods and the ginger cluster at Kwoi. Through facilitation meetings at Kwoi, at AACE Foods’ premises in Lagos and at IFDC offices, the project helped develop an action plan to increase the production of dry ginger root and link participating farmers to the food processor. AAA-Bridge facilitated training programs on quality

p Pineapple rejected because of their low quality, and accumulated at the back of a pineapple juice plant (IRA/Promofruit) in Benin.

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q Soybeans, groundnuts and sorghum from West Africa.

Savannah Farmers’ Marketing Company – Support to FBOs in Northern Ghana

BUSINESS FOCUS

Savannah Farmers’ Marketing Company (SFMC) was created during the Farmers’ Agricultural Production and Marketing project implemented by the Association of Church Development Projects (ACDEP), an NGO. The project was an attempt to solve the perennial marketing crises that confronted small-scale farmers.

Faith-based NGOs in the three regions of northern Ghana were involved in extension delivery to boost crop production. As productivity increased, farmers could not sell their produce. ACDEP, which is a network of about 40 faith-based development project stations in the North and supported by ICCO (a Dutch NGO), proposed to assist FBOs in marketing their products through a farmers’ marketing company.

SFMC was incorporated in June 2005 as a private limited liability company and started operations with three selected commodities: sorghum for Guinness Ghana Ltd. and Heineken; groundnuts for the secondary schools and extraction firms; and soybeans for extraction companies (cake for the poultry industry and oil for household cooking and the cosmetics and paint industries). Later, the

company added other crops, such as cashews and rice, to its portfolio.

When SFMC started, volumes aggregated from the mentored FBOs could not meet the expected product volumes nor could they make a profit. SFMC had to purchase products from other FBOs to meet the larger volumes required.

SFMC supports FBOs’ efforts to access credit based on purchase contracts. After harvest, the organizations aggregate their produce at designated communities for collection by SFMC. The FBOs are paid immediately for their production (into their bank accounts where the credit and interest are deducted) and farmers receive the residual income.

Today SFMC is the largest aggregator in northern Ghana of soybeans and groundnuts bought by processors for extraction of oil and cake. The company is fair-trade certified and exports cashews to the Netherlands. n

AAA Project Summary

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management and on the development of business plans (so the farmer cooperative could purchase such equipment as digital scales, solar dryers and root slicers), which led to signed contracts between AACE Foods and the Kwoi ginger cooperative (one ton in October, three mt in November and five mt in December). Both parties developed a long-term vision of their partnership and discussed corrective actions to be taken after each delivery (e.g., use of digital scales to weigh ginger bags at the cooperative). AACE Foods is enthusiastic about this partnership and is interested in developing the same approach with chili pepper, black pepper, garlic and soybean clusters.

Consolidate Lessons and Best Practices to Build Capacity of BSSsThe BSSs that strengthen the competitive edge of clusters and value chain participants are at the heart of CASE. BSSs, which can be public or private/for-profit or not-for-profit organizations, play a role and have responsibilities in four (partly overlapping) domains:

u Information and advice (e.g., market analyses, sector assessments, information on competitor strategies, other specific inputs for business and strategic planning).

u Brokering and networking (e.g., advice on potential business-to-business linkages, including proposals for, and facilitation of, cluster and value chain partnerships or alliances).

u Training and coaching to develop new competencies on technical or managerial matters.

u Facilitation of interactive learning processes to support the cluster and value chain. This includes trust building, joint analysis and problem-solving, design and implementation of action-research programs and initiating and monitoring of collective action.

Assessing BSSs on a regular basis, as well as consolidating and sharing their best practices are important to improve the performance of clusters and upgrade value chains.

p Peeling cassava at the Tori Bossito cassava cluster, Benin.

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t A cluster actor exhibiting fodder at the Kaya trade fair (Burkina Faso).

p Products exhibited by cluster actors at the JAAL fair in Ouagadougou, Burkina Faso.

t Improved labeling for honey after technical coaching from the Centre d’Appui aux Populations Locales en Auto-Développement (CAPLAD), a BSS in Togo.

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Revise and Publish Training Materials and a Manual on the CASE Approach

n Review and Consolidation of All Training Materials and Elaboration and Publication of Standardized Training Modules on Selected Topics

Partner BSSs and AAA-Bridge technical staff identified four priority topics for cluster and value chain development:

u CASE

u Farm management (farming as a business)

u Development of business plans

u Trade negotiation

From June to October 2011, the project organized a series of four regional workshops to develop training modules that can be used to train BSSs and cluster actors. Participants included IFDC technical staff as well as external resource persons (BSSs and others).

Training materials on farm management were harmonized into a module that helps technical advisory service providers conduct constructive exercises with farmers. When used correctly, the methodological guide allows for a deductive reasoning approach to improving farm operations. The accompanying lecture notes not only clarify concepts in agricultural production systems but also contain parameters and terminologies needed for successful planning, data collection and analysis of farm operations.

As a sequel to the above guide, another module harmonized the development of business plans by agricultural-based organizations. The methodological guide takes participants of the training through the necessary information needed, its analyses and presentation for a bankable business plan. The lecture notes on this topic prepared for technical service providers provide additional information on definitions, procedures, analyses and the development of business plans.

Whether farmers and other actors in agribusiness clusters recoup their investments in their respective ventures or not depends largely on the revenue generated from selling their produce. To get the right prices for their produce also depends on their negotiation skills. A module on negotiation skills was also harmonized into a methodological guide with accompanying lecture notes to aid technical support service providers in coaching agribusiness cluster actors in this field. Like the others, this module comes with practical exercises that allow the trainee to develop a sales plan taking into consideration several parameters of the market. The module includes looking for potential buyers; convincing them on quality, quantity, price and delivery time; contracting; and planning the delivery.

ICRA has started reviewing and harmonizing these modules, including the development of facilitators’ guides, exercises, reference documents and presentations. Once these modules are used in several and varied field settings and feedback is received, ICRA will support IFDC to further shape and refine the materials. The objective is to upgrade the modules into bilingual toolkits. These can then be used by 2SCALE coaches and trainers to facilitate tailor-made participative sessions adapted to their specific audiences (including in local languages).

n Review of All Working Methods and Production of an ‘Operational Manual for CASE Introduction and Promotion’

AAA-Bridge collected the numerous CASE training documents that BSSs and project staff had developed since the field introduction of CASE in 2006.

In close collaboration with the Malian DEBPEA project, AAA-Bridge organized a workshop to develop a comprehensive training module on CASE from June 20-July 1, 2011, in Niamey, Niger. Project staff and CASE trainers shared their training experiences, developed harmonized materials and training tools. Two trainers’

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toolkits (handbook, agenda, participants’ logbook, etc.) were developed for two target audiences – BSSs and cluster stakeholders.

The training manuals come with explanatory notes about CASE. They explain the three CASE pillars, the concepts of competition and coordination as well as the three values that CASE instills in practitioners. The notes also focus on values created along a value chain and ways to calculate margins.

n Production of CASE Book with Support of ICRA Staff

At the end of 2010 project staff attended a workshop in Grand Popo, Benin that was organized with ICRA to develop 1000s+ success stories, to be included in a CASE book, developed in collaboration with ICRA and the Technical Centre for Agricultural and Rural Cooperation (CTA). During the first semester of 2011 AAA-Bridge continued working on the book, which was split into two volumes. The first volume1 was finalized in both English and French versions and printed in early 2012.

The second volume of the CASE book2 illustrates, through examples, the approach explained in the first volume. It shares the experiences of 19 selected clusters from the seven countries the project worked in. Apart from the successes achieved in linking smallholder farmers to markets, the book discusses experiences in entrepreneurship; developing competitive strategies, new markets and institutional environments; the inclusion of vulnerable groups (youth and women); financing intermediation; etc.

The cases presented in this volume were prepared and discussed during the regional workshop in Benin. Thereafter, new drafts have been written through extensive exchanges between the field staff and the editors’ team. The second volume of the CASE book will be finalized during the first semester of 2012.

Based on capitalization workshops that were held in 2010 in Benin, Burkina Faso, Ghana and Mali, ICRA developed a booklet with 14 short personalized stories on entrepreneurship. The stories are written in a journalistic style that makes them quite accessible for a wide audience. The booklet also contains an intro-duction with cross-cutting comparisons between the stories. ICRA and IFDC will finalize the booklet in 2012.

1 Maatman, A., in collaboration with V.A. Clottey, A. Diallo, K. Djagni, I. Duniya, Y. Duplessis, K.O. Gyasi, M. Kabore, F. Keita, K. Kondo, A. Konlambigue, E. Kpogan, A. Nobre, U. Rudiger, and A.S. Traore (2012). Competitive Agricultural Systems and Enterprises (CASE): a grassroots approach to agribusiness development in Sub-Saharan Africa: Volume 1: Reference framework and early experi-ences. IFDC, Muscle Shoals, AL, USA. CTA, Wageningen, The Netherlands.

2 Maatman, A., V.A. Clottey, , A. Diallo and T. Defoer (Eds.) (2012). Competitive Agricultural Systems and Enterprises (CASE): a grassroots approach to agribusiness development in sub-Saharan Africa. Volume 2: Experiences and lessons from the ‘From Thou-sands to Millions’ project. IFDC, Muscle Shoals, AL, USA.

p Training in crop protection in local language (Mali).

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Moreover AAA-Bridge contracted a video production company (MOOV-ON) to produce a high-quality film on CASE, entitled ‘United through Markets.’ The film presents four examples of agribusiness clusters: rice and pepper clusters in Ghana; and yellow maize and soybean clusters in Togo. The video vignettes illustrate the experiences of entrepreneurial individuals in building small- to medium-scale businesses through new relationships with colleagues and cluster and value chain partners. At the end of the film, there is a fifth chapter with cross-cutting comparisons between the four cases. This 45-minute video complements the CASE books and short stories booklet and is available in both English and French.

The training manual, books and the video represent important outputs of the project that will be helpful to IFDC and its partners as they scale out the CASE approach.

Improve the M&E and BSS Selection Systems

n Review of Business Support Services

1. Upgrading of Existing Quality Assessment Tool

AAA-Bridge refined a questionnaire developed by the 1000s+ project to assess the performance of BSSs. This questionnaire covers the legal registration of the BSSs, competence areas, human and financial resources, experience in multi-stakeholder facilitation, accuracy of the accounting system, the presence and quality of technical progress reports and the collaboration with technical partners and donors other than IFDC.

The assessment methodology consists of a self-assessment by the BSSs, which is completed by cross-checking, financial auditing (see below) and final evaluation by project staff.

p A group works during a capitalization workshop.t Shooting a video in a cluster in Togo.q Students in Benin learn about CASE.

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2. Quality Assessment of BSSs

Most BSSs are NGOs (see text box), but other BSSs are consultancy firms and/or associations. Thanks to the BSSs’ annual reports and questionnaires, the team could better identify the areas of competence and capacity strengthening needs for each BSS.

In Ghana, a specific challenge was to get financial statements from BSSs. They required explicit mandates from their Board of Directors before they shared the statements. To overcome this difficulty, the project wrote official letters for the BSSs to share with their Board.

Project staff organized field visits to cross-check the information received from BSSs. AAA-Bridge staff scored each BSS and made recommendations relating to the partnership with each of them. In early 2012 the project also developed a form to profile each BSS and develop a directory of the best performing ones. This profiling work will be implemented at the beginning of the 2SCALE project. It is expected that the insertion of the profiles of the best BSSs into a directory accessible to donors and technical partners will represent an incentive for BSSs to perform better.

3. Financial Audit of Selected BSSs

Since 2006, the 1000s+ and AAA-Bridge projects sub-contracted over 226 BSSs. However, BSSs are not seen by IFDC just as sub-contractors but rather as key partners in the clusters; as such financial audits are an important exercise to help BSSs strengthen their capacity in financial management and thus provide cluster actors with better services.

AAA-Bridge organized financial audits of a sample of three to five BSSs in each country. In general, BSSs selected for these audits were either those with high amounts of grants, or those with high numbers of contracts (whatever the amount), or those that, at some point, raised some concerns among the project’s staff. Independent external auditors met with project staff and BSSs to assess the following points:

u Implementation rate of activities (target vs. achieved)

u Existence of a specific account for the project

u Regularity and fairness of accounts (accounting and financial procedures, procurement procedures, regularity of the accounting records)

pAfieldvisittotheBSSOrganizationforSustainableCommunityDevelopmentinNigeriatocross-checkinformationprovided in the self-assessment questionnaire.

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u Links between disbursements, activities and budget of the contractual agreement

u Documentation of disbursements

u Accuracy of financial reporting

u Management system for record-keeping, documentation and reporting on the use of financial resources provided by IFDC

u Compliance with IFDC’s contractual agreements

The auditors prepared a detailed audit report about each BSS, which was then shared with both IFDC and the BSS. The results vary significantly from one BSS to another; nonetheless the overall conclusion is that most planned activities were implemented, but few BSSs have a satisfactory financial management system in place. The most frequent issues raised include: the absence of a separate bank account for IFDC grants; the absence (or non-implementation) of a procedures manual; and weaknesses in the quality of receipts provided (for example, many BSSs that are government agencies could only provide photocopies of receipts as they were obliged to send the originals to their own administration). As a follow-up, IFDC amended the template of its grant agreement and made recommendations for each BSS that the 2SCALE team will integrate into its 2012 work plan to mitigate risks related to financial mismanagement by grantees and to strengthen the financial capacity of BSSs.

p Prime Initiatives was one of the BSSs visited to cross-check information provided in the self-assessment questionnaire (Nigeria).

Diversity in NGO-BSSsNGOs that served as BSSs in the AAA-Bridge project are very diverse. Some of them were headquartered in the intervention area, while others have their main office in the capital city with field staff scattered across the country. Some NGOs are well-equipped (cars, computers, etc.), have (numerous and well-educated) staff and (numerous) donors, are linked to regional or international networks, while others are much smaller (as few as just one staff member) – but sometimes performing as well as bigger NGOs.

The project observed that most NGOs have vague competency areas, such as ‘agriculture’ or ‘animal sciences’ – which is often a strategic choice, as it enables them to qualify for diverse funding opportunities.

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n Review of M&E System

1. Improvement of Current System: Priority-Setting on Indicators, Dual Strategy Information Gathering Focusing on Donor and Cluster Actors and Cluster Management

u Improvement of the Current M&E System. The project staff discussed having two distinct M&E systems with different goals and audiences:

� The first providing programmatic M&E to project learning and upward accountability to management and donors.

� The second providing entrepreneurial M&E to help professionalize the clusters, and thus address what the evaluators of the 1000s+ project called ‘downward accountability.’

For the entrepreneurial M&E system, the staff developed a five-staged indicator plan for the major actors and started testing it. These indicators will be adjusted and refined further to help cluster actors better monitor their businesses. The collaboration with BoP Inc. under 2SCALE will be enhanced to develop tools and methodologies to measure the impact of private sector interventions on the BoP.

u Improvement of the 1000s+/AAA-Bridge Database. The database developed under 1000s+ has considerably facilitated the monitoring of activities (data compilation and analysis), data control and the generation (timely availability) of data. In addition, it became easier for everyone to generate their own reports from the database. Results achieved can be generated by cluster, commodity, country or group of countries. To some extent, the database improved the ownership among the different staff and actors involved in M&E.

AAA-Bridge suggested improving the database in the following ways:

� Create an option to import at the same time names of several entrepreneurs and FBOs.� Extend the year of data capturing until 2016 or in a indefinite manner.� Amend Table 3 of the database so that cluster data can be generated per year in order to illustrate

progress.� For every table add a row to show the total.� Create a line item (‘Action Plans’) under the documentation option.� Consider extending the database to all IFDC NWAFD projects.� Change the database name.

These changes will be integrated at the start of the 2SCALE project, once the final indicators have been agreed upon.

u Training of M&E Facilitators. During the AAA-Bridge project, all 14 M&E facilitators were trained in the use of the database.

2. Simplification of Data Collection on Production, Yields, Cultivated Areas and Business Turnover

AAA-Bridge reduced from nine to five the Excel spreadsheets used to collect M&E data. It also simplified its spreadsheets by suppressing some of their content (data on households, non-members of FBOs, family man power costs related to business turn-over, quantity of organic matter used). This simplification was introduced following the review of the logical framework and the difficulties encountered to collect some data (family man power).

3. Adaptation of Current M&E System of 1000s+ to Logical Framework of the 2SCALE Project

Once the 2SCALE project is awarded, IFDC will further refine its M&E database and system based on: lessons learned from the implementation of the 1000s+ M&E system; recommendations from the external evaluation conducted in 2010; and DGIS comments on the 2SCALE project proposal. While developing the 2SCALE

u Diagram on challenges discussed during a capitalization workshop (Burkina Faso).

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proposal, IFDC suggested a conceptual framework and results chain, including a global overview of indicators, targets, means of measurement and assumptions. These elements need to be approved (or amendments suggested) by the donor before further modifications of the current M&E system are made.

The following principles will be followed during the implementation of the subsequent phase:

u Methodological rigor by using a comprehensive range of outcomes and outputs and by balancing credibility with practicality to achieve plausible attribution of project impact.

u Treatment of temporal dimension of results by: tracking clusters development overtime; tracking private sector contribution in agribusiness plans; and refining entry and exit criteria.

u Realistic approach to set targets by distinguishing between: direct and indirect results; and core objectives and learning objectives.

u Inclusion of qualitative tools by using: rapid appraisal methodologies; participants’ judgments; and conducting case studies.

u Assessment of PPP models by developing research in the field of partnerships in target countries.

u Learning by doing.

Therefore, three types of M&E activities will be carried out:

u An independently contracted baseline and impact evaluation.

u IFDC-led, real-time M&E activities for learning by project managers from IFDC and its donor(s).

u Cluster-led, real-time M&E activities for generating the operational, financial and market information needed to help BSSs and their partners improve clusters and value chain performance.

The performance monitoring and evaluation plan (PMEP) of the 2SCALE project will describe the first two M&E activities while the third one will be included in the cluster action plans.

Conduct Training for the BSSs, Project Staff and Others to Build Capacity

In 2011 capacity building programs organized and/or sponsored through grants by AAA-Bridge benefited 34,562 cluster actors and BSSs (21,851 men and 12,711 women) in the seven target countries.

p Training in forage production (Burkina Faso).

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n Technical and Organizational Strengthening of Cluster Actors and BSSs

1. Technical Training on Selected Topics (business plan development, lobbying, rural finance, production methods, hygiene in processing, etc.)

AAA-Bridge organized numerous training programs for the benefit of cluster actors and BSSs. The list below provides an overview of the variety of programs organized per topic:

u Business Plan Development: Ghana (36 actors and BSSs from different clusters); Nigeria (16 BSSs) and December (20 actors of the ginger cluster); Togo (five actors of the honey cluster) and December (14 actors of a soybean cluster and of a ginger cluster); Mali in collaboration with the DEBPEA project (50 cluster actors and 13 BSSs).

u Rural Finance for Managers of Agro-Input Shops: Mali (20 cluster partners).

u Set-Up of Agro-Input Shops: Mali (17 cluster actors and BSSs).

u Post-Harvest Practices and Food Safety/Hygiene: Benin (25 actors from different grain and pulse clusters); Nigeria (44 actors from the ginger cluster); Niger (25 actors from different grain clusters, and 80 actors from milk clusters who trained over 2,000 milk processors – mainly women).

p Good hygiene practices are key when processing milk into yogurt in Niger.

Cluster Approach Helps Improve Loan Repayment RatesFollowing IFDC’s facilitation workshop on loan reimbursement, Mr. Oudjery Yaafa, branch manager of the Banque Nationale de Développement Agricole (BNDA) in Sikasso, Mali, said “The organization of value chain stakeholders into agribusiness clusters helped strengthen their credibility and decrease the risk of financing them. Thanks to the facilitation and dialogue role played by IFDC in the management of unpaid loans, the trust came back. In addition, advocacy efforts also prompted the government to indemnify cluster actors who faced flood damages. The financing of new activities re-started and, to date, for the 2010 cropping season alone, over 99 percent of the loans already have been repaid.”

For the 2011/12 cropping season, Malian cluster actors contracted loans amounting to FCFA 850,000,000.

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t A demonstration in compost production during a training course facilitated by a BSS (Burkina Faso).

u Commercial Planning in an Agricultural Cooperative: Togo (19 actors of a maize cluster).

u Fertilizer Knowledge: Training (50 participants), input trade fairs (1,638 participants) and demonstration plots in Kaduna and Gombe States in collaboration with the MIR Plus project in Nigeria.

u Market Intelligence: In collaboration with the DEBPEA project in Mali (33 cluster participants). This training was followed by a review workshop to share experiences and discuss the market intelligence scheme in the sesame value chain.

u Agricultural Insurance: This topic was discussed during several meetings with cluster actors in Mali. In collaboration with DEBPEA, the project investigated ways to adapt and replicate an insurance scheme already proposed by the apex organization of Irish potato cooperatives. The projects also initiated discussions and signed an MoU with PlaNet Guarantee, a private company in micro-insurance (subsidiary of PlaNet Finance). The idea is to set up a pilot in Mali on maize, and 2SCALE could then roll-out this agricultural micro-insurance approach in the region (Benin and Burkina Faso being priority countries for this activity).

These training activities complete the capacity building programs implemented by BSSs in the framework of agribusiness cluster plans.

In Mali, AAA-Bridge and the DEBPEA project also conducted a study and then facilitated a workshop (February 2011) to improve the reimbursement rate of loans in the Sikasso region. Clusters of this region contracted loans for a total amount of FCFA 193,006,994. Because repayment rates have been as low as 25 percent, most financial institutions were reluctant to provide new loans to cluster actors for the 2011/12 season. IFDC facilitated a multi-stakeholder workshop to agree on a reimbursement plan, which was very successful – over 99 percent of the loans were repaid in 2011 (see text box on page 57).

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2. Organizational Strengthening of BSSs

The consultants IFDC contracted to audit 27 selected BSSs interacted with BSS staff and made recommendations for improving their financial management.

Following the business plan development programs, it became clear that cluster actors and BSSs lack knowledge in the basics of financial management; therefore, they are unable to develop solid business plans. Strengthening the capacities of cluster actors and BSSs in the basics of financial management will be a priority under the 2SCALE project in 2012.

In Ghana a specific ToT program on financial management took place in Bolgatanga in March 2011 with 22 BSS staff and cluster actors participating. The participants then trained executives of over 60 rice FBOs. In Nigeria, AAA-Bridge collaborated with the MIR Plus project to facilitate organizational strengthening workshops in Gombe and Kaduna states (50 participants).

3. CASE Training for New Actors in Cluster Development

The CASE approach was introduced by several members and informally discussed through most of the project’s capacity building and strategic/action planning programs.

Some formal CASE training programs were also organized – in Niger in February 2011, AAA-Bridge trained 32 actors of existing clusters. The course consisted of a CASE training for future trainers; every participant received a CASE guidebook that s/he can use for grassroots-level training in his/her own cluster. In November, 20 new cluster actors also benefited from a four-day CASE training. In Ghana 15 groups of cluster actors were trained over the course of the year.

Women’s Association Exports Cassava-Based Products to Europe and the USAFOGA is a village association in Agou, Plateaux region in Togo. Its members are mainly women. The association processes cassava into cassava-based products such as gari, tapioca and flour. The target market for gari and tapioca is the African diaspora in Europe and the United States of America. Cassava flour is a newer product which is being substituted for wheat flour more often in local bread production. The demand for these cassava products is booming.

To increase its production, FOGA plans to use processing equipment to press and grind cassava closer to farmer organizations, and to strengthen the technical skills of its members. This represents an interesting opportunity for the cluster to scale up, but will only be successful if cluster stakeholders address specific constraints faced by women and ensure equal access for women and men to opportunities and benefits in the value chain.

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t Grain farmers and traders benefitwhentheyunderstandtheproper use of insecticides, which can protect stored grain from insect damage.

q A fodder demonstration during a training course facilitated by BSSs (Burkina Faso).

t Attentive participants at a CASE training (Bunkurugu, Ghana).

t The company Alitech in Benin buys high-quality gari and exports it to France in an attractive package.

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n Training of Trainers

1. Gender Analysis in Value Chains

Many of AAA-Bridge’s clusters include women’s associations. Although some women’s associations are very active and able to produce agro-food for national, regional and even international markets (see text box on previous page), women most often face specific challenges integrating into agricultural value chains and linking with markets (e.g., to access market information and credit).

In early 2011 AAA-Bridge finalized a handbook on gender analysis in agricultural value chains. This document primarily targets BSSs to improve their capacity in incorporating gender considerations in their services to clusters.

In Niger in September, the project organized a two-day workshop on gender analysis in value chains; participants included members of the steering committee, CASE trainers, M&E facilitators and project staff. In Ghana all the clusters received training in gender consideration – the project organized a ToT in April with 35 BSS representatives as participants. The ToT program included role-playing and discussions on gender-balanced income management in rural households.

p The ‘Circle of Competence’ discussed during CASE training programs.

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2. Gender-Balanced Income Management in Rural Households

As indicated in the previous section, the topic of gender-balanced income management in rural households was usually integrated into programs dealing with gender analysis in value chains. The project developed a training module and trained 35 BSS representatives in Ghana and 55 cluster actors in Benin and Togo.

3. Rural Finance

ToT courses were combined with training programs in rural finance and business plan development for BSSs and cluster actors, as described above. In most cases BSS representatives and cluster actors not only apply their newly acquired knowledge and skills to the cluster they are part of, but also replicate the training with other BSS staff or value chain stakeholders.

4. ISFM

ISFM courses in Togo (April 19-22) and Mali (May 3-7) gathered new participants who participated for the first time in an ISFM training. They received information on the ISFM approach, its constraints and its potential, on participative planning and on the development of site- and crop-specific fertilizer recommendations. As an

exercise, each participant developed a draft ISFM action plan and provided feedback to his/her colleagues.

AAA-Bridge also facilitated five national workshops to follow the ToT programs 1000s+ had organized in 2010. Participation was as follows: 23 participants in Nigeria; 19 in Ghana; 23 in Mali; 21 in Burkina Faso; and 23 in Niger. The objective of the workshops was to strengthen the capacity of participants by sharing their experiences since the 2010 training, discussing lessons learned and improving their ISFM action plans. Overall and compared to 2010, the participants improved their skills in implementing ISFM options, but some areas remain to be improved (see text box).

The project also initiated Urea Deep Placement (UDP) trials on rice with 67 farmers in Benin (see results in Figure 2) and continued its demonstrations at the cluster-level in Burkina Faso, Mali, Niger and Ghana in collaboration with the MIR Plus and International Fertilizer Industry Association (IFA) projects. In all countries the technology looks promising and will be promoted further on a large scale in rice production areas, in close partnership with cluster actors, extension services and ministries.

Main Constraints Observed in Implementation of ISFM PracticesThrough its Participatory Learning and Action Research follow-up programs applied to ISFM (PLAR-ISFM), IFDC observed that most participants faced the following key issues in implementing ISFM:

uDifficulties linking the results of the diagnostic to the action plan.

uDifficulties identifying the most appropriate ISFM technologies/practices needed in order to set up demonstration plots.

uDifficulties conducting demonstration plots with enough rigor (scientific methodology) to allow an out-scaling.

uLack of appropriate site- and plant-specific fertilizer formulae and rates.

uPoor monitoring of ISFM activities by the BSSs due to their own weaknesses in the management of ISFM practices.

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pThesecretaryofawomen’sassociationthatproducessesame,commentingonlessonslearnedthroughfarmerfieldschools (Kouro Barrage, Mali).

u Drying peppers (Ghana).

Figure 2. Paddy Rice Yield of Three Rice Varieties Tested Under Conventional Farmer Practices, and UDP Practices (Koussin-Lélé, southeast Benin).

At the end of 2011 and in January-February 2012 AAA-Bridge initiated the formation of ‘granule clusters’ in Benin, Burkina Faso and Mali. These clusters link rice farmer cooperatives interested in the UDP technology with distributors of urea supergranules (USG) and hand injectors, and the latter to manufacturers of briquette equipment, financial institutions and prilled urea suppliers (see text box on next page).

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pFarmers’fielddayatUDPdemonstration plots in Benin.

u Farmers’fielddayatUDPdemonstration plots in Benin.

q Demonstration of a briquette machine, Benin.

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Outlook: Disseminating UDP TechnologyMany agricultural development projects and public-sector agencies are very enthusiastic about UDP technology, and want to promote it as a way to contribute to the ambitious rice production targets set by most West African governments. For example in Benin, the Projet d’Appui à la Filière Riz (PAFIRIZ) and the Cellule Bas-Fonds of the Ministry of Agriculture proposed to organize and finance a workshop with the national rice value chain organization (CCR-B) to discuss the results and identify steps to disseminate the technology.

The private sector can also play a key role in UDP dissemination. In Benin in December 2011, IFDC organized a workshop that included a demonstration on how to manufacture USG. The workshop gathered representatives of 12 private sector actors interested in the development of business ideas related to USG. At the end of the workshop the participants mapped a potential ‘granule cluster’ and discussed the way forward to create such a cluster. Similar activities were conducted in Mali and Burkina Faso.

p Rice production training in Niéna, Mali.

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5. Marketing

Although no specific ToT course in marketing was organized, capacity was built through cluster activities. For instance in Ghana five soybean clusters supply SFMC, the main commodity aggregator in northern Ghana. SFMC provides training to FBOs in the clusters at the inception of the rainy season, as a reminder of the quality requirements of the industry that buys the soybean crops (e.g., emphasis on the need to remove debris for easier processing through threshing on cement floors and/or tarpaulins). At these meetings communication of intent to purchase/supply for the year is made by all parties and a ceiling price for the year is negotiated.

n Training of Staff

1. Project Management

IFDC organized a training course in project management for its staff, including AAA-Bridge agribusiness advisors in Accra (January 31-February 10, 2011) and in Lomé (February 20-March 3, 2011). The training included topics such as project cycle, planning tools, monitoring tools, institutional and organizational analysis, roles of managers and conflict resolution. Participants indicated that the training was useful and provided them with numerous skills and tools to use in the field with BSSs, clusters and project colleagues.

2. CAADP Value Chains

The Benin agribusiness advisor attended a five-day ToT workshop for Comprehensive Africa Agriculture Development Program (CAADP) value chain experts, organized by New Partnership for Africa’s Development (NEPAD) and the Conference of Ministers of Agriculture of West and Central Africa (CMA/AOC) and facilitated by GIZ in November in Benin. The objective was to establish a wider base of African experts to help countries implement their CAADP plans with regard to agribusiness and upgrading value chains. The agribusiness advisor and the project benefitted from the training through refresher sessions on methods and tools in value chain development, mainly based on GIZ’s experience (www.valuelinks.org). The relationship among value chain development, CAADP and national agricultural investment plans was also emphasized.

3. Working Methods

Members of steering committees were updated on: key conclusions and recommendations of the external 1000s+ project evaluation; results of the cluster assessment; and the AAA-Bridge plan of action for 2011.

p Above and at right: IFDC staff during the project management course, Ghana.

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In addition, AAA-Bridge and DEBPEA co-organized a workshop to refine the methodology and tools used by business champions to develop a cluster’s first action plan. The workshop was facilitated by ICRA and involved BSSs and future cluster actors. Once the business idea is selected by the project, the business champion faces several constraints:

u The time available to develop the first cluster action plan is limited.

u All cluster stakeholders are not yet identified or mobilized, and most often only the business champion and the BSS are involved at this stage.

u Very little information on the commodity value chain is available.

u With support from BSSs and cluster actors, the project simplified the diagnostic questionnaire to ensure that it does not represent a barrier to business champions. The project also developed a diagnosis-workshop module (see text box). The diagnostic procedure and the draft module were developed and tested during the workshop. Thereafter, ICRA further conceptualized and worked out the module.

In early 2012 agribusiness advisors and other project staff worked together to improve procedures and tools used in 2011. The objective was to have a set of operational methods and tools ready for the start of the 2SCALE project. Working methods that were improved include the assessment of BSSs and clusters, the multi-year strategic plan template, the preparation of grants, internal reporting and exchange of information.

4. Improved Tools

Project staff benefited from capacity-strengthening activities during staff meetings organized during the first semester of 2011. As indicated in previous sections, tools and methodologies to assess clusters and BSSs, and to develop exit strategies, phasing-out plans and multi-year strategic plans were discussed, fine-tuned and validated during these workshops. Tools and methodologies were developed in an iterative and participative

The Five Steps to Conduct a Diagnosis of the Business Idea1. Presentation of the business idea.

2. Analysis of the current situation (product, market, actors).

3. Description of the situation targeted on the medium term.

4. Identification of gaps to be filled.

5. Re-phrasing of the business idea and ranking of actions by priority.

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way – tests by a restricted team were followed by discussions among all staff, proposals for corrective actions and harmonization of processes. Tools were further refined in early 2012. They remain dynamic items that project staff will continue improving whenever needed.

n Study Tours for Cluster Actors and Steering Committee Members

AAA-Bridge sponsored three members of ATTPA, the Togolese association of processing enterprises – also cluster actors – to travel to the central and northern regions of Togo. The objectives of this study tour were to promote the association, identify new small- and medium-scale processors in those regions and identify distribution channels and opportunities to sell their processed products in new areas.

In January 2011, the project also sponsored members of the pepper cluster in Ghana to visit potential vegetable markets in Ouagadougou, where dried pepper and other vegetables are exported from March to July.

In November 2011, the Benin steering committee members visited their counterparts in Togo. They discussed specific experiences in the pineapple and soybean value chains, which are developing well in both countries. The delegation also participated in the ECOWAS international fair that was held at the same time in Lomé. In other countries members of steering committees also benefited from field visits and exchanges with cluster actors (see photos).

In January and February 2012 AAA-Bridge planned a study tour for Burkina Fresh, an agro-company in Burkina Faso (which benefited from a PSI support) to visit pineapple producers in Benin. The objective of the proposed visit is to study the feasibility of exporting fresh pineapple from Benin to Burkina Faso, and to store these products in Burkina Fresh’s cold storage facilities until the pineapples are sold. Until now, pineapples are exported in an informal way (hanging on the sides of trucks, and once they arrive at Ouagadougou they are sold in a hurry at a low price before they rot). The study tour is planned at the start of the 2SCALE project.

n Training of Students

Through CASE classes for university-level students who will work in international organizations, NGOs or as civil servants, IFDC sought to disseminate information about CASE and its tools to develop sustainable agricultural value chains.

CASE trainers and project staff facilitated a training course on CASE for 20 students (MSc in agronomy) and two professors at Parakou University in Benin (May 24-27, 2011).

p Members of the steering committee visiting women processors of the groundnut cluster at Pampaida, Nigeria.

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t The leader of the processors addresses members of the national steering committee (Nigeria).

q Women demonstrating the use of the extraction machine (Nigeria).

t Women processors and traders participating in a pepper demonstration at Tamale, Ghana.

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A similar training course was conducted in July 2011 at the Koudougou University in Burkina Faso with over 100 students and professors in attendance. Participants learned about CASE through two interactive sessions of two days each.

In Ghana the CASE approach is integrated into courses in the agribusiness department of two universities (University for Development Studies [UDS] and Methodist University College of Ghana [MUCG]). Dr. Richard Yeboah and Joseph Nketiah, who are members of the national capacity-strengthening team, as well as project staff, facilitated the courses. A total of 498 students of the two universities received information on CASE either through introductory lecture or as a liberal course of study. These classes were conducted during February to May 2011. Overall, the CASE training modules were very well-received (based on oral feedback, thank you

letters).

In most countries, AAA-Bridge completed this formal promotion of CASE by coaching students during their internships. AAA- Bridge coached 15 students in five countries.

In Benin, a team of four ICRA course participants conducted a study on the competitiveness of organic pineapple from Benin on the global market. The study identified market opportunities for processed organic pineapple (see text box), but also pointed out many constraints – this value chain is not yet functional because there is no specific connection between the producers and the export traders, and the product is not clearly identified (packaging). IFDC is using this study, as well as the experience of pineapple clusters in Togo (see center photo on next page), to identify options to scale-up pineapple clusters in Benin.

In Togo, two students conducted studies in agronomy that ended in early 2012:

u One student studied the impact of phosphate rock on soybean yield. In Togo AAA-Bridge has three large soybean clusters with promising markets. Nevertheless, the average

p Students at Koudougou University, Burkina Faso, pose for a photo.u A Setrapal worker adds a tray of sliced pineapple to the drying cabinet (Togo).

Potential Market for Organic Dried Pineapple in BeninThe work of students coached by AAA-Bridge highlighted the following potential for the pineapple value chain: To produce 1 kg of dried pineapple, 26 kg of fresh pineapple are needed. Benin has the potential to produce 3,600 mt of fresh organic pineapple in its main production area (Allada), which would represent about 138 mt of dried organic pineapple. Based on export market prices in 2011, this corresponds to a turnover of about FCFA 849 million and a net margin of FCFA 77.2 million.

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yield is still very low (between 1.2 and 1.6 t/ha). Phosphate rock is a natural resource in Togo and available in large quantities; however, most of the production is exported. The study will show whether the use of phosphate rock by soybean farmers is a viable technical option.

u The second student worked on the yellow maize cluster. Since 2007, IFDC projects have been supporting the yellow maize value chain for egg production. Unfortunately this promising cluster suffers every year from a badly organized maize distribution channel and delayed payment by poultry farmers. The student’s task is to analyze these constraints in detail and develop suggestions to overcome them and improve the overall cluster performance.

In Niger a student has been working since May 2011 to adapt CASE for cash crops (groundnuts, sesame and tiger nuts). Another student focuses on improved practices in vegetable production (onions, tomatoes, Irish potatoes, cabbage, rice).

In Burkina Faso the project supported a team of four ICRA course participants. They worked with the onion cluster at Korsimoro. Over a period of six weeks they studied the process in order to develop a cluster strategic plan, and their work was very helpful to the cluster in developing its multi-year plan. The team began by a participative assessment of the different stages of the value chain. Doing this, it became clear that several actors had not yet taken their ‘real’ place in the cluster although they were crucial in the value chain. These were mainly local brokers and large farmers who were not members of the FBO. The fieldwork not only related to the development of the multi-year plan (which was specifically mentioned in the terms of reference [ToRs]),

p MSc students doing an exercise involving CASE (Parakou University, Benin).

u Setrapal dries pineapple slices for export to Swiss and Italian markets (Togo).

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but improvements in stakeholders’ involvement were also promoted, which would further guarantee the relevance of the cluster action plan.

In addition, in Burkina Faso AAA-Bridge coached an intern on his master’s thesis (impact of the creation of an agribusiness cluster on cowpea production at Koubri).

Finally, in Mali the project coached two students, one who worked on the potential environmental impact of cluster activities, the other on market contracts signed by professional organizations that are members of clusters supported by DEBPEA.

n Identification of Training Institutions Interested in Future Collaboration Under 2SCALE

ICRA prepared a list of relevant training institutions that would be useful in future collaborations. Research was conducted on the Internet and through contacts with ICRA alumni, cluster advisors and other professional contacts. ICRA will finalize the list in 2012. It will include both regional and international training institutions covering domains of relevance for agribusiness development and facilitation of change processes, and training programs offered.

p Dried yellow maize ready to be processed into poultry feed (Togo).

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Review and Improve AISSA Website and Network and Information-Sharing on Case Studies

n Capitalization of CASE Experiences Through the AISSA Network

1. Capitalization Workshops

Capitalization workshops were held in all of the seven countries, with 85 cluster participants. The primary aim was to create a forum for representatives of the actor groups of the selected clusters to visualize the progress they have made working together and appreciate what has to be improved in future deliberations based on lessons learned from their past actions. The workshops also allowed actors of different clusters to share their experiences. Another objective was to share the capitalization methodology with cluster actors, thus empowering them to repeat the exercise within their own clusters. This will help them embark on a process of continuous improvement of their cluster activities.

In all, 28 cluster short stories reflecting on achievements, lessons learned and future plans were written from these capitalization workshops (see two examples in Annex 3). Two of these fact sheets came from groups of CASE trainers while the rest are from cluster members.

In addition, AAA-Bridge developed profiles for each cluster developed under the 1000s+ project. Each profile displays information on the geographical and physical location of the cluster; contacts of the BSS providers of the cluster; the commodity and products the actors deal in; the alliances among the cluster actors; the production volumes they have attained; competencies that exist and their needs for the future; the cluster strategy and its main successes. These profiles provide an overview of what the clusters are doing and where they are operating. By the end of February 2012, 120 profiles were developed and validated. AAA-Bridge staff members have already started using these profiles to attract new partners (processors, traders, etc.).

2. Animation of AISSA Website (web manager, blogs)

Eight articles were posted on the Agricultural Intensification in Sub-Saharan Africa (AISSA) website. The stories came primarily from Benin, Burkina Faso, Togo and Nigeria. A blog on gender and value chains was created to communicate related stories.

p Poultry at a farm using maize-based feed (Togo).

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Nevertheless, during the second semester 2011 AAA-Bridge decided to shut down the AISSA website because it did not achieve its objectives in terms of sharing experiences among CASE practitioners. Other communication channels and options will be pursued under the 2SCALE project.

n CASE Promotion

1. Communication of Results Through Mass Media

The CASE approach was covered by journalists who attended the Agricultural Enterprise Workshop organized by the Consortium des organisations paysannes (COP) du Niger and Programme d’appui à la promotion de l’entrepreneuriat agricole in Niamey on February 23-24, 2011. A report on the workshop titled Rapport de l’atelier d’information et de formation sur l’entreprenariat agricole can be accessed through the Internet.

In March, KIT and SNV published an article entitled Le développement des chaînes de valeur au Mali : Aperçu des différentes approches présentées au sein d’Alliance pour l’Apprentissage au Mali. It reflects on some practical gains made in Mali as well as in Burkina Faso through the use of CASE.

In 2012 IFDC will use the two-volume CASE book, the short stories booklet and the video that were produced under AAA-Bridge to highlight results of CASE to different audiences, including donors and technical partners, policy decision makers, cluster and value chain stakeholders and IFDC staff. The video will be shown on national and regional TV stations.

2. Strengthening of Grassroots-Level ‘Learning Centers’

Learning centers established earlier remained functional. For example, activities carried out in Ghana were the publication of posters/video CDs of best practices for cashews, soybeans and maize. These were distributed to the producers’ organizations and copies kept at the learning centers at the community level. The CDs are played at the learning centers to accelerate the adoption of good agricultural practices. In May, the research station demonstrated how to clone cashews to improve their variety and yield.

3. Strengthening Contacts with Universities and Training Institutes

In Ghana the two partnering universities (UDS and MUCG) institutionalized the CASE approach into the curriculum of their agribusiness departments. CASE is also incorporated into a liberal arts course for first-year students.

On February 9, 2011, IFDC/AAA-Bridge met with managers of the University of Ouagadougou (Unité de Formation et de Recherche en Sciences Economiques et de Gestion) in Burkina Faso to discuss further opportunities for the partnership established between 1000s+ and the University. AAA-Bridge agreed to collaborate with Ouagadougou University to establish a new international master curriculum in agricultural innovation (Master Agrinovia). Project staff contributed to the development and facilitation of three modules (roles of actors and organizations in innovation; development and management of partnerships; development of a value chain). In January 2012 three Agrinovia students started four-month internships with IFDC, under the coaching of AAA-Bridge’s cluster advisor.

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The linkage between the project and the University of Ouagadougou was taken to another level when the University of Koudougou (Burkina Faso) also joined this partnership to promote CASE. In early July, 100 final-year students of the Department of Agricultural and Environmental Economy and six of their lecturers underwent a four-day CASE training session. The training was organized by the project staff. One of the lecturers at the University of Koudougou (who trained as a CASE facilitator), is facilitating the integration of the subject matter into the department curriculum. A report on the training session was featured in the educational column of the 7,919th edition of the “L’Observateur Paalga” – a popular newspaper in Burkina Faso. Following the training, two groups of students developed agribusiness ideas (in poultry and in horticulture with drip irrigation). They received advice from the AAA-Bridge cluster advisor as well as from an IFAD representative to fine-tune their ideas.

4. Introductory Case Training for Policymakers, Extension Services, PO Leaders, NGOs and Development Programs

During the first semester of 2011, the project team in Benin trained three CeCPA officers and 12 project managers in CASE. In Niger, AAA-Bridge organized a training course for 30 partners (representing value chain organizations, FBOs, etc.) and staff of the project Appui à la Promotion de l’Entreprenariat Agricole (APEA), supported by AgriProFocus Niger. The objective was to promote CASE and build capacity of APEA in rural entrepreneurship. In Ghana, training sessions were organized in Wenchi and Tain districts for 56 Ministry of Food and Agriculture staff.

Highlights on Project PerformanceThe tables below recap the AAA-Bridge project’s performance indicator targets related to this component:


u Drop the bottom 15 percent of clusters and graduate the top 15 percent

u Bottom 14 percent of clusters phased out

u Top 18 percent of clusters graduated

p A warehouse used by soybean cluster actors (Zogbodomey, Benin).u The BECEC manager demonstrating how to process pineapple into fresh juice (Togo).

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AAA-Bridge met its target. In 2011 the project phased out 32 percent of its clusters, as follows:

u 31 bottom clusters (14 percent) that were not motivated enough.

u 38 top clusters (18 percent) that performed very well and were motivated enough to continue without further support from IFDC.


Revised multi-year agribusiness plans for the 70 percent of remaining clusters with exit strategies

u Multi-year agribusiness plans developed by 27 percent of all clusters

AAA-Bridge did not meet this target. The total number of multi-year cluster strategic plans developed with support from the project was 59 (27 percent of all clusters), consisting of: Benin (3); Burkina Faso (9); Ghana (13); Mali (5); Niger (9); Nigeria (5); and Togo (15). In addition, in Ghana two potential new clusters selected by the Steering Committee (groundnuts and guinea fowl) drafted their three-year strategic plans. There are two main reasons that explain this gap with the target:

u Because the multi-year strategic planning process was new to project staff, BSSs and cluster actors, a methodology and tools first had to be developed and tested. The project decided to test the process with a restricted number of clusters, to draw lessons learned and refine the process before rolling it out.

u Some countries faced delays in developing strategic plans. In Mali the classification of clusters was delayed due to investigations by the steering committee on cluster classification. In Ghana and Nigeria BSSs had difficulties understanding the new process. As a result, in these countries the multi-year planning process started late in 2011.


Continued progress by the remaining 70 percent of clusters

u Cluster activities implemented by 67 percent of all clusters

AAA-Bridge effectively met its target. Among the 148 remaining clusters that were not phased-out in 2011, 146 (67 percent of the initial total number of clusters) developed an annual action plan for 2011 and received grants from the project to implement cluster activities. All BSSs were assessed (technical audits, and for some clusters, financial audits) and the project monitored cluster performance through announced and unannounced field visits.


New technologies introduced u ISFM promoted in all countries and on several crops

u UDP demonstrated and disseminated in all countries except Togo

u ‘Warrantage’ and warehouse receipt systems introduced in Mali

u Many new practices introduced through cluster activities (e.g., hygiene practices on ginger in Nigeria)

Although the target was not precise, AAA-Bridge succeeded in introducing new technologies (e.g., ISFM, UDP, safe handling of pesticides) in clusters, primarily at the production level, but also downstream the value chain (e.g., storage practices, processing).

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During the year and as a result of market linkages, over 450,000 farmers in 175 clusters in seven West African countries will increase:

u productivity by an additional 30 percent

u incomes by 20 percent

u Over 380,000 farm households involved in 148 supported clusters in seven West African countries

u Productivity increased by 41 percent

u Incomes increased by 126 percent

AAA-Bridge partially met this indicator target. The number of farm households directly involved in cluster activities is estimated to be higher than 380,000, less than the 450,000 farmer target. At the time this report was written, 332,416 householders were identified in 129 clusters, and data were still being collected and analyzed for 19 additional clusters. However, crop productivity increased on average by 41 percent, which is higher than the target (30 percent) but lower than the increase observed in 2010, mainly because the 2011 rains were insufficient in most Sahelian areas. The productivity increase can be explained by the extensive use of better production practices (such as ISFM, use of improved seeds and UDP). Incomes increased on average by 126 percent, which is explained primarily by higher market prices in 2011 (which is related to food shortage in many areas). However, the increase in incomes is also explained by farmers’ increased ability to calculate their margins and to negotiate with buyers – in other words, to conduct farming as a business.


At least two new competitive opportunities with high potential per country identified for cluster-supported product-market combinations

u On average nine new competitive opportunities with high potential per country (seven) identified for cluster-supported product-market combinations

AAA-Bridge exceeded the indicator target. As can be seen in Table 1, for the seven West African countries, 67 product-market combinations were identified. One market or company can reflect multiple products and vice versa. Only a few products are new (e.g., sunflowers in Mali and/or garlic in Nigeria), as most product-market combinations relate to a value chain in which 1000s+ and AAA-Bridge were already active; but most agro-companies are new potential partners.

p Farmers count maize cobs to compare yields at a fertilizer demonstration plot (Togo).

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Initial stage is set for launching market-driven clusters centered on 12 new value chains under the 2SCALE project

u A total of 37 commodities included in AAA-Bridge’s portfolio in West Africa

u Five new value chains planned under 2SCALE

In West Africa, among the 37 existing value chains supported by AAA-Bridge, 2SCALE will focus on the most promising ones (e.g., soybeans, yellow maize, peppers, dairy) and phase out the ones with the least potential for scaling-up (e.g., catfish, spirulina). Clusters around five new commodities are planned to be created under 2SCALE.


Project is poised to support over 10,000 farmers and link them to markets in 2012

u Over 380,000 farmer households involved in AAA-Bridge activities in West Africa

AAA-Bridge met the indicator target. In West Africa the number of farmer households directly involved in cluster activities is already much higher than the target: the total number is estimated to be higher than 380,000. At the time this report was written, 332,416 householders were identified in 129 clusters, and data were still being collected and analyzed for 19 additional clusters. The number of farmers will decrease when some existing clusters are phased out in 2012, but that decrease is expected to be compensated for by additional farmers joining existing clusters being expanded and new clusters being created.


Training modules and CASE manual produced in English and French

u Four training modules developed in French

u CASE book volume I published in English and finalized in French

u CASE book volume II drafted in English

u 45-minute video on cluster development produced in French and English

AAA-Bridge met the indicator target. Four training modules were developed (in French) and have been reviewed by ICRA: CASE; farm management; development of business plans; and trade negotiation. The first volume of a book on CASE has been published in English and its French translation finalized (publication planned in April 2012). The second volume of the book has been drafted and will be finalized during the first semester of 2012. In addition, AAA-Bridge produced a 45-minute video on cluster development, in both French and English, which will also be used as a capacity building tool.


M&E system improved and understood by staff u M&E system and database improved and data collection simplified

u 14 M&E facilitators trained in the use of the M&E web database

AAA-Bridge met the indicator target. The M&E system was simplified (five data collection sheets instead of nine), and changes to improve the database and adapt it to 2SCALE were identified. In each of the seven countries, the project trained its M&E facilitators.

t An exercise on competitiveness and coordination during a CASE training course (Mali).

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Over 300 BSS staff receive additional training on CASE and business plans

u 34,562 BSSs and cluster actors trained in several topics, including CASE, business planning, gender analysis in value chain, ISFM, UDP, food safety and hygiene

u Project staff trained in project management and the use of improved tools

u Dozens of students trained in CASE

AAA-Bridge exceeded the indicator target. In 2011 the project organized and/or sponsored through grants training programs for the benefit of 34,562 BSSs and cluster actors (21,851 men and 12,711 women): 7,411 participants in Benin (4,008 men and 3,403 women); 1,168 participants in Burkina Faso (818 men and 350 women); 5,648 participants in Ghana (4,252 men and 1,396 women); 9,168 participants in Mali (5,987 men and 3,181 women); 2,431 participants in Niger (1,142 men and 1,289 women); 6,166 participants in Nigeria (3,762 men and 2,404 women); and 2,570 participants in Togo (1,882 men and 688 women). Participants included cluster actors (farmers, processors, traders) and BSS staff. Students and project staff also benefited from training programs.


A system of communication and information-sharing among BSSs is operational

u Capitalization workshops organized in the seven target countries with 85 cluster participants

AAA-Bridge partly met the indicator target. Although the AISSA website was not as active as envisioned, BSSs and cluster actors were able to share experiences and information during capitalization workshops organized in each country.

pDemonstrationofbestharvestingpracticeinapotatofield(Mali).

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Training materials available for all 12 countries and in use for BSSs and others

u CASE book volume I, video on cluster development and four training modules available

AAA-Bridge partly met the indicator target. The project developed the above-mentioned training materials, in English and/or French, but as these were finalized in late 2011/early 2012, they could not be used by cluster actors for capacity building activities during the 2011 cropping season. They will be disseminated and used during 2012 and onwards.


M&E system tested, approved by DGIS and ready for the 2SCALE project

u Recommendations for the 2SCALE M&E system developed

AAA-Bridge partly met the indicator target. IFDC analyzed the 1000s+/AAA-Bridge M&E system and recommended the development of two systems under 2SCALE: a ‘Programmatic M&E’ for project learning and upward accountability to management and donors, and an ‘Entrepreneurial M&E’ to help professionalize the clusters (‘downward accountability’). The 2SCALE proposal includes a logframe. It was decided to develop a detailed performance M&E plan as soon as 2SCALE starts; the new approach will be tested under 2SCALE.


Capacity and effectiveness of BSSs improved and they are more sustainable and linked in an Internet network

u BSSs assessed and scored

AAA-Bridge partly met the indicator target. The project assessed each BSS and scored them according to a set of criteria. In total, 33 BSSs were also audited on their financial management. The project made recommendations for its collaboration with each BSS. It was the first year IFDC scored the BSSs, therefore it is difficult to measure how much they improved; however, financial auditors highlighted the fact that audited BSSs improved their financial management year over year. With the closure of the AISSA website, BSSs are not linked through a project-led Internet network. n

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Component 3: Lay Foundation for Agribusiness Cluster Development in East and Southern Africa

Appraise Potential Markets, Crops and Cluster Opportunities in East and Southern Africa in Conjunction with the Effort in Component 1 and Other Projects and Partners in the Region

Appraisal Missions in Ethiopia, Kenya, Mozambique, South Sudan, Tanzania, Uganda and Zambia

Appraisal missions were conducted following rapid or pre-appraisal visits and/or information collected in synergy with parallel IFDC projects. Pre-appraisals were conducted by IFDC staff in Ethiopia, Kenya, Mozambique, South Sudan, Tanzania and Uganda.

pAfieldvisittoacassava-growingareafarmers’organizationinMozambique.t Cassava cake is packed into bags by workers at a DADTCO trial processing site in Mozambique.

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n Develop ToR and Identification of National Consultants. Work with PicoTeam to Develop a Communication and Reporting Strategy for the Validation Workshops at the End of the Appraisal Missions

A master ToR was developed and tailored to five appraisals as follows:

1. Selected commodity chains in Uganda, for which a national consultant was identified.

2. On the paddy and upland rice sectors in Kenya, Mozambique and Uganda for which an international consultant was identified.

3. Selected commodity chains in Kenya, for which two national consultants were identified.

4. Selected commodities in Mozambique for which a national and an international consultant were identified.

5. Selected commodities in Ethiopia for which a national consultant was identified.

A communications and reporting strategy for the validation workshops at the end of the appraisal missions was incorporated into the ToRs using the Project Cycle Management and Logframe approach. Because the 2SCALE project had not yet been approved, the consultants recommended that the workshops not take place. Appraisal missions were therefore structured to only reach the stage of a SWOT analysis, proposed interventions and partners.

n One-Week Work Session in Nairobi to Discuss ToR, Methodology and Partnerships

Consultants were introduced to CASE during individual encounters with IFDC staff. The CASE handbook and ToR were also shared for their review and feedback.

p Rudimentary on-farm irrigation along the Nile River is depicted (South Sudan).

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For the new nation of South Sudan, no consultant was identified due to time and budget restrictions. Appraisal-related information was, however, obtained from two IFDC parallel projects – Seed for Development and Cassava+. It is planned that 2SCALE will team up with these projects and expand thereafter.

n Two-Week Appraisal Missions to Ethiopia, Kenya, Mozambique, Tanzania, Uganda and Zambia

In Kenya, Mozambique and Uganda, appraisal missions were conducted. In each country the appraisal focused on a range of selected commodities and in all there was a specific appraisal of upland and paddy rice. The consultants identified and teamed up with the most suitable local organizations to conduct an assessment of cluster opportunities. Such organizations included national or sub-national producer organizations, credit institutions, business development services, agro-dealer associations, specialized government agencies, potential industry partners and SNV, among others.

As intended in the project document, the assessments led to the identification of PMCs (see output indicator 3.1) and producer groups to be involved, credit options and credit constraints and the availability of agro-inputs needed to increase productivity. The assessments also led to a short-list of potential agribusiness coaches or cluster advisors to be considered for further CASE training.

Moreover, each consultancy produced a detailed report comprising commodity chain and SWOT analyses as described above, recommendations for interventions and models for collaboration. The numerous interviews with chain actors and stakeholders were also reported verbatim.

During the project period it became clear that an important approach to be used extensively in the 2SCALE project is PPPs. Therefore, special attention was given in the appraisals to chain leaders comprising medium and large enterprises.

In addition to the consultants described above, IFDC national and regional agribusiness cluster coordinators, the agribusiness program leader, country chiefs of party and parallel project staff were involved and contributed to the appraisals. They were also involved in various workshops and agribusiness conferences adding to insight and validation of the appraisals.

The consultant for Ethiopia could not complete her task due to budget restrictions but is expected to do so early in the 2SCALE project. A parallel project in Ethiopia (the USAID-funded Agricultural Growth Program – Agribusiness and Marketing Development [AGP-AMDE] project in which IFDC collaborates with ACDI-VOCA) focuses on sesame, chick peas, beans and maize. The AGP-AMDE project should provide information that will be useful for a more in-depth appraisal for the proposed 2SCALE project.

Another project that may overlap with 2SCALE is Cassava+ which began in Mozambique and South Sudan. Plans are also being made by IFDC-DADTCO (in conjunction with SABMiller) to develop similar cassava projects in Kenya and Uganda. 2SCALE is expected to build on, leverage and create synergies with these

ongoing efforts, including suitable crop rotation options.p Filming the ‘Shamba Shape-up’

television program, which conveys extension messages to audiences in Kenya.

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Validate Outcome of Appraisal and Identify Key Elements of Country Action Plans

Goal: In each country, IFDC conducted a two-day planning/business workshop to validate the appraisal, agree on commodities and markets, identify the needed partnerships and agree on key elements for an action plan covering 2012-2016.

Although the original approach was an appraisal by the consultants regarding the countries as a whole, preliminary assessments and progressive insights often allow for a pre-selection of commodities as seen under Component 1. An example of this is cassava in Mozambique, South Sudan and Uganda. The ToR was therefore made up of four different commodity-focused phases:

u Action research, on existing literature, Internet-based articles and key information in order to produce an initial reference report for evaluation.

u Chain leader needs assessment and provisional commitment identification.u Other potential cluster members need assessment and provisional commitment identification.u Multi-stakeholder workshop for country/commodities-related action plans.

As explained above, the ToR was implemented up to phase 3 for Kenya, Mozambique and Uganda, while parallel projects and IFDC staff efforts formed the basis of the appraisals of Ethiopia and South Sudan. EKN-related nascent projects in the target countries also leveraged the appraisals. A special case is Cassava+, where parallel efforts in Mozambique and South Sudan reached phase 4 of the ToR. Activities related to the action plans are already taking place in Mozambique.

The ToR developed was more elaborate than a two-week mission. During and after reporting (outcome), IFDC staff in conjunction with the consultants validated the findings. Key elements identified included proposed interventions, and strategies were also discussed with IFDC staff and the consultants. Commitments with prospective chain actors and stakeholders were avoided however.

p A state-of-the-art consumption potato storage facility by Midlands in Kenya.u A sign for a vegetable demonstration farm north of Juba City, South Sudan.

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Development of Agribusiness Plans

Develop Country-Specific Agribusiness Plans for 2012-2016

Goal: Based on the appraisals of each country and the outcome of validation workshops, develop country-specific work plans.

Perhaps one of the most valuable outcomes of the appraisals is that clear comparisons can be developed between countries and areas within countries on specific commodity chains and farming systems. It is often clear that challenges identified in one location have been resolved in another. Taking into account minor differences in circumstances, practical interventions were thus identified for scrutiny by the value chain actors and their findings reported on for follow-up.

In general, feedback from the target groups and beneficiaries during the appraisal on what could be improved (and how) was positive and constructive.

Discuss Country-Specific Agribusiness Plans with DGIS, BoP, ICRA, Agriterra and Other Partners/Companies

Goal: One-day multi-partner meeting in the Netherlands plus individual planning meetings with each partner.

Lead consultants were to meet in Nairobi with IFDC, BoP Inc. and ICRA to develop a work plan for 2011. This was not achieved during the project period, although detailed reports produced by the consultants and their recommendations will facilitate an efficient implementation of this task early in 2SCALE. Due to the effort put into documenting the appraisals, country-specific agribusiness plans can be verified by partners and companies, thereby enhancing this consensus process.

Preparation for Implementation of CASE Approach and M&E

2SCALE Proposal 2012-2016 and Detailed Work Plan 2012

A final version of the 2SCALE proposal was developed by the IFDC team supported by IFDC headquarters staff and partners. In May 2011 a workshop was conducted in Nairobi for this purpose, bringing together staff from IFDC’s NWAFD and ESAFD divisions and other partners.

t A horticulture consultant in dialogue with AgroVet dealer in Yei (South Sudan).q A workshop sponsored by KIT on the Naivasha water catchment improvement strategy (Kenya).

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Development of M&E Plan and Communication Plan

n M&E Plan

IFDC’s Chief Economist/M&E Lead participated in a series of meetings in the Netherlands (May 9-11, 2011), including:

u Arno Maatman of Wageningen: to clarify the core concepts of CASE, agribusiness clusters, value chains, BoP and to discuss the lessons learned and relevance in order to design the next phase of the project, with a focus on lessons learned for M&E.

u Ruerd Ruben of the Ministry of Foreign Affairs: to gain a better and more technical understanding for the type of M&E system the Policy and Operations Evaluations Department requires for 2SCALE.

u Monique Calon of the Ministry of Foreign Affairs: to understand her vision for M&E in 2SCALE.

The IFDC M&E team (consisting of IFDC’s Chief Economist/M&E Lead and the M&E specialists for NWAFD and ESAFD) met at the IFDC/Accra office from May 30 to June 3, 2011. During the course of the meeting, the fundamental concepts related to 2SCALE M&E were developed, including a list of M&E deliverables. The new NWAFD M&E specialist was given an orientation regarding his work and the M&E team consolidated under a common vision. The work came to fruition the following week when the M&E team supported the proposal writing process.

The section on Performance Monitoring and Evaluation was articulated in the proposal based on the meetings described above. Two distinct M&E systems with different goals and audiences have been conceptualized. The first provides Program M&E for project learning and upward accountability to management and donors. The second provides Entrepreneurial M&E to professionalize the clusters and thus address downstream accountability to clients/beneficiaries. Key attributes of the proposed M&E system include:

1. A clear conceptual framework.

2. Improved methodological rigor.

3. Improved treatment of temporal dimensions of the results.

4. A more realistic approach to setting targets.

5. A set of qualitative tools to gain insight, highlight the human dimensions and make projections.

6. Learning by doing.

In October 2011 a request was made that the M&E section of the 2SCALE proposal be further altered. The following improvements were made:

u A conceptual framework/results chain was built to incorporate greater specificity relating to the results at each level of intervention (input-activities-outputs-outcome), particularly in the articulation of intermediate results.

u The methodologies (including a PMEP and ToRs) for obtaining a baseline and for the mid-term and final evaluations were given greater articulation including greater specificity regarding reference groups, measurements and indicators.

u An approach for monitoring, reporting and auditing private sector contributions was defined.

The result of the rewrite was a framework for an M&E system that offered greater internal consistency and gains in clarity through the improved results chain. The proposed system balances values of credibility with practicality and places equal emphasis on demonstrating the project’s contributions to agribusiness cluster and value chain development and links to the consumer market, as well as changes in rural livelihoods and food security. With an acknowledgement that results chains cannot hope to model reality in all of its great complexity, the approach places significant importance on being sensitive to changes in context and new opportunities that arise in order to make adjustments for increasingly appropriate and effective strategy as implementation proceeds.

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n Cluster Baseline Surveys

Through a local partner, baseline surveys were conducted for cassava producers in both Mozambique and South Sudan. Identical questionnaires and approaches were used in both countries and the same data were collected. The design drew on lessons learned through Cassava+ in Nigeria, under which a similar baseline was conducted. IFDC’s evaluation expert was dispatched to work with DADTCO in the design and administration of the survey in South Sudan. The result was a robust survey instrument that can be efficiently administered in the field and provide the quality of information needed, including the data that SABMiller requires to track and manage its supply of cassava cake.

n M&E System Development

The M&E team has also been actively building the capacity of staff and systems to gear up for 2SCALE. By offering trainings to staff, accessing resources offered through the American Evaluation Association and through consultations with partner organizations, IFDC has been exploring the latest methods and approaches for use by 2SCALE. Included in these explorations is a search for mobile phone-based applications for data collection and a content management system (CMS) to archive data in a central location. IFDC/ESAFD will field the short-term technical (volunteer) assistance of a seasoned IT systems analyst through Encore,

p A horticultural consultant in dialogue with the farmer input company Agrolife in Juba, South Sudan.

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which is affiliated with the U.S. Peace Corps, to provide advice on the most appropriate and technologically robust solutions available. Incorporating such platforms will enhance IFDC support to clusters and databases that may be incorporated into clusters’ different work flows and generate efficiencies in operations and linkages between cluster actors.

p Workers collect cassava cake at an autonomous mobile processing unit (AMPU), part of DADTCO’s cassava processing trial in Mozambique.

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Component 3: Output and Outcome IndicatorsOutput Indicator 3.1 Achieved

At least four product-market combinations in each of the five target countries and key elements for cluster development are identified.

Summary: An average of seven product-market combinations per target country.

South Sudan1. Cassava2. Pigeon peas3. Soybeans4. Irish potatoes5. Sesame

Ethiopia1. Chick peas2. Sesame3. Irish potatoes4. Green grams5. Common beans

Uganda1. Paddy rice2. Upland rice3. Cassava4. Sesame5. Irish potatoes6. Soybeans7. Finger millet8. Groundnuts9. Sorghum

Kenya1. Irish potatoes2. Paddy rice3. Upland rice4. Sorghum5. Sesame6. Vegetables7. Finger millet8. Pigeon peas9. Soybeans10. Common beans

Mozambique1. Cassava2. Pigeon peas3. Sesame4. Paddy rice5. Upland rice6. Groundnuts

The above product-to-market combinations were identified by a combination of lead consultants’ supply chain analyses, market studies, IFDC parallel projects (such as Cassava+, CATALIST, EADN, AIM-GAIN, AGP–AMDE) and various IFDC staff interactions, experiences, seminars and workshops. This resulted in SWOT analyses, recommendations, proposed key partners and interventions per country and commodity chain.


The project is ready to conduct workshops and negotiations with partners and key actors in cluster development.

1. DADTCO: Cassava in Mozambique, South Sudan and Uganda.2. Mozfood: Paddy rice in Mozambique.3. EcoEnergia: Pigeon peas and sesame in Mozambique.4. WFP - Purchase for Prosperity: Pigeon peas, common beans and

soybeans in Ethiopia, Kenya, Mozambique, South Sudan and Uganda.5. Export Trading: Pigeon peas in Kenya and Mozambique.6. Food Industry Development East Africa: Sesame in Kenya.7. Midlands (K) Ltd.: Irish potatoes and vegetables in Kenya.8. East-African Breweries Limited: Sorghum in Kenya and Uganda.9. Rijk Zwaan: Vegetables in Kenya.10. East-West Seed: Vegetables in Ethiopia, Kenya, Mozambique, South

Sudan and Uganda.11. Equator (K) Ltd.: Vegetables, pigeon peas and sesame in Kenya.12. DSM: Milk fortification - dairy chain in Kenya.13. Unga Mills (K) Ltd: Finger millet in Kenya.14. Pepsi Cola-WFP-USAID: Chick peas in Ethiopia.15. Selet Hulling: Sesame and green grams in Ethiopia.16. Shares!: Sesame and vegetables in Uganda.17. Tilda Rice: Paddy and upland rice in Uganda.18. Mount Meru: Soybeans in Uganda.19. Promisador: Soybeans in Kenya and Uganda.20. Capwell (K) Ltd.: Paddy and upland rice in Kenya.21. DAL Group: Soybeans, pigeon peas and sesame in South Sudan.22. Corredor Agra: Pigeon peas, groundnuts and sesame in Mozambique.

Informative meetings were held with the companies listed above regarding their current and future operations and possible modes of collaboration. Cross-cutting were various seed companies (i.e., Leldet, Advanta, Pearl Seeds), agro-input suppliers (Africallalily (K) Ltd., Green Belt Fertilizers, Soil and More), financial institutions (i.e., Rabobank Foundation) and producer organizations that were also engaged as described under the product-market efforts.

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The project is ready to conduct workshops and negotiations with the partners named above and key actors in cluster development. It consulted the actors and partners individually or through two to three multi-stakeholder meetings but has not yet brought cluster actors-partners together.


Workshops in five countries conducted and an agreement reached in each on commodities, processors/markets, farmer community locations, etc.

u As explained above, these multi-actor and stakeholder workshops have not yet been conducted although participants were largely identified.

Key cluster players are identified and ready to proceed on 24 clusters involving over 12,000 farmers in early 2012.

u For final agreements with identified participants to become cluster players, it is expected that during the negation process that not all will commit. The potential cluster following 22 chain leaders above is around 55.

The above indicators were not achieved because the 2SCALE proposal has not yet been officially approved. Until it is approved, it is not advisable to go into initial commitments since certain aspects may need to be changed.

The 2SCALE proposal has been finalized and submitted. Through its design 2SCALE addresses the real needs and constraints of the target groups; this was confirmed by the consultant appraisal reports and feedback (the project design was assessed as very appropriate), increasing the chances that after formal approval the indicators listed above can be achieved early in 2SCALE.


Committed champions to drive the roll-out of CASE at national and cluster level and implementing partners have been identified and included in the M&E methodology.

u The M&E methodology was identified and developed.

u Baselines conducted with DADTCO in Mozambique and South Sudan.

u DADTCO under parallel projects (Cassava+) committed to drive CASE in Mozambique, Uganda and South Sudan.

In line with the above, AAA-Bridge in ESAFD postponed the commitment that could result from multi-actors and stakeholder workshops. It did, however, liaise with and support parallel initiatives (DADTCO agribusiness cluster formation). The PPP with DADTCO is an excellent example of how the process can be completed as planned, once 2SCALE can commit to cluster formation. n

u Traditional vegetables being brought to the Juba market in South Sudan.

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Component 4: Supportive Activities for Agribusiness Cluster Development

Activities under this component directly support agribusiness cluster development and are expected to have a significantly broad development impact in the short and medium term. They include efforts to integrate market information in agribusiness development, improve the efficiency of fertilizers and support regional and continental organizations in making agro-inputs more available and affordable.

p Example of AMITSA data collection points in East and southern Africa (superimposed on Google Maps).

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Improve Availability of Market Information on Inputs (Particularly Fertilizers)During the project period, Food and Agriculture Organization (FAO), IFA, NEPAD and IFDC met on several occasions (Rome, February and June 2011; Johannesburg, April 2011; Montreal, May 2011; Accra, June 2011; Nairobi, September 2011; and Addis Ababa, November 2011) to follow up on the recommendations of the 2010 Africa Forum in Paris.

Support and Expand AfricaFertilizer.org, Covering Fertilizers

n Consolidate Content Management with AFO Partners

In collaboration with FAO and IFA, IFDC refined the table of statistics available for fertilizers in African countries, covering import, export, production, consumption, fertilizer use by crop and prices prepared in 2010 for the Africa Forum.

Based on this updated status and AfricaFertilizer.org (AFO) partners’ presence, the group identified four priority countries (Kenya, Mozambique and Tanzania in Eastern Africa, and Ghana in West Africa) where the proposed activities will initially focus. The medium-term objective is to engage all 17 countries covered by CountrySTAT into this framework, representing more than 90 percent of the total fertilizers currently consumed in Africa.

An MoU is under final review between IFA and IFDC in which the two organizations will share their respective fertilizer statistics in the framework of AFO. In 2012, similar MoUs will be developed between AFO partners as necessary to ensure a free flow of statistical data among the three most recognized institutions in this field.

n Collect and Process Fertilizer Information in Six Countries

IFDC technical staff members in Accra and Nairobi have maintained and updated the AFO website on an ongoing basis, especially with statistics for all African countries derived from FAO’s Country STAT and IFA. Production, import, export, consumption tables for both fertilizer products and nutrients show the latest data currently available from IFA and FAO (2009) for all African countries.

Figure 3. CountrySTAT coverage Figure 4. AFO priority countries

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Since July 2011, 17 country pages have been enriched with information from NEPAD on the economic and policy environment. This information is derived from the NEPAD progress reports on the Implementation of the Abuja Declaration. Along with key national statistics and information, any user can now access in one click an overview of the country fertilizer sector.

Fertilizer prices are also monitored at local, national and international levels. Through a partnership with ICIS renewed in June 2011, AFO offers free access to a monthly overview of the international fertilizer market, including prices for selected fertilizers commonly used in Africa, price trends over 10 years and market comments focusing on the Africa markets. At the national level, 18 national retail price tables for fertilizer products are updated monthly, using data collected by the Agricultural Input Market Information and Transparency System (AMITSA) (eight countries in East Africa) and the MIR Plus project (10 countries in West Africa). Swaziland was added in November 2011 as the ninth country covered by AMITSA, with ongoing discussions to add Ethiopia, Democratic Republic of Congo (DRC), South Sudan and Zimbabwe to the network in the course of 2012.

n Set Up the AfricaFertilizer.org Consortium

During the Fertilizer Working Group meetings held in Rome in February and June 2011, FAO identified potential synergies between AFO and its CountrySTAT program currently implemented in 17 Sub-Saharan countries and includes fertilizer statistics in its portfolio.

IFA is supportive of this initiative, which complements its own effort to collect data through its local members, and offered to provide technical assistance to train government officials on methodologies and data management.

African Union and NEPAD have expressed interest through a letter of intent, since the initiative is well-aligned with the NEPAD agenda of capacity enhancement of key African institutions to drive the continental development process. AFO also will be used to more efficiently disseminate the findings of the annual reports on monitoring of the implementation of the Abuja Declaration on Fertilizers.

Finally, AGRA, especially through its Soil Health Program and the new African Fertilizer Agribusiness Partnership (AFAP), sees AFO as an interesting complementary tool for catalyzing new investment in the fertilizer sector on the continent.

p Fertilizer distribution to out-growers by Equator (K) Limited in the Hola-Bura irrigation schemes in Kenya for the cultivation of paprika (used as a coloring agent) for export to Europe.

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AfricaFertilizer.org’s objective is to provide timely and transparent information on fertilizers to the public and private sectors. To achieve this objective, AFO will develop, manage, facilitate and share technical and market information on fertilizers in Africa to support the implementation of continental, regional and national agricultural policies, to the benefit of the private sector, including the region’s smallholder farmers and agro-dealers.

AfricaFertilizer.org plans for the period 2012-2015 are to develop a high-quality web-based portal on fertilizers in Africa, supported by a consortium led by five internationally recognized institutions (AUC/NEPAD Planning and Coordinating Agency [NPCA], FAO, AGRA, IFA and IFDC). IFDC is leading the program development, implementation and the day-to-day management of the portal.

AfricaFertilizer.org’s thematic focus will cover three main areas, namely:

u Essential fertilizer statistics, such as production, trade, consumption, price, production capacities and fertilizer use per crop.

u Market intelligence, such as international and local fertilizer, directories, publications and news.

u Data for monitoring and evaluation in support of AFO partners’ programs, including

monitoring the effective implementation of the Africa Fertilizer Summit recommendations.

At the end of the period 2012-2015, it is expected that:

u Accurate and updated statistics on fertilizer trade, production and consumption are available in more than 20 SSA countries, accounting for more than 90 percent of the consumption on the continent.

u National, regional and international public institutions in charge of fertilizer statistics are better equipped to monitor and report these essential statistics, and use harmonized classification, methodologies and terminologies.

u Public and private stakeholders can access and make contributions to the monitoring of fertilizer policies at national, regional and continental levels.

u Private sector actors, including fertilizer importers, producers and traders, agro-dealers and farmers have better access to a comprehensive set of technical and market information on fertilizer.

(Extracts from AFO 2012-2015 program, September 2011). n

AfricaFertilizer.org – Timely and Transparent Information on Fertilizers to Public, Private Sectors

BUSINESS FOCUSq The AfricaFertilizer.org home page at http://www.africafertilizer.org/.

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n Develop a 2015 Strategy and Action Plan

A master program for the period 2012-2015 has been developed for an estimated budget of US $2.3 million, and a detailed work plan designed for 2012. This program was presented and endorsed by AFO partners during the first annual AFO partner meeting held in Nairobi on September 9, 2011.

Support and Expand AMITSA.org in Eastern Africa, Covering All Agro-Inputs

n Continue and Improve Monthly Price Data Collection in Eight Countries

A total of 160 agro-dealers trained in data collection through mobile and web. The first half of 2011 was spent primarily on agro-dealer trainings and subsequent follow-ups on the new AMITSA data collection and dissemination tools developed in 2010-2011. These new tools were introduced in December 2010, and a select group of partners and ‘champion’ agro-dealers from the eight countries participated in a two-day ToT facilitated by Esoko. A total of nine trainings were conducted between January and June 2011 for the 160 participating agro-dealers and partners (25 percent female), to teach them how to use the new AMITSA data collection tools developed by Esoko (sending/uploading price data using a mobile phone and via the web). English, French, Kiswahili, Kirundi, Kinyarwanda and Portuguese were used.

To enhance data accuracy and ensure a strong network, refresher data collection trainings were conducted again in the second half of 2011 in Burundi, Kenya, Malawi, Tanzania, Uganda and Zambia for selected agro-dealers.

These efforts led to a sharp increase in the number of agro-dealers participating in data collection in 2011 (on average, 77 respondents per month in 2011 compared with 48 in 2010). The improved geographical distribution of contributing agro-dealers helps the AMITSA team produce a more representative picture regarding the regional and national status of prices of agro-inputs.

p Training agro-dealers on the use of mobile phones to collect prices in Burundi.

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Figure 5. Number of Agro-Dealers Participating in Amitsa Price Collection in 2011

n Conduct, Consolidate and Publish Agro-Input Market Studies

Agro-input data collection completed in three countries. In April 2011, the agro-dealer associations in Kenya , Tanzania and Uganda were contracted to carry out a survey, map information sources and collect any existing agro-input (fertilizers, seeds, pesticides) data and information available for the 2000-2010 period. Data has been partially loaded on the AMITSA website and database.

Contributing to agro-input market studies in East and Southern Africa. AMITSA staff members have shared and compiled information with several consultants from the World Bank (Doing Agribusiness) and International Food Policy Research Institute (IFPRI) (fertilizer subsidy programs). The AMITSA website and database, with more than 2,000 publications available, was the primary source of information, and was deeply appreciated. In 2012, AMITSA will be a major source of information for the USAID Feed The Future Fertilizer Country Assessment Studies for Sub-Saharan Africa, conducted in seven countries covered by the network.

Promoting business linkages. The team also conducted informal networking meetings in these countries where agro-dealers were able to share the benefits they’ve earned since they began working with AMITSA. IFDC used the opportunity to get feedback from the agro-dealers on how IFDC and AMITSA can serve them better in the future. Many success stories were captured; four of them have been documented and published on the AMITSA blog and in AMITSA newsletters, and the team continues to publish others.

Monitoring cross-border trade. In expanding the scope to include agro-input cross-border information, the team together with their new partner Regional Strategic Analysis and Knowledge Support System (RESAKSS) visited the Busia Border (border of Kenya and Uganda) to learn more about this subject. The team gained experience to allow them to start the design of how to monitor regional agro-input cross-border trade.

n Expand AMITSA Coverage to Three New Countries

Expanding AMITSA to Swaziland. The Kingdom of Swaziland was incorporated into the network in October 2011. It becomes the ninth country (after Burundi, Kenya, Malawi, Mozambique, Rwanda, Tanzania, Uganda and Zambia). The first training attracted 13 agro-dealers from six major towns, who were trained on the price collection methodology. The first Swaziland price report was published in November 2011.

AMITSA was introduced to most of the 3,200 agro-dealers and agents during the series of trainings coordinated by the COMRAP program (COMESA EU) in Burundi, Ethiopia, Malawi, Rwanda, Swaziland, Uganda, Zambia and Zimbabwe – thus making necessary contacts to prepare the expansion of AMITSA in the latter three countries (2012).

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q The AMITSA newsletter, launched in October 2011.

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n Publish, Share and Disseminate Monthly, Quarterly and Annual Bulletins, Including Four Special EAC Bulletins

Numerous efforts were made in 2011 to expand the reach of AMITSA information, products and services. The AMITSA team was expanded in July 2011 when Lora Charagu joined to take care of web content editing as well as communications for AMITSA and AfricaFertilizer.org.

AMITSA monthly newsletter launched in October 2011. To broaden information dissemination, AMITSA staff members have revamped the distribution list. More than 2,000 recipients are now on the list, twice as many as the previous reporting period. In addition to the price reports sent by email since June 2009, AMITSA also began distributing a monthly newsletter for each of the countries in its network, which highlights national and regional price trends, featured publications, websites and AMITSA partners.

AMITSA in the social media since Sept 2011. AMITSA has a revamped and a regularly updated website (www.amitsa.org). Additional features such as a media gallery have been finalized and the input catalogues module is in final development. A social media section was also designed, developed and incorporated into the website to enhance information ‘reach.’ The AMITSA Twitter (http://twitter.com/AMITSAnews) and Facebook pages (http://www.facebook.com/Amitsa.org) were launched to the public in September 2011.

Partnering with other MIS. In a bid to reach an even larger audience, AMITSA established links with other Market Information Service (MIS) providers. Consequently, the AMITSA information is now shared with the Ministry of Agriculture in Mozambique for the production of its bi-weekly publication, “Quente Quente.” The AMITSA prices will soon be available in FIT Uganda’s website/online price platform. Other MIS using this information are FARMGAIN Uganda and Kenya’s Ministry of Agriculture, among others.

The publication of EAC special bulletins is still in discussion. AMITSA will benefit from the involvement of EAC in the FAO CountrySTAT program, which comes with the launching of a dedicated RegionSTAT in 2012. AMITSA and AFO will then become major information providers and publishers on the agro-input sector in the five EAC countries.

AMITSA launched and promoted in the media. Witnessed by more than 70 delegates and key east African media, AMITSA was publicly launched on May 17, 2011, in Nairobi at the Trade Summit, an event organized in collaboration with Farm Chemicals International (FCI).

With support from IFDC’s headquarters Information and Communication Unit, a media alert and a press release were released. Two major Kenyan TV channels broadcast the event, and interviewed Bridget Okumu

p The AMITSA home page at http://www.amitsa.com/.

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live some days later. The AMITSA launch was featured in the East African, a weekly newspaper covering all ECA countries. New AMITSA brochures, fliers and banners were published in May 2011. This event and the associated communication campaigns resulted in a sharp increase in visits to the AMITSA website (from about 400 visits per month to more than 900 in May 2011). All media produced are available on IFDC’s website (www.ifdc.org).

Promoting AMITSA in East Africa. AMITSA staff had the opportunity to make presentations at workshops, conferences and meetings. They presented and promoted AMITSA at the Information and Communications Technologies for Development (ICT4D) Conference organized by Catholic Relief Services (CRS) in Lusaka (March 29, 2011) and at the 4th edition of the Africa Forum organized by IFA in Montreal, Canada (May 25, 2011).

Build and Improve Web- and Mobile-Based Services

n Maintain, Improve and Expand Agro-Input MIS Website Features and Contents

Improved reliability and security for websites and data. IFDC pursued the development of the africafertilizer.org and AMITSA websites, based on 2009-2010 work with Explainer DC. Since January 2011, the AMITSA, AFO and AISSA websites and data center are hosted on a virtual server in the Netherlands, which provides a more secure, faster and more reliable environment and access for end-users and hosts.

More dynamic and user-friendly AMITSA and AFO websites. Some of the key achievements include the finalization of the integration of the Esoko iframe (February 2011) on the AMITSA website; a regional view of current prices pointing to www.amitsa.com and www.esoko.com/amitsa (May 2011); and the addition of a media gallery (November 2011).

New products have been designed and developed for release in early 2012: Catalogues for seeds, pesticides and fertilizers (classification, description, basic direction of use, policies and regulations); and RSS feeds and iframes. A dedicated section on policies will be added.

n Continue Integration of Mobile-Based Applications into AMITSA Network

New Esoko web and mobile applications integrated into AMITSA. In March 2011, three mobile-based applications were launched, allowing AMITSA users to reach a much larger and targeted audience through SMS (primarily agro-dealers).

p Rob Groot, Director of IFDC’s East and Southern Africa Division, opening the AMITSA launching ceremony (Nairobi, Kenya).

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Mobi is a Java application which allows AMITSA-trained agro-dealers to upload prices using mobile phones. Two hundred mobile phones were configured and have been provided to successful trainees. More than 30 percent of prices collected in June 2011 (and 46 percent in December) were captured using mobile phones at a fraction of the cost, time and burden of the previous Internet-based solution.

The ‘Mobile alert’ service allows individual farmers, agro-dealers and other input players to customize mobile alerts for their individual needs, e.g., receiving prices or offers and bids for a given fertilizer from his/her selection of shops from the AMITSA network.

The ‘SMS push’ functionality was finalized by Esoko in March 2011. It allows any AMITSA user to send out conveniently and at a low cost SMS in bulk to any person with a valid mobile phone number. To build the AMITSA directory, the team collaborated with COMESA and AGRA programs to compile over 15,000 agro-dealers’ contacts mapped in the nine countries through partnering projects (COMRAP, RADD, MADD, AGMARK, TAKMARK, RUMARK, EADN). The first SMS push campaign started in May 2011, with 6,500 SMS with price information to 400 registered users. In December 2011, a total of 150,000 SMS were sent to 5,900 agro-dealers in the nine countries covered by AMITSA.

n Provide Technical and Training Support to AISSA Managers and Users

AMITSA country correspondents trained to support and consolidate local networks. The AMITSA system thrives on partnerships for effective implementation. At the country level, structures have been put in place to help with data collection and data sharing. In each of the eight countries covered, individuals have been identified to assist the AMITSA team in Nairobi. The 20 participants were trained in Nairobi (May 19-20, 2011) on how to use Esoko to improve institutional and business communication (manage networks, SMS alerts and mass-SMS campaigns), and how to provide technical support to AMITSA agro-dealers.

Develop Supporting Market Information Services for Clusters and Agro-Dealer Associations

n Design and Validate a System to Identify and Select Clusters Which Can Benefit from MIS in the Coming Three to Five Years

In April 2011, IFDC hired a short-term consultant to compile existing information and build profiles of agribusiness clusters supported by AAA-Bridge. The profiles of 120 clusters were developed and validated. They will allow the project team to categorize and sort all clusters according to multiple criteria, including locations, crops, number of farmers involved, etc.

Clusters which will more likely benefit from market information systems to improve their efficiency will be identified. More in-depth surveys will be conducted to identify market information needs and services that will be deployed with the most promising clusters.

Finally, agribusiness cluster profiles will be used to facilitate business linkages with agro-industries, populate relevant websites, build a network of correspondents able to contribute to knowledge sharing, and help strengthen the M&E system of the upcoming 2SCALE project.

p Agro-input prices are sent by SMS to 5,900 agro-dealers in East Africa.

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Increase Fertilizer Use Efficiency, including ISFM, UDP, Fertilizer Recommendations and Human/Organic WasteIFDC focused on the development of environmentally sound natural resources management options emphasizing ISFM and UDP in irrigated inland valley cropping systems.

Promote UDP and ISFM to Clusters

n Facilitate Participatory Demonstration of UDP Applied to Competitive and High-Value Commodities (Rice and Vegetables) to Foster Rural Agribusiness Development and Food Industry

UDP significantly improves nitrogen (N) use efficiency in irrigated cropping systems. It was therefore applied to irrigated rice cropping systems where N losses are considerably high (up to 70 percent of applied N).

Participatory demonstration comparing UDP (1.8 g – 110 kg/ha or 2.7 g USG – 173 kg/ha – granule size) with farmer practice (FP) – broadcast application of prilled urea (PU, 200-350 kg/ha) – was carried out to illustrate UDP’s agronomic and economic performance. The test crop was irrigated rice and the main target adoption groups are resource-poor farming communities, local manufacturers, agro-dealer associations and research and development (R&D) service providers.

Agronomic performance. In 2011, there were about 1,900 farmers involved on the 1,100 ha of UDP demonstration areas. About 2,500 field visit participants (involving rice producer associations, agro-dealers, local entrepreneurs and manufacturers) opined that UDP was more effective and profitable than the broadcast application of PU.

Grain yield significantly varied among countries and irrigation schemes. However, yield performance with UDP was consistently higher than PU. Mean yield advantage of UDP over PU across all pilot countries was 938 kg/ha. But it significantly varied among pilot countries, and the highest mean yield advantage was observed in Niger (1,611 kg/ha) followed by Nigeria (1,410 kg/ha) (Figure 6).

Figure 6. Irrigated Rice Grain Yield as Affected by UDP and Farmer Practice in Irrigated Rice Systems in Five African Pilot Countries, 2011

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Economic performance. The mean values of Nitrogen Agronomic Efficiency (NAE) and Value:Cost Ratio (VCR) varied among countries. The highest NAE (70) and VCR (7) using UDP were observed in Nigeria. Mean values of NAE across all target countries were 40 for PU and 59 for UDP, indicating that UDP induced an increase of NAE by 48 percent. Similarly, mean VCR with UDP was on average higher (6) than with PU (3.7), showing again a UDP-induced VCR increase of 62 percent. These clearly show the economic superiority of UDP over PU and suggest that under African conditions, the economics of hand deep placement of USG – instead of broadcast application of PU is very attractive to rice farmers.

Table 2. Nitrogen Agronomic Efficiency and Value:Cost Ratios for Prilled Urea and USG Applied to Irrigated Rice In 2011 In Three African Pilot Countries

Farmer Practice UDP

Country PU NAE VCR USG NAE VCR

Nigeria 49.0 4.8 70.0 7.0

Mali 41.0 3.3 64.0 6.7

Burkina 31.0 3.1 44.0 4.3

Mean 40.0 3.7 59.0 6.0

Economic analysis clearly indicates a higher profitability of UDP over FP across all sites (Table 2). Despite its higher labor requirements, average production cost using UDP is 15 percent lower than using FP. And the financial gain of UDP over FP is about 18 percent. As a whole, UDP proves its financial superiority over FP in all participating countries as it significantly increases yield, reduces production costs (particularly fertilizer savings) while increasing rice production and income for rice farmers. UDP has been proven to be a technological option that fits well into small-scale African rice farming systems, saving fertilizers while increasing crop productivity.

The increased rice production (20 percent) and fertilizer savings (ranging between 45 and 70 percent) using UDP technology has considerably increased rice cluster formation in Burkina Faso and Mali. This has improved the competitiveness of the clusters as members were able to increase their supply capacity and meet market demand.

n Share and Disseminate UDP-Related Knowledge and Economic Advantages Through Open and Farmers’ Field Days

1. Field Visits

About 48 motivational field visits were organized across all irrigation schemes and target countries. Farmer field days are organized around demonstrations and field schools to showcase and illustrate the agronomic performance of promising UDP and ISFM technological options. About 2,500 partners (including rice producer associations, agro-dealers and local entrepreneurs and manufacturers) participated in the field visits. Farmer field days are opportunities to exchange thoughts and views about the strengths and weaknesses of the technologies. They were also used to initiate business linkages between participants in order to increase the local production and provision of urea briquettes and machines.

2. Motivational Prize Ceremony for the Best UDP Practitioners in Burkina Faso

Given the poor coverage (less than 30 percent) of the extension services in most of the UDP pilot-irrigation schemes, farmer-to-farmer training will be critical to allow rapid expansion of UDP in West Africa. The

PU=PrilledUrea,NAE=NitrogenAgronomicEfficiency, USG = Urea Supergranule, VCR = Value:Cost Ratio

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ceremony was therefore organized in Burkina Faso from November 2-4, 2011, during a routine field day to create awareness and award prizes to the best UDP practitioners. The event drew a large attendance (about 500 people) and received strong media coverage from the written press and the national television network. The award winners (see photo) will serve as UDP lead farmers and ‘ambassadors’ to develop a farmer-to-farmer learning approach and implement a step-down training scheme. It is envisaged that these rewards will also provide needed incentives to local rice farmers to further adopt the technology.

n Organize Training Workshops for Machine Manufacturers, Briquette Producers and Agro-Dealers

Deep placement by hand labor of USG in transplanted rice is an additional field operation that naturally requires additional labor. This has often been cited by many participating rice farmers as one of the major constraints to increased use of UDP. A working group was organized in Mali November 14-19, 2011, to develop a locally produced injector/applicator. Seven machine fabrication experts from six UDP pilot countries (Burkina Faso, Mali, Niger, Nigeria, Senegal and Togo) participated in this technical meeting. At the end of the five-day technical session, a functional and operational prototype was produced (see photo). Most of the injector is made of iron and enveloped with a PVC exterior to protect the parts against the corrosive action of urea. In-situ and field testing generated good results. Out of 50 USG injections only two granules were missing in the placement sites (about 96 percent relative efficiency as compared with the hand placement method). This new prototype is expected to significantly reduce the time needed for the manual placement and the tedious nature of the operation. It will be more acceptable to rice farmers as it is easy to operate (about 2 kg weight) and has output comparable to that of the hand placement method.

n Conduct Trainings to Improve the Skills of BSS Contractors and Assist Them in Including UDP and ISFM in Their Farmer Education Programs

National ToT Workshops: In order to strengthen the technical expertise of partners and enable them to keep up with the expansion of UDP, 30 training workshops were organized across all UDP pilot countries. About 1,250 scientists, BSS contractors, cluster members and rice farmers participated in these trainings. The emphasis was on the ground rules governing nitrogen management which was a prerequisite for participants to understand the logic behind the promotion of UDP. In Burkina Faso, more than 10 rural training sessions were given to increase the skill levels of BSS contractors and cluster members. The training program covers many topics including improved techniques of watering and fertilizer application (UDP, drip irrigation) and basic ISFM concepts and approaches.

p Awards to the best UDP practitioners in Bama, Burkina Faso.

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n Facilitate and Organize Farmer-to-Farmer Participatory Extension of the UDP and ISFM Technologies for Promising Cluster Development (Rice and Vegetables) in Target Countries Using Farmer Field School Approach

Farmer field schools (FFS) and/or learning plots were developed as efficient training tools to build a ‘learning community.’ There were about 1,900 UDP demonstration plots across all pilot countries. About 10,000 partners including rice farming families, local agro-dealers and entrepreneurs are actively participating in their promotion. UDP demonstration plots rarely exceed 0.5 ha and are used as learning and communication tools to create awareness and stimulate expansion and adoption of promising technological options by participating farm families. In Burkina Faso, more than 30 field days and on-the-job rural training were organized by trained farmers as to acquaint their counterparts with newly released promising ISFM technological options. Approximately 1,000 farmers (390 women and 610 men) attended these field days and rural training sessions.

n Develop Rural Centers of Excellence for UDP and ISFM

Urea Deep Placement. Because of the poor coverage of the extension services in most of the target countries, farmer-to-farmer training is becoming an essential tool to fill this extension gap. Particularly

p Machine manufacturers pose with the locally-produced USG injector/applicator prototypes.

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dynamic rural UDP knowledge centers are being supported in their transition to Rural Centers for Excellence (RCE) to promote UDP. Two RCEs were created in Burkina Faso by the end of 2011 which will benefit from intensive farmer-to-farmer training (using lead farmers to implement technical backstopping programs). Lead farmers will be equipped with visual aids (e.g., posters, diagrams, photo galleries) to capture and explain the experiences of the producer learning groups. The UDP-RCEs will play a critical role in the step-down farmer-to-farmer training scheme through developing and strengthening learning at the grassroots level.

p Weighing maize at a fertilizer demonstration plot (Togo).

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Integrated Soil Fertility Management. In Burkina Faso, some rural ISFM excellence centers have been created. Most of them are located in five provinces in the North (Zondoma, Yatenga, Lorum, Passore and Kourweogo) and East regions (Gourma province). In Togo, 33 ISFM-based PLAR learning centers were created across all regions. These centers are actively participating in the following activities:

u Emergence of pools of ISFM-based PLAR trainers to support and speed up further creation of learning centers.

u Diagnosis of soil fertility constraints in the covered zones participating assessed by farmers.

u The capacity of more than 2,000 extension agents, producers and trained farmers was effectively reinforced in connection to ISFM.

u Trained farmers are able to develop crop and soil management schemes that fit their respective agro-ecologies which they shared though media broadcasts at regional and interregional workshops.

n Conduct Adaptive Research to Extend UDP to New High-Value Commodities and Other Nutrients (Particularly P)

Adaptive/applied research is being conducted in collaboration with public research and extension service providers. The purpose of this research is to fine tune/adapt the UDP technology to local agricultural practices and facilitate its large-scale dissemination. AAA-Bridge staff investigated the agronomic performance of four rice varieties as affected by two nitrogen sources (PU and USG) applied to the ferruginous soils in Burkina Faso.

The yield advantage of UDP over FP depended significantly on rice varieties, and yield advantage was mainly ascribed to higher N uptake and increased panicle density. Yield increment was highest by FKR 19 and lowest by Nerica 62. UDP-induced yield advantages over FP averaged 1,125 kg ha-1 in Burkina and 1,317 kg ha-1 in Niger.

Floodwater pH was lower with UDP than with broadcast application of PU. UDP adversely affected rice root growth during the growing period and the magnitude of the gap varied among varieties. Total N uptakes and recoveries were significantly (p < 0.001) greater with UDP (64 percent) than with FP (53 percent), with TS 2 (76 kg ha-1) showing the highest and Nerica 62 (55 kg ha-1) the lowest uptakes and recoveries. UDP was found to improve straw nitrogen content (0.70 percent for UDP and 0.63 percent for PU).

n Provide Partners with Equipment (Briquette Machines and Applicators) and Urea Briquettes for the Continuation of UDP Demonstration and Expansion

Eighteen briquette machines were purchased from Bangladesh and distributed to the participating partners in order to avoid any shortage of USG in the course of the projected large-scale dissemination of the UDP technology. About 200 mt of PU have been converted into briquettes and distributed to all participating partners for demonstration and experimental purposes.

n Experiment/Introduce Locally Manufactured Urea Briquette Injectors/Applicators

With funding from IFDC, participating machine experts will have to reproduce the new prototype and test it locally in their respective countries under the supervision of contractual national partners. A small number of applicators will be ordered by IFDC and tested in 2012 in key pilot irrigation schemes in Burkina, Niger, Mali and Senegal. The aim is to evaluate its working performance and explore its introduction into other pilot irrigation schemes for wider testing and use.

Update Fertilizer Recommendations

Efforts were focused on improving fertilizer use through the adaptation of an approach that combines modeling, geographical information systems (GIS) and field validation for the development of site-specific fertilizer recommendations.

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u Key Results in Benin

� The best planting period for maize is from around mid-April to mid-May from the South towards Central Benin and mid-May to mid-June from Central Benin towards North Benin (Figure 7).

� The northern zones seemed to be more productive given the highest potential yields averaging 4.6-5.0 t/ha compared to the southern zone with limited yield of 3.5-4.1 t/ha.

� Nitrogen is the most limiting nutrient for maize production in the pilot zones. Potassium and phosphorus deficiencies are variables.

� Several site-specific fertilizer rates were simulated. The simulated options were screened to the least risky (high minimum and maximum yield across the diversity of soil and weather) and the most sustainable across the sites are: 120 kg N – 30 kg P – 80 kg K/ha in the North and 80 or 120 kg N – 30 kg P – 40 kg K/ha in the South.

� A validation process is ongoing around these recommendations in 13 villages across Benin with about 110 farmers.

u Key Results in Burkina Faso

� In partnership with national research staff (agronomist, breeders, etc.) and a GIS specialist from agricultural services, the team developed fertilizer recommendations for two agro-ecological zones for two maize varieties (FBC6 and SR22) in validation process.

� At the end of May 2010, a first set of 12 fertilizer recommendations were tested, six in the East (Gourma) and six in the West (Comoe) as compared to a control in each site during the rainy season. Four out of these six options per zone were tested in farmers’ fields for their validation. A total of 60 farmers’ plots were tested. Three varieties (FBC6, SR22 and Massongo) were used for these validation trials.

� Following this first evaluation, a new set of fertilizer recommendations were developed in October 2010 to be validated in 2011. A total of six options for FBC6 and eight options for SR22 in the East (Gourma) and 10 options for FBC6 and nine for SR22 in the West (Comoe) were developed.

n Site-Specific Fertilizer Recommendations for Cassava in the Coastal Zone (Including Validation Trials in Benin, Ghana and Togo)

The objective was to calibrate the Quantitative Evaluation of the Fertility of Tropical Soils (QUEFTS) model for developing site-specific fertilizer recommendations for cassava production in West Africa. The study was conducted across different agro-ecological zones covering three countries: Togo, Ghana and Benin. QUEFTS was the main decision support tool (DST) used in this work to develop site-specific nitrogen, phosphorus and potassium fertilizer rates for West African agro-ecologies.

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Figure 7. Simulated Site-Specific NPK Combinations for Maize Dmr-Esr-W Production in South to Central Benin.

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Table 3 shows the nutrient limitations in the study areas and K seems to be the most limiting nutrient for cassava production on soils across the three countries.

Table 3. Nutrient Limitations on Cassava Production in Benin, Ghana and Togo

Crop Location Soil Type Nutrient Limitation

Cassava Ghana/Kumasi Ferric acrisol with high N (0.15%) and P (29.8 ppm) P = K > N

Cassava Ghana/Tamale Gleyi-ferric lixisol K > N > P

Cassava Togo/Davie Ferralsol (Terres de barre with higher SOM: 1.55) K > P > N

Cassava-Maize Togo/Davie Ferralsol (Terres de barre with higher SOM: 1.55) K > P > N

Cassava Benin/Adingnigon Ferralsol K > N > P

Cassava Benin/Gome Sols ferrugineux tropicaux Data not computed

Table 4 shows the indigenous nutrient supply capacity of soils for cassava production in the study areas. In Ghana for instance, soils in Kumasi are more fertile, while those in Nyankpala are poor. In Togo, Davié soil supplied more nitrogen for cassava production because of the good C/N ratio status which allows favorable mineralization of SOC.

p CASE training for students from the University of Koudougou (Burkina Faso).

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Table 4. Indigenous Nutrient Supply (IS) Capacity of Soils for Cassava Production in Ghana and Togo

Crop Location SOC (%) C/N IS N IS P IS K

Cassava Ghana/Kumasi 1.26 8.4 88.7 17.2 71.8

Cassava Ghana/Nyankpala 0.43 14.7 52.7 14.2 69.9

Cassava Togo/Davie 0.74 12.2 191.7 24.6 67.2

Cassava-Maize Togo/Davie 0.74 12.2 213.5 30.2 52.2

Different responses to N, P and K were observed across the three countries. Nitrogen use by cassava is more efficient in Ghana than in Togo. Values of internal nutrient N, P and K use efficiency of cassava were particularly higher on soils in Kumasi/Ghana (Table 5).

Table 5. Internal Efficiency (IE) of N, P and K in Cassava Production in Ghana and Togo

Crop Location IE N IE P IE K

Cassava Ghana/Kumasi AccumulationDilution

69137

387621

128207

Cassava Ghana/Nyankpala AccumulationDilution

62116

302693

32103

Cassava Togo/Davie AccumulationDilution

4592

290663

51174

Cassava-Maize Davie (Togo) AccumulationDilution

3292

187615

54184

The indigenous nutrient supply and internal efficiency parameters were used by QUEFTS model to formulate N-P-K rates for cassava production in Benin, Ghana and Togo (Tables 4 and 5). These rates are being evaluated through validation trials in farmers’ fields and on-station in these countries. Most of the cassava cultivars tested are at least 10-12 months cropping duration. The results of this experiment will be used to fine-tune the model calibration and validate the recommendations.

n Revising Cocoa Fertilizer Recommendations for Ghana (Validation Trials, Workshop)

Cocoa is a major crop in Ghana and of great economic significance. Depleted soil fertility, lack of professionalism, poor access to and inadequate use of agro-inputs are the main problems confronting the cocoa industry. Recent increases in cocoa production in Ghana have been attributed to expansion and encroachment on the remnant forests rather than increase in productivity. The fertilizer available to farmers is a blanket fertilizer recommended at a fixed rate irrespective of diversity and complexity of agro-ecosystems characterizing the cocoa zones of Ghana. In order to preserve the environment and to make smallholders’ cocoa production sustainable, there is a need to improve fertilizer formulation for cocoa by making it site-specific.

Moreover, the Western region, which is recognized as the main cocoa-producing zone of Ghana (50 percent of cocoa production), has acidic and P-deficient soils. The objectives are to validate site-specific cocoa fertilizer formulated with the ‘Diagnostic-Sol’ software and to assess the suitability of phosphate rock (PR) in providing P availability to the crop in the acidic soil conditions of the region. Yield data collected throughout the 2011 cropping season were analyzed.

Validation of site-specific fertilizer formulas. Results for the 2011 season supports previous ones and showed that site-specific fertilizer for cocoa produced higher yields than the blanket formulas, especially in the Western region (see Table 6).

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Table 6. Fertilizer Effect on Cocoa Yield in Western Region of Ghana

Ferralsols Western (cocoa yield kg ha-1)

Treatments 2010 2011

T1 (control no fertilizer) 856 700

T1 (control no fertilizer) 856 700

T2 (Blanket 1 [Asaase Wura]) 1,130 858

T3 (Blanket 2 [Cocofeed]) 1,332 1,100

T4 (Blanket 1 +20 kg N ha-1) 1,158 999

T5 (Blanket 1 + 40 kg N ha-1) 1,371 966

T6 (Site-specific formula [Plot-based]) 1,557 1,141

T7 (Site-specific formula [Region-based]) 1,581 1,251

Agronomic impact of PR on cocoa. Results from the two sites in the Western region (Elubo and Enchi) showed that both sources of PR (Tilemsi PR and Togo Hahotoe PR) were as good as soluble triple superphosphate (TSP) in providing P to the cocoa. A basal application of a higher rate of PR (triennial application) generated a higher cocoa yield than an annual application of soluble TSP (see Table 7).

Table 7. Effect of Different P Sources on Cocoa Yield at Elubo and Enchi Sites (Western Region of Ghana)

Treatments Dry bean kg ha-1

T1 (control no fertilizer) 802

T2 (Asaase Wura) 1,253

T3 (210 kg P ha-1 as Togo PR) 1,259

T4 (210 kg P ha-1 as Tilemsi PR) 1,130

T5 (210 kg P ha-1 as TSP) 1,230



T8 (210 kg P ha-1 as TSP + Ca(OH)2) 1,296

At the Elubo site, these differences were more striking and PR at any rate was better than TSP in regard to cocoa yield (see Table 8). These results suggest that PR should be promoted on cocoa in acid soil conditions of Western Ghana.

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Table 8. Effect of Different P Sources on Cocoa Yield at Elubo Site (Western Region of Ghana)

Treatments Dry bean kg ha-1

T1 (control no fertilizer) 574

T2 (Asaase Wura) 1,061



T5 (210 kg P ha-1 as TSP) 1,145



T8 (210 kg P ha-1 as TSP + Ca(OH)2) 1,195

The cocoa fertilizer formulation exercise elaborated site-specific formulae more effectively than the blanket formulas in the Western cocoa region. Additionally, IFDC field research showed that PR either from Togo or Mali is a cheap and suitable material for improving P nutrition for cocoa in the acidic soils of western Ghana. A results-sharing workshop with stakeholders will be organized in 2012.

n Improving Tools for Fertilizer Recommendation Formulation (Linking QUEFTS to GIS)

Linking QUEFTS to GIS allows several applications, including the determination of the best planting period of the crop and the most efficient N-P-K combination for crop production in a specific area. After running the simulations, the optimal options were selected and are being evaluated on-farm and on-station for their validation. The steps followed in this approach are summarized in Figure 8.

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Figure 8. Procedure for Site-Specific Fertilizer Recommendation Using Dssat-Gis-Based Approach

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The tools were calibrated for major crops such as maize and sorghum and were used to revise fertilizer recommendations for these crops in Benin and Burkina Faso. Validation activities are still under way. All the National Agricultural Research Systems (NARS) of the ECOWAS countries were introduced to the tools, and teams from Benin, Burkina Faso, Ghana, Mali, Niger and Togo were trained. These countries have submitted a proposal to AGRA to undertake the work in their respective countries. ECOWAS is also interested in looking at ways to support the exercise.

n Building Databases for Revised Fertilizer Recommendations in Benin, Burkina Faso and Togo and Validation Trials of Maize and Sorghum Recommendations

1. Collection of Minimum Dataset and Model Calibration

u More than 30 years (1977-2007) of daily climate data (rainfall, hours of sunshine, minimum and maximum temperatures) collected from 10 synoptic stations were compiled.

u Two main maize varieties (FBC6, SR22) were calibrated among the 12 improved maize varieties including some high potential material locally renamed.

u Data collected at the 10 climatic synoptic stations set in the country and at four climatic stations in research centers (Saria, Di, Banfora and Niangoloko) were built with more than 30 years of weather data.

u More than 40 soil profiles covering the country at 1/100,000 scale were entered in the Decision Support System for Agrotechnology Transfer (DSSAT) soil file allowing simulations at different scales (province, watershed, province and region).

u Seven maize varieties were calibrated (SR22, FBC6, Massongo/OBATAMPA, Wari, Espoir, SR21, Barka).u Three sorghum varieties (Sariasso 11, Kapelga and Framida) were calibrated for DSSAT.u 30 nutrient omission trials were conducted on farmers’ fields on rice in the Sourou Valley with the rate

120N-30P-35K.

2. Site-Specific Fertilizer Rates Formulation and Validation

u Potential yields, best planting periods and site-specific fertilizer rates were simulated at different scales in Burkina Faso.

u The most efficient options simulated were selected for validation: 30 validation trials were installed in farmers’ fields in Comoe and the same number of trials in Poni Province; 15 trials in Gourma Province on maize and 15 validation trials on sorghum in the North (Zondoma Province).

p Fertilizer for sale at a market (Burkina Faso).

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Initiate Pilot on Developing a Scalable Business Concept for Organic Fertilizer Waste Resources

IFDC has participated since 2010 in a pilot project led by Safi Sana, whose goal is to develop a replicable business model for public sanitation in densely populated areas by recycling human excreta and domestic wastes into organic fertilizer and biogas. The pilot project aims at a proof of principle by the end of 2011 that would allow further roll-out of the waste recycling plant.

n Market and Supply Chain Analysis for Organic Fertilizers

The fertilizer market analysis conducted by IFDC revealed that the fertilizer diffusion rate is about 60 percent in the Greater Accra region. Organic fertilizer is commonly used in the region on high-value vegetable crops (lettuce, peppers, flowers) at rates varying from 2 to 28 mt/ha. The preference for organic fertilizer derived from human waste is high and although farmers are most familiar with organic fertilizer products such as poultry manure and cow dung, human waste-derived organic fertilizer is a very promising product, especially if health-related and olfactory issues are dealt with. Currently less than 10 percent of farmers interviewed in the Greater Accra region use human waste-related organic fertilizer. Farmers are aware of the high potency of human waste-derived fertilizer with regard to crop response. This is the major reason for their willingness to pay for this type of fertilizer. Prices varied from GHS 5.9 to 8.1 (about $3.70 to $5.10) per bag of 20 kg. A government subsidy and infrastructural investments by private fertilizer dealers to improve storage capacity are critical to the successful implementation of a human waste recycling plant.

n Field and Crop Testing

This step of the pilot plant was planned to be completed by the fourth quarter of 2011 but could not meet the deadline because of a delay experienced in prerequisite fertilizer market analysis and waste resourcing survey. Scientists at the Biotechnology and Nuclear Agricultural Research Institute, Ghana (BNARI) are still working on the final organic fertilizer products. Only after this step had been completed will crop testing take place.

Waste as a BusinessSafi Sana (www.safisana.org) works to develop scalable, local business models to produce and market renewable energy and organic fertilizer, while providing quality sanitation and clean water services to communities in (sub) tropical areas.

Safi Sana has two goals: to provide access to high standard sanitation and water services for people living in slums; and to collect and process the sanitary waste flows with other organic waste into viable end-products for the local market.

n The Safi Sana Solution Process

To achieve its goals, Safi Sana uses two complimentary business models:

1. The provision of public toilets using a ‘pay-as-you-go’ franchise-based formula.

2. Monetization of the by-products through value-added processing and marketing.

IFDC partners with Safi Sana on fertilizer-related issues.

t VisitorstoaSafiSanaurbanhumanwasteprocessingsiteatAshaiman,Ghana.

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n Analysis and Formulation of a Bankable Business Plan

Due to the delay in the previous activity with BNARI, the analysis and formulation of a bankable business plan is still being worked out and will be done when all technical and economical data are available.

n Formulation of Plans for Up-Scaling and New Pilot Activities in 2012-2016

The roadmap for the Safi Sana human waste recycling project is summarized in Figure 9.

p A latrine block in Ghana from which human feces are collected for the production of biogas and eventually biofertilizers.

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Figure 9. Roadmap Summarizing Steps Towards Proof of Concept of the Waste Recycling Pilot Project for 2012

As a proof of principle, solid and liquid organic fertilizer products will be sold to farmers by the third quarter of 2012. Product refinement will ensue after release of the first organic fertilizer products.

In 2009 Safi Sana launched the human waste recycling pilot project to develop a concept for improved sanitation and waste recycling in Ashaiman. Safi Sana Ghana and the Kwame Nkrumah University of Sciences and Technology, Kumasi (KNUST) installed a pilot at the Ghana Irrigation Development Authority (GIDA) site at Ashaiman, and assessed conditions for optimal operation of waste digesters. The characteristics of the biogas produced were examined by KNUST whereas BNARI analyzed the chemical and biological composition of the effluent coming out of the digesters. IFDC conducted two studies: one on the quantity and quality of waste available to be included in a waste recycling plant; and another study to assess the market potential of the human waste-derived organic fertilizer. About 68,550 mt of domestic waste primarily comprised of fruit residues and animal wastes can be collected in a year in the pilot plant area. The market potential of the organic fertilizer derived from human excreta showed that farmers will pay for such a product under specific conditions.

The test plant is fully operational; however, the proof of concept has yet to be proven due to delays experienced in some other steps of the pilot. Crop testing is likely to come to completion by mid-2012 as the final fertilizer product first needs to be defined. The business plan will be developed as soon as the proof of concept is completed.

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Continue Support to AU, NEPAD and EACStrengthening the capacities of regional and continental policy bodies (such as AU, EAC, COMESA, NEPAD) in agro-input markets will accelerate agro-input market development and access to inputs for farmers. In East and Southern Africa, IFDC has provided support to COMESA and EAC to strengthen human capacity within the RECs needed for regional input market development. Based on this investment, COMESA has taken strong leadership and launched a large EU-funded program (COMESA Regional Agro-Input Program, or COMRAP) to harmonize regulatory frameworks, strengthen the input-credit sector and create a network of skilled agro-dealers.

On July 1, 2010, EAC opened borders for the free movement of people and goods, including agro-inputs. However, considerable differences in agro-input laws (e.g., different subsidy schemes) exist, and EAC needs strong support to further develop and strengthen the regional input market in much the same way that the MIR Plus project is doing in collaboration with the West African RECs.

Through SAADA, IFDC supported the position of a senior policy economist seconded to NEPAD, to assist NEPAD in the monitoring of progress towards the implementation of the Abuja Declaration on Fertilizer and provision of technical support to the countries and RECs on related input market development activities. Funded through SAADA, IFDC has supported the AU through an economist seconded to the Department of Rural Economy and Agriculture (DREA) since 2010. The economist is working closely with the Commissioner, thus allowing further strengthening of the Africa-wide impact of SAADA.

Support EAC

Through the Strengthening Trade at the Regional Level in Agricultural Inputs in Africa (STAR) project (2008-2011) IFDC provided technical support to EAC to strengthen its capacities to develop the input market. After the project ended in 2011, AGRA agreed to provide funding to allow for continued support, but EAC was not able to agree on the modalities of collaboration. IFDC therefore decided to support individual EAC countries and the East African Fertilizer Association (EAFA) in order to strengthen the agro-input market.

1. Assist EAC in Finalizing Procedures of the EAC/IFDC Arusha Regional Input Market Development Workshop

The staff seconded to EAC between 2009 and 2011 was supported by an IFDC input policy specialist to finalize and publish these proceedings.

2. Provide Technical Backstopping to EAC/AGRA Input Market Specialists in Conducting Input Policy Analysis

Because EAC did not agree on collaboration with IFDC through AGRA funding, no staff was seconded to EAC in 2011. Instead of providing support to EAC, IFDC provided financial support to individual countries and EAFA through participation in IFDC trainings and events.

3. Assist EAC in Organization of High-Level Input Policy Harmonization WorkshopIFDC, the AU and EAFA organized an international training workshop July 4-8 in Nairobi, Kenya, titled ‘Fertilizer Policy and Marketing Strategies in Africa.’ IFDC sponsored the participation of agro-input policy experts from the EAC countries, while the AU supported 12 participants from other African countries.

With 58 participants and 25 speakers from the public and private sectors, this workshop was a high-profile networking and policy event. It identified key policy options for promoting fertilizer use and supply, to explore viability of alternative fertilizer supply paths, to design marketing strategies suitable to country-specific situations, to empower participants with analytical and operational skills to implement sound policies and suitable marketing strategies and to strengthen business and policy linkages among stakeholders from different parts of Africa.

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Support NEPAD

With AAA-Bridge funds, IFDC provided financial support for the position of a senior policy economist seconded to NEPAD, to assist the organization in the monitoring of progress towards the implementation of the Abuja Declaration and provision of technical support to the countries and RECs on related input market development activities.

1. Support Integral Cost of IFDC Input Market Specialist/Agribusiness Specialist Seconded to NEPAD

u Spearheaded NEPAD collaboration with IFDC, FAO/CountrySTAT project, and IFA to improve the quality and availability of information and data on fertilizers and soil fertility issues in Africa. In December 2011, two consultants were hired to develop a training manual and supporting documents to facilitate the training of relevant staff in the national statistics offices and the Ministries of Agriculture and provide support for a ToT on fertilizer statistics. The ToT was organized by IFDC, and held March 20-22, 2012 in Nairobi.

u Led a technical team comprised of three institutions (NEPAD, IFDC and IFA) to commission a study on fertilizer subsidy programs in eight countries in East, Southern and West Africa in October 2010. Technical guidance and financial support was provided by FAO, IFDC and AGRA. The first draft was completed and is being reviewed by experts from eight institutions. The feedback will be incorporated to revise and finalize the study. Discussions are underway for NEPAD and FAO to convene a Stakeholders’ Validation Workshop in the first quarter of 2012 to share the recommendations of the study and develop an action plan to maximize the influence of the recommendations on national fertilizer subsidy policy.

u Facilitated discussions for NEPAD to join AFAP. AFAP is a collaborative initiative among AGRA, the African Development Bank (AfDB), IFDC, USAID and a range of local specialized agencies, with the support of the AUC. AFAP’s goal is to establish more competitive and sustainable fertilizer markets that will provide smallholder farmers in Africa with the incentive, initiative and capability to source and use fertilizer to improve crop production and food security. AFAP will achieve this goal through a set of activities aimed at increasing private sector participation and investment in the fertilizer value chain, including policy advocacy. AFAP has invited NEPAD to participate in the partnership and play a key role

p Oumou Camara, IFDC’s senior policy economist and representing the AUC Department of Rural Economy and Agriculture, speaking on “the role of women in addressing food insecurity in Africa” at the 2012 celebration of International Women’s Day (organized by UNWOMEN, AUC and UNECA) in Addis Ababa, Ethiopia.

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in facilitating the implementation of the policy component of AFAP. The NEPAD CEO and the President/CEO of AFAP have held formal discussions on the proposed role of NEPAD in AFAP and how to make the arrangement operational. Agreement has been reached for the development of a work plan, and on that basis a letter of agreement will be signed.

� An early action has already been embarked upon under the AFAP partnership: Country-specific assessments in a select group of 12 USAID Feed the Future (FTF) countries have been commissioned and funded by USAID and implemented by IFDC in its capacity as an AFAP partner. The objective of the country assessments are to: generate national estimates of fertilizer requirements using the agricultural growth targets in stakeholders’ agricultural development plans (in most cases, this will be the CAADP National Agriculture and Food Security Investment Plans or NAIPs); understand the full fertilizer value chain in each country; and understand the policy implications of achieving the estimated fertilizer requirements. The output of the exercise will be the identification of avenues to reduce costs, drive agricultural productivity, facilitate policy discourse and improve program design, implementation and monitoring. As a member of the technical working group for these studies, IFDC’s role is to structure the policy component of the ToRs for the country assessments. In January 2012, the working team embarked on assessments in three pilot countries: Ghana, Kenya and Tanzania. The initial findings and recommendations will be presented to key stakeholders at a workshop before the remaining country assessments are embarked upon. The purpose of the workshop will be to: raise awareness about this activity among the 12 FTF countries and how it will benefit them; explain how the activity will be carried out; and present the results of the activity for the initial three countries as case studies. NEPAD’s CAADP program will be asked to co-host the workshop. A key outcome of this activity will be the integration of fertilizer into the NAIPs. The NAIPS were developed with technical and financial support facilitated by NEPAD’s CAADP and it is important to retain this continuity in order to ensure ownership by the countries. Therefore, bringing NEPAD’s CAADP on board as an organizer of the workshop is critical for the success of this activity.

2. Provide Technical Backstopping to NEPAD-Based Specialist

Monitoring progress on the implementation of the Abuja Declaration on Fertilizers – The Seventh Annual Progress Report on implementation of recommendations of the Africa Fertilizer Summit (which covers the period January-December 2010) was prepared and submitted to the AUC in June 2011. Technical backstopping was provided by AUC and IFDC headquarters for the preparation and finalization of the report.

3. Training of NEPAD Staff on Input Market Development and Organization

IFDC held a training workshop in Ghana November 21-25, 2011, entitled “Linking Farmers to Markets.” The IFDC staff member seconded to NEPAD made a presentation entitled, “Fertilizer Subsidy Programs in Africa: A Viable Link to Input Markets?” NEPAD negotiated IFDC sponsorship to attend the workshop for 10 NEPAD/CAADP focal points and representatives of Pillar Institutions. The CAADP participant from Nigeria made a presentation on Nigeria’s agricultural transformation agenda within the context of the implementation of the CAADP process in Nigeria, titled, “Spreading the Value Chain Approach in Africa.”

4. AU/NEPAD Input Policy Workshop

This workshop has not yet been convened.

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Support AUC

The objective of the technical assistance to the AUC’s Department of Agriculture and Rural Economy was to support the Department’s efforts to transform African agriculture through effective poverty reduction, food security and economic development. Particular attention was given to the identification of evidence-based agricultural input and output priority investment areas, thereby ensuring the effective implementation of the CAADP process.

1. Support Integral Cost of IFDC Policy Economist Seconded to African Union Commission

The AAA-Bridge project supported the integral cost of an IFDC policy economist seconded to the AUC’s headquarters (in Addis Ababa, Ethiopia) from March 2010. Under the guidance of AU’s Commissioner of Rural Economy and Agriculture, the staff member has assisted in the identification, formulation, adoption and implementation of policy issues and decisions taken by AU’s Heads of State and Government. Special emphasis was placed on fertilizer policies, as outlined in the Abuja Declaration, or policy areas critical in the transformation of African agriculture.

During the secondment period, several outputs were achieved in the course of the implementation of AUC’s African Fertilizer Program. First, the 8th progress report on the Abuja Declaration, prepared by the NPCA, was revised and distributed to AU member states and key stakeholders during the AU Summits. Second, the technical capacity of nine AU Member States (Burundi, DRC, Kenya, Mozambique, Nigeria, Rwanda, South

Sudan, Uganda and Zambia), two RECs (ECOWAS/UEMOA, EAC), and four AUC staff (NPCA and DREA) was strengthened. This was done by supporting their participation in IFDC’s international training programs on Fertilizer Policy and Marketing Strategies in Africa (Nairobi, Kenya, July 4-8, 2011) and Assessing Indigenous Fertilizer Production Opportunities in Africa (Arusha, Tanzania, December 5-9, 2011). Third, a proposal for assessing the quality of fertilizer marketed in the COMESA region was developed and submitted to FAO for funding under the AUC’s FAO Technical Cooperation Program. Finally, advocacy efforts were stepped up in order to mobilize resources for the African Fertilizer Financing Mechanism. Fourth, IFDC’s Fertilizer Adoption Series Paper was launched. The first publication, entitled “What Are the Factors Influencing Maize Farmers’ Demand for Fertilizer in Kenya?” is ready for publication after an extensive peer review and follow-up revisions. IFDC Fertilizer Adoption Series Paper No 2: “Can the Adoption of Fertilizer Lift Tea Farmers in Kenya Out of Poverty? An Empirical Analysis” has been drafted and sent out to potential co-authors for contributions.

In addition, nominated as the focal person on several policy aspects by the AUC, the seconded staff contributed

to defining policies and strategies to support input and output market development efforts at the national, regional and continental levels. Specific activities undertaken during the secondment period in this area include:

p Several people view a demonstration of a briquette machine producing USG (Benin).

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u The identification of the African Agricultural Sector’s Priorities for the EU-AU Partnership on the Millennium Development Goals, later published in the EU Africa Joint Action Plan (2010-2012). Emphasis was placed on the establishment of a common market for agricultural products; the development and promotion of regional value chains for strategic commodities; the operationalization of the African Fertilizer Financing Mechanism; the sustainable intensification of smallholder agriculture facilitated through targeted initiatives (fertilizer quality assessment; introduction of agro-input vouchers system in three countries with high soil depletion and low agricultural productivity).

u Assistance to two RECs (ECOWAS and COMESA) in the development of a blueprint for the common market for strategic agricultural products through the promotion and development of regional value chains for strategic agricultural commodities. In May 2011, a regional consultative meeting was undertaken in COMESA, with 30 regional stakeholders from key institutions (i.e., COMESA/ACTESA, FAO, AUC, UNECA), to identify priority areas for the development of maize value chains in the region. In July 2011, the ECOWAS regional consultative mission/meeting was conducted in Ouagadougou. About 30 participants from regional and international organizations gathered to define priority axes for the development of regional rice value chains in the ECOWAS region. Later during the year, activities in COMESA were increased. Four baseline studies were conducted on maize and livestock value chains in Ethiopia, Malawi, Uganda and Zambia from September through November. The findings of the studies were presented to COMESA stakeholders and international partners in December 2011 in Lusaka, Zambia. Over 80 participants took part in the December expert group meeting and symposium. These consultative meetings, through an inclusive approach that has enabled the participation of key stakeholders, has led to the articulation of priority areas for the development and promotion of regional value chains for maize and rice in the ECOWAS and COMESA regions.

Finally, the seconded staff coordinated several activities for the AUC, including:

u The signing of the MoU between the Africa Rice Center and the AUC on July 12, 2011. A technical discussion held after the ceremony defined key areas of partnership between the institutions, especially as related to the development of rice value chains in the ECOWAS region.

u The commemoration of the second Africa Food and Nutrition Security Day, which was celebrated in Addis Ababa, Ethiopia, under the theme “Investing in Intra-African Trade for Food and Nutrition Security” on October 30, 2010, was also coordinated. Over 200 participants gathered to acknowledge the importance of food and nutrition security in the development process. A ministerial panel discussion was held to define priority areas for ensuring food and nutrition security in Africa by 2015.

u The development and implementation of AUC-DREA’s communications strategy. The productions of AUC-DREA’s first bi-annual report as well as a media kit folder were coordinated with technical assistance from IFDC’s Information and Communication Unit.

2. Provide Technical Backstopping to NEPAD-Based SpecialistIFDC’s NEPAD-based senior policy economist has spent considerable time on an analysis of different input subsidy models in eight African countries. The analysis will be published in early 2012 and provides a menu of options for governments on the use (or non-use) of fertilizer subsidies. IFDC provided the technical support and logistics support to realize this study.

3. Training of EAC Staff and Partners on Input Market Development and OrganizationTwo leading events were organized. IFDC, the AU and EAFA organized an international training workshop (July 4-8 in Nairobi, Kenya), titled ‘Fertilizer Policy and Marketing Strategies in Africa.’ IFDC sponsored the participation of input policy experts from the EAC countries, while the AU supported the participation of 12 participants from other African countries. Secondly, IFDC (in collaboration with the AU) organized the international training workshop ‘Assessing Indigenous Fertilizer Production Opportunities in Africa,’ December 5-9, 2011, in Arusha, Tanzania. The workshop brought 50 participants together, with IFDC supporting the

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participation of EAC participants. One of the most tangible outcomes of the training is the support IFDC and AFAP will give to Minjingu phosphate mines to boost local production of phosphate fertilizers for the East African market.

Highlights on Project PerformanceThe tables below recap AAA-Bridge performance indicator targets related to this component.


Input and relevant market information available to all project cluster members.

u AMITSA operational and disseminating agro-input prices and information by web, social media and SMS in nine countries in Eastern and Southern Africa.

u Agro-input market information available in 10 West African countries through the MIR Plus project.

u Fertilizer information and statistics available through AfricaFertilizer.org; a four-year program (2012-2015) was developed and endorsed by FAO, NEPAD, IFA and AGRA, led by IFDC in close collaboration with private sector and CountrySTAT programs.

AAA-Bridge partly met this target. AMITSA continued to expand coverage and services. With the addition of Swaziland, AMITSA is now covering nine countries in Eastern and Southern Africa. Information about fertilizers, seeds and crop protection products (CPPs) is now widely available to farmers and other value chain stakeholders, with a full-fledged website and with a social media presence since September 2011 (Facebook and Twitter), and an electronic newsletter sent to 2,000 recipients. The integration of Esoko mobile services in March 2011 allowed AMITSA to reach more than 5,900 agro-dealers in the region by SMS, paving the way for a series of customized, user-friendly and affordable educational and marketing campaigns in 2012. In West Africa, value chain stakeholders can access input market information in 10 countries through the MIR Plus publications. In addition, the 2012-2015 AfricaFertilizer.org program endorsed in September 2011 by all AFO partners (IFDC, IFA, FAO, AU and AGRA) significantly improves the quality and the quantity of statistics, policy and economic indicators related to the fertilizer sector in Africa. AAA-Bridge focused its efforts on input market information and did not work on agricultural produce market information, since other organizations (in partnership with Esoko and Manobi) are already providing this data in many countries.


All cluster members have access to market information. Stage is set for expansion during the 2SCALE project.

u All cluster members have access to input market information, and stage is set for expansion during 2SCALE.

AAA-Bridge partly met this target. Agribusiness clusters are ready to benefit from MIS on agro-inputs. All existing clusters have been profiled, and assessments of their market information needs have begun. With AfricaFertilizer.org at a continental level, AMITSA in Eastern and Southern Africa, the agro-input MIS supported by the MIR Plus project in West Africa and the integration of mobile applications, members of clusters from all countries covered by the project will have access to relevant local, national and regional information on agro-inputs. Through partners, cluster actors can also access a great deal of market information on agricultural commodities.

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Adoption of UDP by rice and some vegetable clusters.

u UDP on rice adopted on 12 ha in Benin, 600 ha in Burkina Faso, 150 ha in Mali, 37 ha in Niger, 300 ha in Nigeria and 100 ha in Senegal. Most but not all rice farmers are cluster actors.

u Foundation laid to create three ‘granule clusters’ in Benin, Burkina Faso and Mali.

u Adaptive research conducted to tailor UDP to local agro-ecological conditions, agricultural practices (direct sowing and random transplanting) and extend its application to other macronutrients (P and K), maize and vegetables.

AAA-Bridge partly met this target. UDP was intensively promoted among rice value chain actors, including actors that are already members of rice clusters. Over 50,000 rice stakeholders participated in demonstrations and field days. UDP demonstrations covered 1,100 ha of rice in 2011. Preparatory work was done to extend the UDP technology to other high-value crops (irrigated maize, tomatoes and onions) and ecologies (upland and lowland rice), which will be pursued further under 2SCALE.


Key crops have updated fertilizer recommendations.

u In Benin, Burkina Faso, Ghana and Togo, trials and update of fertilizer recommendations.

AAA-Bridge met this target. Through the combination of different approaches and tools, AAA-Bridge contributed to the testing and updating of fertilizer recommendations in Benin (maize and cassava/maize), Burkina Faso (maize, sorghum, irrigated rice, cotton), Togo (maize, cassava) and Ghana (maize). Some of the tests initiated in 2011 need to be confirmed in farmers’ fields.


One human waste pilot activity in West Africa and one pilot in East Africa underway.

u Through studies and analyses, assessment of the viability of a pilot project in Ashaiman, Ghana.

AAA-Bridge partly met this target. The project focused its efforts in West Africa, in partnership with the Safi Sana Company. The test plant is fully operational; however, the proof of concept has yet to be proven due to delays experienced in some other steps of the pilot. Crop testing is likely to come to completion by mid-2012 as the final fertilizer product first needs to be defined. The business plan will be developed as soon as the proof of concept is completed.

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Farmers in relevant clusters increase productivity by over 20 percent as a result of UDP.

u Rice production increased by an average 21 percent as a result of UDP technology.

AAA-Bridge met the target of a 20 percent increase in yield through the use of UDP, as the average increase observed was 21 percent. This achievement concerned farmers who were members of rice clusters but also other rice farmers.


Farmers in relevant clusters increase productivity by over 20 percent as a result of fertilizer recommendations.

u Fertilizer recommendations identified and tested, but not yet validated for use by cluster actors.

The project did not meet its target of 20 percent yield increase through the use of new fertilizer recommendations, as most of the developed fertilizer recommendation options first need to be validated through several cropping seasons before making use of them for crop production and productivity analysis.


Better understanding of waste conversion issues. u Conditions for optimal digester operation identified and pilot plant fully operational.

AAA-Bridge met this target. The Kwame Nkrumah University of Science and Technology (Ghana) investigated technical biogas potential and optimized waste input supportive of full-scale bio-digester operation and energy- and nutrient-rich effluent production. BNARI investigated the quality of the effluent produced and its pathogen contents. Scientists at BNARI are also working on the final organic fertilizer products by combining effluents from digester with organic wastes in a composting plant. Only after this step had been completed will the crop testing take place.


EAC receives sufficient technical support to improve input regulatory regimes.

u EAC receives sufficient technical support to improve input regulatory regimes.

AAA-Bridge met this target, through its support for the AUC and NEPAD. The project contributed to implement NEPAD’s Fertilizer Program with the following achievements:u A training manual to improve the quality of fertilizer statistics in Africa.u Improved capacity of national statistics officers and Ministry of Agriculture staff for collection of fertilizer

data and market intelligence.u Seventh Report on Progress in the Implementation of the Abuja Declaration prepared and submitted to

AUC.u Validation and implementation of NEPAD Fertilizer Subsidy Study.u Implementation of AFAP.u Fertilizer is integrated into the NAIPs.u NEPAD key organizer of the workshop to review the findings of the pilot FTF country assessments.

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AAA-Bridge supported the implementation of the AUC’s African Fertilizer Program, with the following achievements:

u Revised 8th progress report on the implementation of the Abuja Declaration.u Strengthened the technical capacity of policymakers from nine AU member states; two RECs and four

AUC staff in fertilizer policy and marketing strategies and production opportunities.u Submitted a proposal to FAO to assess the quality of fertilizer marketed in COMESA.u Launched IFDC’s fertilizer adoption paper series.u Submitted paper for publication entitled “What are the factors influencing maize farmers’ demand for

fertilizer in Kenya?”u Drafted paper entitled “Can the adoption of fertilizer lift tea farmers in Kenya out of poverty?”

AAA-Bridge contributed to defining policies and strategies to support input and output market development efforts at national, regional and continental levels:

u Identified priorities for the agricultural sector for the publication of the EU Africa Joint Action Plan.u Articulation of priority areas for the development and promotion of regional value chains for maize and

rice in the COMESA and ECOWAS regions.

The project also coordinated key programs of the AUC’s Department of Rural Economy and Agriculture, with the following achievements:

u Signed MoU between the AUC and IFDC in June 2010.u Signed MoU between the Africa Rice Center and the AUC in July 2012.u Commemorated Africa Food and Nutrition Security Day on October 31, 2011, under the theme

“Investing in Intra-African Trade for Food and Nutrition Security.”u Developed and disseminated the first semi-annual report of the AUC-DREA.


Stage is set for progress on harmonization of input registration in eastern Africa.

u Stage is set for progress on harmonization of input registration in eastern Africa.

AAA-Bridge met this target through its support to the AUC and NEPAD. The project contributed to implement NEPAD’s Fertilizer Program with the following achievements:u Stage is set for improved quality and availability of fertilizer statistics and market intelligence for SSA.u Improved knowledge of the status of the implementation of Africa’s fertilizer agenda.u Improved implementation of fertilizer subsidy programs in SSA.u Conducive policy environment for private and PPP initiatives that improve the performance of the

fertilizer value chain.u Increased emphasis of the role of fertilizer in the CAADP process and NAIPs programs.

AAA-Bridge supported the implementation of the AUC’s African Fertilizer Program, which contributed to improving the policy environment for input and output market development at the national, regional and continental levels. n

u Urban vegetable production (Mali).

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Component 5: Review and Establishment of Partnerships for Implementation of the 2SCALE Project

Review Existing Partnerships

Review of Partnerships with Agriterra and ICRA

n Define Modalities of Collaboration with ICRA and Agriterra for 2SCALE

During the reporting period, the partnership with ICRA was further strengthened. ICRA continued to play an important role in the capacity building and documentation activities in the various components of AAA-Bridge. ICRA will continue to play this role in the 2SCALE project and therefore ICRA staff actively contributed (jointly with BoP Inc.) to the development of the 2SCALE proposal. In 2SCALE, ICRA will coordinate the Activity Domain ‘Build capacity of cluster partners.’ It has announced plans to shift training and capacity building activities to Africa, which aligns very well with the capacity building objectives of the new project.

A consortium agreement was formulated and signed, describing the collaboration between IFDC and BoP Inc. and ICRA in the 2SCALE project.

In addition, a discussion was held with Agriterra to discuss and review the 2SCALE project partnership. Agriterra has changed its approach, and will focus on: economic development at the grassroots, working with commodity-based farmer organizations; farmer-led cooperatives; and continued support to national and regional FBOs. Agriterra expressed serious concerns with the PPP approach and involvement of medium- and large-scale agro-enterprises in the 2SCALE project. It was therefore agreed that the partnership with Agriterra as existed in the SAADA project needed to be revised.

p Notes are posted regarding challenges during a capitalization workshop facilitated by ICRA (Burkina Faso).

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Thereafter, no further discussions were held with Agriterra. Based on consultations with the Eastern Africa Farmers Federation (EAFF) and the West African Réseau des Organisations Professionnelles de Producteurs Agricoles (ROPPA), a possible supporting role of Agriterra in strengthening FBOs will be considered in the detailed country-level work plans of the 2SCALE project.

Analyze Partnerships That Were Developed Under SAADA

SAADA developed varied partnerships with national and regional organizations, as described in the SAADA end-of-project report. These partnerships helped implement field activities and leverage human and financial resources for the project. In the AAA-Bridge project the nature and scope of these partnerships have started being reshaped to better match the goals and approaches of the upcoming 2SCALE project.

n Regional Producers’ Organizations

In SAADA, the West African organization ROPPA played a strong role, in close relationship with Agriterra. ROPPA chaired the project’s regional steering committee.

Partnership activities with the regional farmers’ organizations EAFF and ROPPA in the 2SCALE project have not yet been identified. Since the role of these organizations in commodity value chain development is changing, a consultation with representatives of these organizations is required to define their role in the upcoming project. These consultations have not yet been conducted.

n National Producers’ Organizations

National FBOs also played a central role in the 1000s+ project. They chaired the national steering committees, had staff dedicated to agribusiness cluster development and FBOs were usually the entry point for cluster development.

As indicated in the 2SCALE proposal, these roles are expected to change, by giving an equal access to lead roles for all cluster actors (farmers, processors, traders, agro-dealers, etc.). National FBOs could play a role in advocacy and learning networks, primarily once ‘super-clusters’ are developed; this contribution may however also be re-directed to commodity-based organizations.

n Credit Institutions

As indicated under Component 2, in February 2012 IFDC signed an MoU with a Togolese bank, BPEC, to facilitate access to finance for agribusiness cluster actors. Initial contacts were also organized with the Rabobank Foundation, as mentioned under Component 1. In addition, in the micro-insurance area, in February 2012 IFDC formulated and signed an MoU with PlaNet Guarantee to implement pilots in Mali on maize, with a possible expansion to Burkina Faso and Benin, and other crops (see section on Component 2).

p Participants at a capitalization workshop facilitated by ICRA (Mali).

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While AAA-Bridge had no staff specializing in rural finance, the plan for 2SCALE is to hire two access-to-finance specialists, in both divisions (West Africa and East and Southern Africa). Developing partnerships with local finance institutions, as well as regional and international organizations (Rabobank Foundation, Oikocredit, equity funds, insurance organizations, etc.) will be their priority.

n Agro-Dealers’ Associations

Agro-dealer associations are usually not part of agribusiness clusters, but some of their members are active cluster actors or partners. Because IFDC implements (or implemented) several AGRA-funded projects on agro-dealer network development, 2SCALE is well-positioned to partner with these associations. These partnerships could be in the areas of advocacy against adulterated or counterfeit agro-inputs, on dissemination of best practices and information and on identifying suppliers of agro-inputs for every cluster.

n Research Institutions

SAADA built a strong collaboration with several research institutions to develop and test new technologies or practices (e.g., fertilizer recommendations, etc.). IFDC will continue strengthening these partnerships in the framework of technical and institutional innovations to be introduced by 2SCALE.

n CropLife Africa Middle East

IFDC and CropLife Africa Middle East have been collaborating since 2003, through several IFDC projects. CropLife contributes to the regional harmonization of agro-input regulations and to capacity building activities in integrated pest management (IPM) and responsible use of CPPs. Training in food safety issues (e.g., maximum residue limits of CPPs) and advocacy against adulterated and counterfeit inputs are intervention areas that could be strengthened under 2SCALE.

During a meeting in Accra in early 2012, IFDC and the West African leadership of CropLife agreed to develop a joint annual action plan under 2SCALE once the focus countries, interventions and start date of the project are confirmed. CropLife invited IFDC to attend its annual West African hub meeting in April 2012, which offers the opportunity to further discuss joint field activities.

p A BSS discussing market opportunities with a representative of a farmer-based organization at Koutiala, Mali.

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Establish Partnership Networks of National and International OrganizationsIn the AAA-Bridge project, IFDC identified many partnerships that could help strengthen the performance of the upcoming 2SCALE project. Some partnerships are a continuation of an existing collaboration, while others are new.

Arrange Partnerships with Organizations That Can Help Strengthen Capacity of Project Clusters and Agribusiness in SSA

n Formulate Partnership with BoP Inc.

During the AAA-Bridge project, BoP Inc. actively participated in activities focusing on the development of BoP markets and the participation of Dutch multi-national agro-companies. BoP Inc. also contributed to the activities leading to the 2SCALE proposal development.

A draft consortium agreement was formulated and signed, describing the collaboration among BoP Inc., IFDC and ICRA in the 2SCALE project.

n Explore Needs for Possible and Relevant Partnerships (International and African)

AAA-Bridge identified many intervention areas for which partnerships would help strengthen the performance of agribusiness clusters. The project identified specific agro-companies that are willing to contribute to value chain development activities through their technical expertise and other types of investments. Examples include Friesland Campina in the dairy sector in Nigeria, East-West Seed in access to vegetable seeds in Africa, Esoko in access to market information and many local or national companies interested in providing technical assistance, inputs and markets to cluster actors. In addition to these individual companies, associations and other institutions will be key partners of the 2SCALE project.

National and international knowledge centers (NARS and universities) will be included in various aspects of the project implementation with a focus on technical and institutional innovations, impact studies, etc. An MoU between IFDC and the University of Ouagadougou has been drafted.

pTradenegotiationsbetweenasoybeanfarmer-basedorganizationandsoybeanprocessorsproducingflourforbabyfood(Mali).

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Communications consultancy firms will be included to ensure an adequate stream of information of the project results to the various interested stakeholders such as national and regional policy fora, agribusiness companies, DGIS, etc.

IFDC continued or initiated new partnerships with organizations specialized in technical intervention areas. Examples include:

u Crop protection-related topics (food safety, IPM, fight against adulteration and counterfeiting, responsible disposal of empty containers, etc.): ongoing partnership with CropLife.

u Seed system development: new partnership formalized through a five-year MoU with the Syngenta Foundation for Sustainable Agriculture (SFSA).

u Micro-insurance schemes for smallholder farmers: partnerships formalized with SFSA and PlaNet Guarantee.

At the national level, working relationships with agricultural development projects (USAID FTF, World Bank programs and bilateral projects) will be included after partnership agreements are established, based on annual country-level action plans.

Various national and international consultants will be contracted for specific tasks which cannot be implemented by the consortium members or the national collaborating organizations.

t Members of a grassroots level farmer-based organization (Mali).

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Highlights on Project Performance

Performance Indicators and Expected Results

The tables below recap AAA-Bridge performance indicator targets related to this component:


Revised relationships agreed u Partnership with ICRA revised

u Partnership with Agriterra and FBOs suspended

AAA-Bridge met this target. The partnership with ICRA has been strengthened through a revised consortium agreement. The partnership with Agriterra has been suspended until the first 2SCALE work plan is developed. Other partnerships initiated under SAADA continued under AAA-Bridge and new agreements (SFSA, PlaNet Guarantee, etc.) were signed for implementation under 2SCALE.


Continued cooperation with Agriterra and ICRA in 2SCALE, including support for producer organizations.

u Continued collaboration with ICRA

u Suspension of the collaboration with Agriterra until 2SCALE starts

AAA-Bridge partly met this target. The partnership with ICRA continued throughout AAA-Bridge and will continue under 2SCALE. It was also agreed that the partnership with Agriterra and its support to FBOs may be re-established once the 2SCALE 2012 work plan is developed. Other partnerships initiated under SAADA (e.g., universities) continued under AAA-Bridge.

p Farmers discussing corn quality with researchers at Sotuba, Mali.

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u Peeling shallot for processing in Niono, Mali.


MoUs with key national, regional and international organizations.

u Four MoUs/consortium agreement signed

AAA-Bridge met this target. A consortium partnership agreement among IFDC, ICRA and BoP Inc. has been signed. The MoU with CropLife is ongoing. IFDC signed new MoUs with SFSA, PlaNet Guarantee and the Togolese bank BPEC. AAA-Bridge also formulated an MoU with the University of Ouagadougou that is expected to be signed in 2012.


Relationships result in additional capacity and benefit for cluster members in 2011 and in long-term arrangements under 2SCALE.

u Additional capacity and resources for cluster actors in 2011

u Linkages established for the long term

AAA-Bridge met this target. Cluster actors in West Africa continued benefiting from established partnerships (e.g., with national steering committees). IFDC believes that, while MoUs can be helpful, the efforts required to develop and get them signed (which can be very bureaucratic in some cases) are not always justified; the most important factors is not the formal partnership agreement but concrete joint field activities, as identified through (formal or informal) action plans. An example is the collaboration between AAA-Bridge and the USAID Agribusiness and Trade Promotion project in West Africa: although no MoU was developed (which may have been difficult), field technical staff collaborated on joint activities (e.g., a training program in rice in Ghana, business linkages between rice value chain actors in Togo, technical activities in onion seed varieties in Burkina Faso). In all its target countries, 2SCALE will tap into resources and expertise from existing and new partners to leverage its impact. n

p A poultry organization exhibits its products at a trade fair (Mali).

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Component 6: Development of Detailed 2SCALE Proposal for 2012-2016

Develop Detailed 2SCALE Proposal in Consultation with Key PartnersDuring the reporting period a series of activities were undertaken to prepare and formulate a proposal for a continuation of the activities implemented in the SAADA and AAA-Bridge projects. The new project is titled ‘2SCALE: Towards Strategic Clusters in Agribusiness through Learning in Entrepreneurship.’

Create Broad Commitment Among Key Stakeholders

n Organize Seminar in The Hague: Accelerating Agribusiness in Africa

On January 13, 2011, in cooperation with IFDC and BoP Inc., DGIS/Department of Development Economics (DDE) organized a seminar to explore how smallholder producers and companies in the agro-food sector can jointly make a difference in developing national and regional agro-food markets, stimulate economic growth and increase food security. The seminar brought together a wide audience of representatives of public and private sector parties including DGIS, EL&I, Wageningen UR, ICRA, Unilever, Rijk Zwaan, East-West Seed, IDH, Agriterra, Heineken, DSM, Friesland Campina, Rabobank Foundation, Berenschot and Global Compact Netherlands. The private sector companies present showed a genuine commercial interest in contributing to the development of national and regional agro-food markets in Africa. The results of the seminar were used in the development of the proposal.

p Jan Arie Nugteren, East West Seed representative for West Africa, discussing best practices with a pepper farmer in Ghana.

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n IFDC Meets with Dutch Key Stakeholders Individually

As detailed in the section on Component 1, IFDC and BoP Inc. staff organized various individual meetings with the private sector companies which committed themselves to the AAA-Bridge project. Meetings were held with Unilever, Rijk Zwaan, East-West Seed, Rabobank Foundation, DSM, TNT, etc. Some companies confirmed their commitment to collaborate with the upcoming 2SCALE project.

Write Road-Map for Proposal Development

n Based on Seminar and Individual Meetings IFDC and BoP Inc., Write a Road-Map for Proposal Development

The consortium members organized a proposal-writing session in the Netherlands on March 22-24, 2011, with IFDC, BoP Inc. and ICRA participating. This resulted in a first global outline of a project proposal.

During the period May 16-20, 2011, a team-building and proposal development workshop was organized in Nairobi, bringing together a broader group of key staff from IFDC’s two Africa divisions, ICRA and BoP Inc. to discuss the detailed outline of the project proposal. The results of this workshop were used to develop a first version of a comprehensive project proposal for discussion with DGIS.

Develop a Full Proposal

n IFDC and BoP Inc. Write a Full Proposal for Submission to DGIS

The results of the Nairobi workshop were used to develop the first version of a comprehensive project proposal. The first version was shared with DGIS for discussion purposes on July 26, 2011. After feedback from DGIS, the proposal was refined and new versions re-submitted to DGIS on August 29, September 26, November 18, December 5 (all 2011) and January 17, 2012. The most dramatic change occurred in the latest version, in which it was decided, after consultation with DGIS, to narrow the scope of the project from 15 to nine target countries, with a two-year phasing-out strategy for existing clusters in three West African countries.

p Milking at Paikon Kore, Gwagwalada grazing reserve (Nigeria).

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Organize a High-Level Meeting

n Meeting with CEOs or Sub-CEOs of Dutch Multinationals and Leadership of DGIS

During the proposal-writing process, regular consultations were held with DGIS. In January and March 2011 consultations and discussions were organized between the consortium members and DGIS, with participation of IFDC President/CEO, Dr. Amit Roy, and the Director of DDE, Martin de la Beije. After the first submission of a comprehensive version of the proposal, a consultation was organized in June 2011with Monique Calon (DDE) and Anno Galema (Coordinator PPP) and representatives of the consortium partners. The results of the discussions were included in a revised version of the proposal which was submitted to DGIS in August 2011.

Work Plan Development

Work Plan

n Once 2SCALE Approved, Develop a Detailed Year One Work Plan

Because 2SCALE has not yet been approved, the project’s consortium has not developed the Year One work plan. In addition, the late decision (in January 2012) to narrow the geographical coverage of 2SCALE (from 15 to nine countries) was a surprise to project partners and staff and required additional activities to explain these changes and adjust some intervention approaches.

Highlights on Project Performance

Performance Indicators and Expected Results

The tables below recap AAA-Bridge performance indicator targets related to this component:

Output Indicator 6 Achieved

Four workshops conducted and partners’ input incorporated in the main strategy and blueprint for the 2SCALE project

u Stakeholders’ workshop in the Netherlands on January 13, 2011

u Writing workshop in the Netherlands on March 22-24, 2011

u Writing workshop, including potential partners, in Kenya on May 16-20, 2011

u Series of meetings with executives of agro-companies

AAA-Bridge met this target. Although there were not four workshops organized in a systematic manner, the project organized several workshops and meetings with the participation of consortium actors and potential partners to draft and refine the proposal. Partners’ input was incorporated into the 2SCALE strategy.

Output Indicator 6 Achieved

Full proposal is drafted and submitted by the end of October 2011

u 2SCALE proposal developed, revised and submitted to DGIS

AAA-Bridge met this target. A full 2SCALE proposal was prepared during the first semester of 2011 and submitted to DGIS on July 26, 2011. Revised versions were submitted on August 29, September 26, November 18, December 5 (all 2011) and January 17, 2012.

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p Processed millet sold on Malian markets.

Outcome Indicator 6 Achieved

Private companies and other key players are in agreement with and support (including with buy-ins) the proposal approach

u MoUs with East-West Seed, DADTCO and Friesland Campina signed and partnership program developed, including with buy-ins.

u MoUs with other organizations representing the private sector signed and implemented.

AAA-Bridge met this target. As detailed under Component 1, numerous agro-companies have been identified as potential partners under 2SCALE and IFDC signed MoUs with some of them. Partnerships arrangements were also discussed with other players, such as SFSA (MoU signed), PlaNet Guarantee (MoU signed), CropLife (existing MoU), universities and development projects.

Outcome Indicator 6 Achieved

DGIS accepts and funds the new 2SCALE project u 2SCALE proposal submitted and reviewed, but not yet approved

AAA-Bridge did not meet this target. At the time of writing this report (March 2012), the 2SCALE proposal has been reviewed by the DGIS project committee, but no decision has been made to date, mainly because of upcoming budgetary reallocations. n

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Annexes

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Annex 1. Classification of Agribusiness Clusters by PerformanceClassification of agribusiness clusters after performance assessment in each country

Performing and Motivated

Averagely Performing and Motivated

Not Performing but Motivated

(needs more attention but could be phased out)

Not Performing or Averagely Performing

but Not Motivated (phased out)

Benin – 35 Clusters

3 Clusters:Atlantique_Manioc_08Borgou_Soja_09Plateau_Palmier_A_Huile_06

25 Clusters:Alibori_Riz_09Atacora AnacardeAtlantique_Ananas_07Atlantique_Tomates_08Borgou_Karite_09Borgou_Maïs_09Collines_Anacardes_08Collines_Riz_07Collines_Maïs_09Collines_Manioc_08Colline SojaCouffo_Arachide_06Couffo_Mais_08Couffo_Soja_08Couffo_Tomate_09Mono_Ananas_09Mono_Manioc_09Mono_Riz_08Mono_Volaille_09Plateau_Mais_06Plateaux_Manioc_06Plateau_Lapin_09Zou_Arachide_09Zou_Manioc_08Zou_Soja_09

4 Clusters:Atakora_Tomate_09Couffo_Niebe_06Mono_Oignon_08N’Dali_Riz_09

3 Clusters:Oignon_Oueme_09Oueme_Riz_08Alibori_Elevage_Bovin_09

Niger – 32 Clusters

9 Clusters:Riz_Tillaberi_09Lait_Niamey_08Oignon_Gaya _06Ble_Konni_09Tomate_Doguerawa_09Oignon Tahoua _07Pomme De Terre_Agadez_09Manioc_Gaya_06Riz _Gaya_06

16 Clusters:Sorgho Ti_09Chou_09Spiruline_09Niebe Pluvial Ti_09Niebe Cs Ti_09Poisson_08Embouche Do_07Arachide Do_06Niebe Ta_09Embouche Ta_08Embouche Az_09Embouche Zr_09Fromage Mi_09Souchet_09Sesame Mi_09Poivron_09

4 Clusters:Fromage Tahoua_08Arachide Maradi_09Fromage Diffa_08Sesame Dosso_09

3 Clusters:Embouche Tillaberi_08Mil_Dosso_06Sorgho_Dosso_08

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Burkina Faso – 41 Clusters

9 Clusters:Banzon Riz Etuvé_08 Houet Bama Riz Etuvé_08Oubritenga Embouche _07Nahouri Mais_09Nayala Sorgho Blanc_09 Sanmatenga Oignon_07Sissili Sésame_07Sourou Oignon_08Sourou Riz_08

24 Clusters:Balés Mais_09Balés Manioc_09Balés Pate d’Arachide_08Bazéga Poulet de Chair_09Boucle du Mouhoun Sorgho_08Boulgou Arachide_09Boulgou Riz_08Boulkiemdé Mil_07Cascade Citronnelle_09Cascade Semences_07Comoé Maïs_09Gnagna Riz_09Houet Maïs_07Kadiogo Arachide_06Noumbiel Maïs_07Passoré Oignon_08Sanmentenga Embouche_07Sanmatenga Fourage_08Sissili Igname_07Yatenga Sésame_09Zounwéogo Mais_06Ioba Dissin Maïs_09Namentenga Niébé_09Kadiogo_Sorgho_Blanc_09

4 Clusters:Kadiogo Mais_06 Kadiogo Niébé_06Oubritenga Niébé_08Poni Maïs_07

4 Clusters:Boucle du Mouhoun Sésame_07COMOE_RIZ_09Kénédougou Mangue_09Sahel Sésame

Ghana – 16 Clusters

3 Clusters:Bar_soybean_08 Uer_ rice_09 Upper East_ soybean_ 09 (FTC)1

7 Clusters:Bar_Cashew_07/09Bar_Maize_ 07Gar_Fresh Milk_08Northern_ Pepper_06Northern_ Soybean_08_03 (EPDRA)Northern_ Groundnut_08Northern_ Soybean 1_07 (SEND)

3 Clusters:Eastern_ Citrus_08Eastern_ Fish_07Uwr_ Soybean_ 08

3 Clusters:Northern_Fonio_072

Small Ruminant_06Soyabean_Nr_07 (Badecc)

Nigeria – 26 Clusters

8 Clusters:Ginger_JabaRice_GsavMaize_OscdSoybean_Kaduna AdpSoybean_P. InitiativeGroundnut_MvpSoybean_KatsinaSoybean_Madakiya

11 Clusters:Yellow Maize_Biyang ZitMillet_GsavSesame_GsavRice_OscdSoybean_OscdPepper_Kaduna AdpSorghum_Kaduna AdpRice_AttakarCatfish_PpgSorghum_KatsinaRice_Kano Adp

4 Clusters:Groundnut_Kano AdpMaize_KatsinaRuminants_OscdGroundnut_Gsav

3 Clusters:Cowpea_GsavKaduna_RiceKatsina Adp_Sesame

1 Three performing rice and soybeans clusters in Ghana were an exception: the decision of the national steering committee was not to phase them out but to carry these as examples of successful cluster and value chain development in the wake of government’s imple-mentation of the Savannah Accelerated Development Authority program, which focuses on rice and soybean.

2 The fonio cluster in Ghana was an exception: although scored as not motivated enough, it was decided to grant the cluster a small support in 2011. This cluster was completely phased out at the end of 2011.

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Mali – 40 Clusters

5 Clusters:Mali_Koutiala_Mais_06 (AMEDD)Mali_Koutiala_Soja_06 (AMEDD)Mali_Sikasso_Riz_07 (GREFA)Mali_Mopti_Kamaka_Riz_08 (Peenal)Mali_Sikasso_Maïs_09 (GREFA)

15 Clusters:Mali_Sikasso _Mangue_07Mali_Mopti_Sésame_07Mali_Yanfolila _Sésame_08Mali_Kolondieba_Karité_08Mali_Sikasso_Manioc_08Mali_Koutiala_Miel_08Mali_Koutiala_Karité_08Mali_Koulikoro_Arachide_08Mali_Mopti_Confiture_Mangue_08Mali_Mopti_Lait_08Mali_Koulikoro_Ouolodo_Miel_08Mali_Kenioroga_Oignon_08Mali_Koulikoro_Maïs_08Mali_Mopti_Bankass_Sésame_08Mali_Segou_Mil_08

9 Clusters:Mali_Sikasso_P de Terre_07Mali_TominianSesame_07Mali_Doila_Karité_08Mali_Doila_Sésame_07Mali_Sikasso_Pois Sucré_07Mali_Sikasso_Gingembre_08Mali_Sikasso_Beurre Karité_08Mali_Bandiagara_Oeuf_Volaille_08Mali_Dioila_Soja_09

11 Clusters:Mali_Macina_Kokry_Riz_07Mali_Sikasso_Anacarde_08Mali_Kouroumari_Riz_07Mali_Niono_Semences_Riz_08Mali_Yanfolila_Piment_09Mali_Tominian_Fonio_08Mali_Niono_Echalote_07Mali_Kolondieba_Arachide_09Mali_Sikasso_Fonio_09Mali_Koulikoro_Arachide_09Mali_Kolomdieba_Niebé_09

Togo – 27 Clusters

4 Clusters:Maritime_Maize_06Central_ Soybean_08Maritime_Soybean_06Plateaux_Soybean_08

11 Clusters:Central_ Cashew_08Plateaux_ Cassava_09Plateaux_Cowpea_09Plateaux_Ginger_08Central_Ginger_08Savane_Groundnuts_08Savane_Guinea fowl_09Kara_Rice_09Savane_Rice_09Maritime_Pineapple_08Kara_Yams_09

7 Clusters:Plateaux_Honey_09 Central_Maize_06Savane_Maize_06Maritime_Milk_09 Central_Pepper_07Kara_Pig_09Kara_Tomato_09

5 Clusters:Central_Courge_08Maritime_Moringa_09Maritime_Riz_06Plateaux_Fonio_07Savane_Tomate_06

p Products exhibited by cluster actors at the JAAL fair in Ouagadougou, Burkina Faso.

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Annex 2. Examples of Cluster ‘Short Stories’ from Nigeria and Mali

n Promoting Production and Marketing of Quality Ginger in Nigeria

A ginger cluster is located in Kwoi, Jaba Local Government Area of Kaduna State, Nigeria. The cooperative started with 25 members in 1988 and was registered with the Kaduna State Ministry of Agriculture in 2008 as Jaba Ginger Cooperative Society. Its objective is to promote ginger production, productivity and marketing.

Prior to the intervention of IFDC’s 1000s+ project in 2008, yield was less than 1.5 metric ton/hectare (mt/ha) and farms growing ginger were about 0.4 ha per household. There were no linkages with an agro-dealer. Ginger was dried on dirty floors, it was not graded and the product taken to market-contained impurities. The market price for ginger was as low as N87,500/mt in 2007. Market days for the sale of ginger were allotted to different villages on a weekly basis and this arrangement generated conflicts between the farmers and the local authorities. The Jaba Ginger Cooperative Society had no banking relationships except with a micro-finance bank and only about 20 percent of the cooperative members had bank accounts in 2008. The cooperative had no clear focus; leadership and organization were poor; and the Executive Committee and members lacked commitment. Moreover, there were no capacity building activities (workshops and trainings) organized for the group.

In 2009, the group partnered with the 1000s+ project and cooperative members were introduced to the CASE approach. Linkages with technical and development partners such as IFDC, the American African Development Foundation, the Kaduna State Agricultural Development Project and the Kaduna Ministry of Agriculture were strengthened. Through capacity-building activities in financial controls, record-keeping and entrepreneurial development, as well as regular membership meetings, the cluster structure improved. This improvement resulted in a more focused leadership by the main actor groups. The number of producer organizations (POs) increased from 51 in 2010 to 54 in 2011. Access to financial institutions has improved since 2009 as 51 POs and some individuals now have saving accounts with First Bank, UBA, Agricultural Bank and HAMDA micro-finance bank.

However, ineffective communications and the withholding of information by the leaders led to poor levels of adoption of progressive methods. To help improve productivity and production, the cluster adopted Integrated Soil Fertility Management (ISFM) strategies and increased the acreage under production from 0.4 ha/household in 2009 to 1.0 ha/household by 2011. Workshops and trainings on modern methods of ginger production were organized. The farmers were linked to agro-dealers to access high-quality agro-inputs at a wholesale price and financial institutions to access working capital. These changes led to an increase in productivity from 1.5 mt/ha in 2009 to 3.0 mt/ha in 2011. However, not all the farmers in the cooperative have adopted the technology and there are still insufficient quantities of organic fertilizer for all the farmers.

t Weighing ginger at Kwoi, Nigeria.

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In an attempt to improve the quality of the ginger they produce and earn a larger market share, the cluster introduced measures such as cleaning, washing, splitting and drying the ginger by utilizing their newly acquired knowledge, technology and infrastructure – boreholes, drying bays and generating plants. Storage techniques also improved as farmers began to use pallets in well-ventilated storage areas for the seeds and dried split ginger. The major challenge the cooperative members now face with storage is pest infestation that leads to poor quality and losses. Therefore, the cooperative members plan to fumigate their warehouses and ensure that the ginger is properly dry before it is stored.

To gain a competitive advantage in the market, the cluster graded its ginger into three grades – A, B and C. In 2011, grade A ginger fetched N425,000/mt, grade B sold for N350,000/mt and grade C sold for N250,000/mt.

The cluster also diversified into powdered ginger, ginger oil and ginger drinks because of the emergence of nine effective processors. The diversification was complemented by improved packaging using branded 40-kg bags for the dried split ginger and labeled bottles for the 250 g and 500 g powdered ginger. The cooperative’s ginger is now sold by weight instead of in bags, which has introduced an established norm in the sales of the produce. This has also given farmers the chance to bargain collectively and sell in bulk. The improvement in quality has attracted AACE Foods and OLAM Nigeria Ltd to do business with the cluster. The cluster now sells the majority of its grade A ginger to the two companies, increasing its sales volume from 20 percent in 2009 to 80 percent in 2011.

To achieve its objectives, the cluster has resolved to increase production and productivity by 20 percent annually over the next three years. This would be achieved by timely cultivation, sourcing for working capital from financial institutions, sustained member education on the ISFM strategies, establishment of demonstration plots at every cooperative and promoting increased production of organic fertilizer. Storage will be addressed by educating more members on modern storage techniques and acquiring standard warehousing facilities. To meet delivery dates for products to various markets, the cooperative is negotiating with local transporters and the National Union of Road Transport Work to

join the cluster and to acquire a truck to provide transport services to the cluster. Poor adoption of progressive methods because of ineffective communications and/or the withholding of information shall be addressed by intensifying trainings on organizational development, leadership, communication and meetings. To ensure high-quality product standards, the cooperative will intensify education and advocacy on processing standards among those who do not have the information. The cooperative will also adopt appropriate loan application processes and procure modern processing equipment such as washing, drying and splitting machines in 2012. n

p Loading bags of ginger for transport to Lagos for AACE Foods.

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Quand la pomme de terre pousse des ailes…100 villages et hameaux de Sikasso s’engagent sur la voie de la prospérité

Le chiffre d’affaires réalisé par la Société d’Intérêt Collectif Agricole (SICA), une organisation qui appuie les producteurs de pomme de terre dans la région de Sikasso au Mali, est passé de 30 450 000 F CFA en 2008 à 1 196 000 000 de F CFA en 2010. Ce résultat témoigne d’une révolution historique : 50 ans plus tôt à Sikasso, la pomme de terre servait essentiel-lement à l’alimentation du colonisateur qui la cultivait dans le jardin de sa résidence. La consommation de ce tubercule s’étant progressivement installée dans les habitudes alimen-taires des populations du Mali, sa culture a pris une impor-tance capitale dans l’économie de la région, devenant, au fil des ans, une activité de rente à part entière. La filière occupe aujourd’hui près de 100 villages et hameaux -concentrés autour de Sikasso dans un rayon de 50 km, pour une popu-lation estimée à environ 50 000 personnes et une superficie totale cultivée d’environ 17 000 hectares. Au delà du chiffre d’affaires qu’il génère (en moyenne 7 560 000 000 de F CFA par an), la culture de la pomme de terre favorise le maintien de la fertilité des sols dans les bas-fonds de la région, grâce notamment à l’utilisation combinée des engrais organiques et minéraux.

En rangs dispersés

Malgré l’importance croissante de la filière, la faible capacité organisationnelle de ses acteurs en limitait le potentiel. Com-merçants et producteurs achetaient et vendaient sur la base de relations individuelles et par conséquent peu équitables en raison de la difficulté d’accès à l’information sur les prix des marchés. Il fallait donc s’organiser pour corriger ce rap-port asymétrique, trouver des sources d’approvisionnement diversifiées et réduire la dépendance des acteurs vis-à-vis de la société La Sikassoise - à l’époque unique fournisseur de semences et qui, de ce fait, ne pouvait que très passablement satisfaire les besoins des acteurs du marché. Karim Bolozogo-la, président de la Société d’Intérêt Collectif Agricole (SICA), résume la situation initiale : « Le problème à la base, c’est que nous étions mal organisés et dépendants des importations en semences européennes, qui sont chères et arrivent sou-vent dans des conditions lamentables, avec beaucoup de caisses pourries. Chacun travaillait de son côté et seuls quel-ques privilégiés avaient accès aux semences et au crédit.»

Cap sur le changement

C’est dans ce contexte que sont nées l’Union Régionale des Commerçants Exportateurs de Pomme de terre (URCEP) en 2005 et plus tard, en 2008, la Société d’Intérêt Collectif Agri-cole (SICA). Leur mission était de développer la filière en optimisant la capacité de production et d’exportation de la pomme de terre de Sikasso. Les principaux objectifs étaient, d’une part, de saisir des opportunités de marché dans plu-sieurs pays de la sous-région, notamment la Côte d’Ivoire, le Burkina Faso et le Ghana, et d’autre part, d’approvisionner les marchés de l’intérieur du Mali. Ce processus de changement impliquait un défi majeur : rassembler les acteurs dans un Pôle d’Entreprises Agricoles (PEA) en créant une relation dy-namique de travail fondée sur un esprit gagnant – gagnant, de façon à augmenter substantiellement les revenus des mé-nages ruraux impliqués dans la chaîne de valeurs. Le partena-riat avec l’IFDC a catalysé ce changement.

Les grandes étapes et les résultats obtenus

Produire à la demande du marché

Dans un premier temps, suivant l’approche Systèmes et En-treprises Agricoles Compétitifs (CASE) développée par l’IFDC, l’URCEP a travaillé dans le domaine de la planification et la contractualisation en fonction des opportunités identifiées sur les différents marchés. Ensuite, l’organisation a créé et formalisé un partenariat avec le projet Initiative Intégrée pour la Croissance Economique au Mali (IICEM), le Programme de Compétitivité et de Diversité Agricole (PCDA), l’Association des Producteurs de Pomme de terre de Sikasso (APPS), les fournisseurs d’intrants, la Banque Nationale de Développe-ment Agricole (BNDA) et Kafo Jiginew, une institution spécia-lisée dans le financement des acteurs du monde rural.

L’adoption de la démarche de planification selon le marché et de partenariat multi-acteurs a eu pour effet immédiat de favoriser l’accès au crédit et de diminuer l’exportation unila-térale et anarchique, qui ne permettait ni de satisfaire le mar-ché, ni d’augmenter les revenus.

Améliorer la quantité et la qualité

A partir d’une vision partagée du marché, les acteurs ont évalué leurs forces et leurs faiblesses, défini des objectifs de quantité et de qualité, partagé les responsabilités et se sont engagés dans une dynamique de changement straté-gique. Cette stratégie comprend l’approvisionnement des producteurs à temps en semences de qualité en quantité suffisante, le respect des itinéraires techniques de produc-tion, la vulgarisation des bonnes techniques de stockage et de conservation, le ciblage des variétés de longue durée et l’application du triage et du calibrage avant la mise en sac. Ces dispositions techniques et organisationnelles ont permis d’impacter considérablement la qualité et la quantité de la production : les superficies cultivées ont augmenté d’environ 50 % (soit de 521 ha à 780 ha) grâce notamment à l’utilisation de la motopompe, à l’adhésion de nouveaux villages à la SICA ainsi qu’à la production de la pomme de terre hors bas-fonds. A ces acquis s’ajoute la pratique de la vente groupée comme principal facteur de stabilisation des prix et de réduction du coût du transport, lequel a connu une diminution de 15 F CFA par kg.

Karim Bolozogola, Président de la Société d’Intérêt Collectif Agricole (SICA)

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u “When Potatoes Grow Wings”

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p Cluster actors discussing how to increase the production of potato at Niena (Mali).u Back cover: Counting maize grains to compare yields on a fertilizer demonstration plot (Togo).

Influer sur l’environnement institutionnel

Au plan institutionnel, l’approche CASE a rendu possible le renforcement des compétences des acteurs en ma-tière de plaidoyer et de lobbying. Cet effort passait par le plaidoyer et la négociation qui ont permis aux acteurs de responsabiliser l’Etat face aux inondations survenues le 13 février 2010 dans les bas-fonds de production de pomme de terre à Sikasso. Cette action a permis de bénéficier du soutien des autorités et des services techniques régionaux et d’obtenir de l’Etat malien une subvention de 120 000 000 de F CFA. Grâce à cette sub-vention, l’URCEP a pu rembourser une grande partie des reliquats de crédits octroyés par les institutions financiè-res et les fournisseurs d’intrants.

Capitaliser

A la lumière de l’expérience de mise en œuvre de l’ap-proche CASE de ces dernières années, et par souci de sécurisation des prêts sur le long terme, l’URCEP a initié auprès de ses membres un mécanisme de constitution d’un fonds de capitalisation sur la base d’un prélèvement de 250 F CFA sur toute caisse de semences de pomme de terre et tout sac d’engrais obtenus sur financement bancaire ou sur crédit fournisseur. Ainsi, au titre de la campagne 2010-2011, un montant de 2 750 000 F CFA a été mobilisé par l’URCEP et la SICA. Par effet d’entraînement, la même démarche a été adoptée par d’autres coopératives financées par les institutions financières non membres du PEA.

…et faire face aux défis émergeants

Malgré ces nombreux acquis du PEA - en l’occurrence le climat de confiance et de collaboration entre les différents acteurs, certains défis demeurent. Pour le Président de l’URCEP, Yaya Traore : « L’un des défis majeurs de la filière reste l’autonomisation des acteurs et l’amélioration de l’accès durable au crédit.» Pour y arriver, l’URCEP travaille à améliorer son mécanisme de sécu-risation des crédits par la mobilisation d’un fonds de garantie susceptible d’évoluer vers un système d’assurance agricole : « Si nous y arrivons, et nous allons y arriver, ce sera une première au Mali, et la centaine de villages impliquée dans la filière pourra alors connaître un véritable développement économique et social.»

L’opérationnalisation en cours d’un dispositif de veille commerciale - toujours avec l’appui de l’IFDC-, participe de ce défi. Il permettra de connecter davantage les acteurs aux opportunités de marché, d’accroître la performance commerciale des membres du PEA et d’atténuer les effets de la concurrence sur un marché de plus en plus globalisé, et qui ne laisse plus de place à l’amateurisme.

Des résultats saillants

• Lechiffred’affairesdelaSICAestpasséde30450000FCFAen2008à1196000000FCFAen2010.

• Lessuperficiescultivéesenpommedeterresontpasséesde70hapourlacampagne2007-2008à780haen2009-2010.• Lesproductionsontnettementaugmentépassantde1750tonnesen2008à15176tonnesen2010

• Lesrendementssontpassésde17,700tonnes/haen2008à22200tonnes/haen2010.

• Lacoopérativeféminine«Sinisigi»areçuunmontantdecréditvariantde3000000

FCFAà6000000FCFAentre2007et2011.

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AAA Project Summary

1000s+ ................. From Thousands to Millions (project implemented by IFDC)

2SCALE ............... Toward Sustainable Clusters in Agribusiness through Learning in Entrepreneurship (project implemented by IFDC)

AAA...................... African Agribusiness Academy (DGIS)

AAA-Bridge ....... Accelerating Agribusiness in Africa – Bridge (project implemented by IFDC)

ACDEP ................ Association of Church Development Projects

ACDI-VOCA ....... Agricultural Cooperative Development International – Volunteers in Overseas Cooperative Assistance

AFAP .................... African Fertilizer Agribusiness Partnership

AFDI ..................... Association Française de Développement International

AFO ...................... AfricaFertilizer.orgAGMARK ............ Agricultural Market

Development TrustAGP-AMDE ........ Agricultural Growth Program –

Agribusiness and Marketing Development (USAID)

AGRA ................... Alliance for a Green Revolution in Africa

AIM-GAIN .......... Amsterdam Initiative against Malnutrition – Global Alliance for Improved Nutrition

AISSA................... Agricultural Intensification in Sub-Saharan Africa

AMEDD ............... Association Malienne d’Eveil au Développement Durable

AMITSA ............... Agricultural Input Market Information and Transparency System (project implemented by IFDC)

AMPU .................. autonomous mobile processing unit

APEA.................... Appui à la Promotion de l’Entreprenariat Agricole

ATTPA .................. Association Togolaise des Transformateurs des Produits Agricoles

AUC-NPCA ........ African Union Commission – NEPAD Planning and Coordinating Agency

AU-NEPAD ......... African Union – New Partnership for Africa’s Development

BNARI .................. Biotechnology and Nuclear Agricultural Research Institute (Ghana)

BNDA .................. Banque Nationale de Développement Agricole

BoP ....................... Base of the PyramidBPEC .................... Banque Populaire

d’Epargne et de CréditBSS ....................... Business Support ServicesCAADP ................ Comprehensive Africa Agricultural

Development ProgramCASE .................... Competitive Agricultural

Systems and EnterprisesCATALIST ............ Catalyze Accelerated Agricultural

Intensification for Social and Environmental Stability (project implemented by IFDC)

CCR-B .................. national rice value chain organization of Benin

CeCPA ................. Centre Communal de Promotion Agricole

CMA/AOC .......... Conference of Ministers of Agriculture of West and Central Africa

CMS ..................... content management systemCOMESA ............. Common Market for Eastern

and Southern AfricaCOMRAP ............ COMESA’s Regional

Agricultural Inputs ProgramCOP du Niger ... Consortium des organisations

paysannes du NigerCropLife ............. Plant Science Industry AssociationCRS ....................... Catholic Relief ServicesCTA ...................... Technical Centre for Agricultural

and Rural Cooperation

Acronyms & Abbreviations

t A palmnut branch is weighed at a palm oil cluster at Ifangni, Benin.

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DADTCO ............. Dutch Agricultural Development & Trading Company

DDE ...................... Department of Development Economics (The Netherlands)

DDP ..................... Dairy Development ProgramDEBPEA .............. Développement Economique

à la Base par des Pôles d’Entreprises Agricoles

DGIS..................... Directorate-General for International Cooperation (The Netherlands)

DRC ...................... Democratic Republic of CongoDREA ................... Department of Rural Economy

and Agriculture (AU)DST ...................... Decision Support ToolDSSAT ................. Decision Support System for

Agrotechnology TransferEADN ................... Extending Agro-Dealer Networks

(project implemented by IFDC)EAFA .................... East African Fertilizer AssociationEAFF .................... Eastern Africa Farmers FederationECOWAS ............. Economic Community of

West African StatesEKN ...................... Embassy of the Kingdom

of the NetherlandsEL&I ...................... Ministry of Economic Affairs,

Agriculture and Innovation (Netherlands)

ESAFD ................. IFDC’s East and Southern Africa Division

EWS...................... East-West SeedFAO ...................... Food and Agriculture OrganizationFBO ...................... farmer-based organizationFCFA .................... unit of currency in

francophone West AfricaFCI ........................ Farm Chemicals InternationalFCW ..................... Friesland-Campina and

WAMCO Nigeria PLCFEPAB .................. Fédération des Professionnels

Agricoles du Burkina FasoFFS ....................... farmer field schoolsFP .......................... farmer practiceFTF ....................... Feed the Future (USAID)GAIN .................... Global Alliance for

Improved NutritionGIDA .................... Ghana Irrigation

Development AuthorityGIS ........................ Geographical Information SystemGIZ........................ Society for International

Cooperation (Germany)

GREFA ................. Groupe de Recherche, d’Etudes et de Formation en Arboriculture et Agriculture

ha ......................... hectareICRA ..................... International Center for

Development oriented Research in Agriculture

ICT4D .................. Information and Communications Technologies for Development

IDH ....................... Sustainable Trade Initiative IE ........................... internal efficiencyIFA ........................ International Fertilizer

Industry AssociationIFDC ..................... International Fertilizer

Development CenterIFPRI ..................... International Food Policy

Research InstituteIS ........................... indigenous nutrient supplyISFM ..................... Integrated Soil Fertility

ManagementIITA ....................... International Institute of

Tropical AgricultureJAAL .................... Journées agroalimentairesKADP ................... Kaduna state Agricultural

Development ProjectKENFAP ............... Kenya National Federation

of Agricultural Producerskg.......................... kilogramKNUST ................. Kwame Nkrumah University

of Science and Technology, Kumasi (Ghana)

LWR ...................... Lutheran World ReliefM&E ..................... monitoring and evaluationMADD ................. Mozambique Agro-Dealer

Development (project implemented by IFDC)

MIR+ .................... Regional Agro-Input Market in West Africa (project implemented by IFDC)

MIS ....................... Market Information SystemMoU ..................... Memorandum of Understandingmt ......................... metric tonMUCG ................. Methodist University

College of GhanaMVO .................... Maatschappelijk Verantwoord

Ondernemer (Netherlands)N ........................... nitrogenNAE ...................... Nitrogen Agronomic EfficiencyNAIP..................... National Agricultural

Innovation Project

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AAA Project Summary

NAPRI .................. National Animal Production Research Institute

NARS ................... National Agricultural Research System

NEPAD ................ New Partnership for Africa’s Development

NGO ..................... non-governmental organizationNITR ..................... Nigerian Institute for

Trypanosomiasis ResearchNPCA ................... NEPAD Planning and

Coordinating AgencyNPK ...................... fertilizer blend containing

nitrogen (N), phosphorus (P) and potassium (K)

NURTW ............... National Union of Road Transport Work (Nigeria)

NWAFD ............... IFDC’s North and West Africa Division

P4P ....................... Purchase for ProgressPAEPARD ............ Plateforme pour un partenariat

Afrique-Europe dans le domaine de la recherche agricole pour le développement

PAFIRIZ ............... Projet d’Appui à la Filière RizPCDA ................... Programme Compétitivité et

Diversification AgricolePLAR .................... Participatory Learning

and Action ResearchPMC ..................... product-market combinationPMEP ................... performance monitoring

and evaluation planPO ......................... producers’ organizationPPP ....................... public-private partnershipPR ......................... phosphate rockQUEFTS .............. Quantitative Evaluation of the

Fertility of Tropical SoilsPSI ........................ Private Sector Investment programPU ......................... prilled ureaPUM ..................... Network of Retired

Managers (Netherlands)RADD .................. Rwanda Agro-Dealer Development

(project implemented by IFDC)RCE ....................... Rural Centers for ExcellenceREC ....................... Regional Economic CommunitiesRESAKSS ............. Regional Strategic Analysis and

Knowledge Support SystemROPPA ................. Réseau des Organisations

Professionnelles des Producteurs Agricoles en Afrique de l’Ouest

RUMARK............. Rural Marketing

Development TrustSAADA ................ Strategic Alliance for Agricultural

Development in Africa (project implemented by IFDC)

SAFEM ................ Foire Internationale de l’Artisanat pour la Femme

SARI ..................... Savannah Agricultural Research Institute

SFMC ................... Savannah Farmers’ Marketing Company

SFSA .................... Syngenta Foundation for Sustainable Agriculture

SHB ...................... Société des Huileries de BohiconSMS ...................... Short Message ServiceSNV ...................... Netherlands Development

OrganizationSSA ....................... Sub-Saharan AfricaSTAR .................... Strengthening Trade at the

Regional Level in Agricultural Inputs in Africa

SWOT .................. strengths/weaknesses/opportunities/threats (analysis)

TAGMARK .......... Tanzania Agricultural Markets Development Trust

ToR ....................... Terms of ReferenceToT........................ Training of TrainersTSP ....................... triple superphosphateUDP ..................... Urea Deep PlacementUDS ...................... University for Development

Studies (Ghana)UEMOA ............... West African Economic

and Monetary UnionUNECA ................ United Nations Economic

Commission for AfricaUSADF ................ American African

Development FoundationUSAID.................. United States Agency

for International Development

USG ...................... urea supergranulesVCR ...................... Value:Cost RatioWB ........................ World BankWFP ..................... World Food

Programme

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IFDC North and West Africa Divisionc/o IFDC Ghana3, Orphan Crescent, Labone PMB CT 284, CantonmentsAccra GHANATelephone: (233) 302 78 08 30 / 302 78 60 69; 302 77 08 38 / 76 67 97 (annex) Telefax: (233) 302 78 08 29E-Mail: [email protected]

IFDC HeadquartersP.O. Box 2040Muscle Shoals, Alabama 35662 USATelephone: +1 (256) 381-6600Fax: +1 (256) 381-7408E-Mail: [email protected]: www.ifdc.org

© IFDC 2012. All rights reserved.

For additional information about IFDC and/or the AAA project, visit www.ifdc.org.

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