Sugu Yiriwa

Sugu Yiriwa

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Overview

The five-year Feed the Future Mali Sugu Yiriwa activity (2021-2026) aims to strengthen market systems, sustainably improve household incomes and improve the nutritional status of women and children in Mali. Sugu Yiriwa, prosperous markets in Bambara, will empower actors across the market system to affect sustainable, systemic change, with a strategic focus on vulnerable and gender- and nutrition-sensitive value chains in 46 communes in the Sikasso sub-zone.

Program Approach

Sugu Yiriwa will engage and strengthen market actors to achieve results across three mutually reinforcing objectives:

  1. Enhanced Market Access and Business Linkages: Sugu Yiriwa will multiply business linkages to facilitate development of markets that are more inclusive, dynamic and functional. Building the capacity of market actors will increase market preparedness and ensure producer organizations can meet quality and quantity buyer requirements.
  2. Improved Access to and Use of Quality and Affordable Inputs and Services: Sugu Yiriwa will work at the input supply system-level to reduce costs, improve quality, increase access and raise awareness among producers on the effective and efficient use of inputs and agricultural services at the farm and firm levels. Sugu Yiriwa will also build the capacity of agrodealers to promote enhanced technologies for improved access to information related to weather and prices. It will also promote improved labor-saving technologies to improve post-harvest management techniques and support the establishment of input retailer networks.
  3. Increased Market Demand for Consumption of Nutritious and Safe Foods: Sugu Yiriwa will conduct a nutrition and market pathways assessment to understand the factors that drive consumer food choices and diets in the Sugu Yiriwa zone of influence (ZOI). With these results, it will identify opportunities at the market and household levels to fill nutrient gaps by improving the availability, affordability, desirability and consumption of safe and nutritious foods, especially among pregnant and lactating women and children under two.

Partners

  • Mali Agricultural Market Trust (MALIMARK): a Malian nongovernmental organization established in 2010 with the support of CNFA under the Alliance for a Green Revolution in Africa (AGRA)-funded Agrodealer Strengthening Program. A leader in strengthening agricultural input and service systems in Mali, and with a presence in the Sikasso sub-zone, MALIMARK will design strategies and lead implementation under Objective 2: Improved Access to and Use of Quality and Affordable Inputs and Services, facilitating the development of a more dynamic input and service sector by building the capacity of agrodealers, increasing market linkages, and improving marketing of inputs, technologies, and services.
  • Helen Keller International (HKI): leverages its 20 years of experience in Mali building local capacity to prevent malnutrition by promoting resilience of market actors and vulnerable groups through social and behavior change (SBC) interventions. HKI, which also partners with CNFA on USAID Yalwa, implemented in Niger, will lead Objective 3: Increased Market Demand for Consumption of Nutritious and Safe Foods.

Pakistan Agricultural Technology Transfer Activity

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Overview: 

Because improved technologies that are affordable, impactful and safe have not yet penetrated much of the smallholder market in Pakistan, producers continue to use outdated and less effective technologies, leading to stagnant or dwindling productivity and returns. This is particularly the case in the horticulture and livestock sub-sectors. To combat these challenges, the $8.2 million Pakistan Agricultural Technology Transfer Activity (PATTA) funded through USAID worked since April 2017 to increase smallholder farmers’ access to markets and their overall development impact cost-effectiveness. By building on CNFA’s 10-year history of successful implementation in Pakistan, PATTA galvanized ongoing private-sector investment to commercialize the types of agricultural technologies that enable smallholders to increase their incomes, create jobs and enhance economic growth and stability. These technologies included seeds, fertilizers, water pumps, improved plant and animal breeds, precision agriculture and integrated soil fertility management, among others.

Approach:

CNFA collaborated with and built upon previous investments by USAID and similar development programs to improve the lives of smallholder farmers through the following three-pillared approach:

  1. Enabled Agricultural Technology-related Businesses to Expand, Adapt and Market their Products and Services to Meet Smallholder Farmers’ Needs: PATTA undertook initial and ongoing market and cost-benefit analyses of available agricultural technologies and facilitated outreach to key stakeholders based on the findings of these analyses. The Activity also oversaw a competitive process that led to detailed memorandums of understanding and comprehensive technical support and capacity building. In doing so, PATTA made the business case for sustained private-sector investments in technology transfer, adaptations, outreach and marketing such that profitable, inclusive output marketing opportunities for smallholders over the long term could be identified.
  2. Increased Smallholder Farmers’ Access to Affordable, Appropriate and Effective Agricultural Technologies: Sustained increased access to improves technologies adapted to smallholder needs required focused, strategic efforts by demand-side stakeholders who stood to profit from this outcome. These stakeholders included technology retailers like agrodealers and arthis– Pakistani agricultural agents who act as middlemen buying and selling inputs on commission and often making loans to smallholders– as well as microfinance institutions and banks that profit when they provide more loans and financial services to expanding agribusinesses and farmers’ associations. PATTA’s holistic approach of capacity-building technical support complemented the new marketing and outreach plans of technology companies and inspired sustained investments in the vast smallholder market.
  3. Scaled the Adoption and Use of Agricultural Technologies: PATTA supported the collective work of supply-and-demand side partners to launch and sustain demonstration activities that provided evidence of the value of improved technologies. These included the promotion of activities with a proven record of success, such as field days, demonstration plots and peer-to-peer education by champion farmers. Such demonstration activities leveraged various mediums, including radio broadcasts, video and mobile exhibits that reached women in purdah and other underserved groups.

Amalima

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Overview:

Amalima, the seven-year (2013-2020), $60 million USAID Development Food Aid Program (DFAP), worked with over 118,000 vulnerable households to sustainably improve household food security and nutrition in Zimbabwe’s districts of Bulilima, Gwanda, Mangwe (Matabeleland South), and Tsholotsho (Matabeleland North). 

Amalima draws its name from the Ndebele word for the social contract by which families come together to help each other engage in productive activities such as land cultivation, livestock tending and asset building. 

Approach:

  1. Improved Sustainable Access to and Availability of Food: Amalima promoted climate and conservation-sensitive agriculture practices and encouraged the adoption of improved agriculture and livestock production practices.
  2. Strengthened Community Resilience to Shocks: The program partnered with communities to improve livelihoods and build resilience by creating and strengthening disaster risk reduction (DRR) committees through cash for asset activities, household asset vouchers and village savings and lending (VS&L) groups that promoted income-generating activities and savings to build household resilience.
  3. Improved Nutrition and Health: To improve Water, Sanitation and Hygiene (WASH) practices, dietary diversity and micronutrient intake of pregnant and lactating women and children under two, Amalima distributed supplementary feeding rations and enhanced nutrition care practices with a combination of capacity building, mentioning and community-based messaging delivered through care groups and community health clubs.
  4. Promoted Gender Equality: Amalima empowered women to play a key role in food security and resiliency at the household and community levels through increased access to and control over incomes, which promoted men and women to take increasingly equal responsibilities for both productive and reproductive activities.

Partners:

 

Amalima Loko

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Overview:

Amalima, the Ndebele word for a group of people coming together to achieve a common goal, and Loko meaning “genuine” or “authentic” in Tonga join to form Amalima Loko – a five-year (2020-2025) USAID-funded Bureau of Humanitarian Assistance program designed to improve food security in Zimbabwe through increased food access and sustainable watershed management.

Implemented by Cultivating New Frontiers in Agriculture (CNFA), Amalima Loko builds on the legacy of its predecessor Amalima, a seven-year Resilience Food Security Activity also implemented by CNFA that worked to sustainably improve food security and nutrition for vulnerable Zimbabwean households.

The $75 million Amalima Loko activity seeks to elevate the livelihoods of more than 67,000 vulnerable households across five districts of Zimbabwe’s Matabeleland North: Binga, Hwagne, Lupane, Nkayi and Tsholotsho. To accomplish this, the program utilizes a unique Community Visioning approach designed to strengthen community and household-level resilience, promotes nutrition-sensitive initiatives including a blanket food distribution program and improves watershed infrastructure and practices that provide long-term foundations for improved resilience and agriculture-based livelihoods.

Program Approach:

  1. Enhance inclusive local ownership over food security, resilience planning and development through Community Visioning, which strengthens the ability of communities to identify their own priorities and define solutions to support social cohesion and resilience. As the foundation of the Amalima Loko approach, Community Visioning engages stakeholders in an inclusive planning process and mobilizes community action groups around development priorities, including gender and youth dynamics, social safety nets and disaster risk reduction.
  2. Advance health and availability of soil, water and plant resources within the watershed by working at the micro-catchment level and using an integrated water resource management (IWRM) approach to improve community ownership, use and governance of watershed resources. This IWRM approach supports the restoration and protection of natural resources while improving access to water infrastructure for household and productive use. Amalima Loko also utilizes “cash for assets” programming to provide a cash infusion to vulnerable households, while building the community asset base through watershed infrastructure and conservation works such as dams, soil conservation, erosion control measures and rehabilitation of degraded areas.
  3. Improve human health and livelihoods by strengthening individual and household capacities to weather shocks and stresses, and thrive with good health, a sufficient and stable asset base and adequate, reliable income. The program also enhances nutrition and health for women of reproductive age and children under five by enhancing nutritional adequacy and healthy behaviors, implementing a blanket food distribution program using the “first 1,000 days” approach and promoting diverse livelihood strategies based on village savings and lending group participation, business skill building and asset accumulation to help households manage the risk and impact of shocks and stresses.

Partners: 

Feed the Future Nigeria and Nestle Maize Quality Improvement Partnership

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Overview:

The $1.3 million Feed the Future Nigeria and Nestlé Maize Quality Improvement Partnership (M-QIP) (2017-2020) enhanced the quality and safety of maize and soybeans available to Nestlé’s food processing factories while supporting USAID’s goals of revitalizing Nigeria’s agriculture sector and improving nutrition along these cereal value chains. The partnership utilized a “whole-of-supply-chain” approach to enhance the quality, safety and transparency of the Nestlé supply chain. 

Approach:

  1. Strengthened the Capacity of Smallholder Farmer Suppliers: To catalyze better conduct and performance in the maize and soybean value chains in Kaduna State,M-QIP’s activities focused on the three main stakeholder groups within the supply chains: smallholder farmers, intermediaries and input retailers.
  2. Strengthened Capacity of Local Organizations: With the support of the Nigeria Youth Service Corps program and local extension agents, M-QIP cataloged and mapped the many associations and cooperatives that played a role in improving the yield and product quality of smallholder farmers in the maize and soybean growing regions and along market routes, specifically near Nestlé’s current sourcing areas and storage networks. Through this process, CNFA kick-started and sustained engagement through the M-QIP program with all stakeholders, including Nestlé corporate employees, farmers’ associations, government extension service providers and community leaders.

Partners:

Resilience and Economic Growth in the Sahel – Accelerated Growth

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Overview:

The five-year (2015-2020), USAID Resilience and Economic Growth in the Sahel – Accelerated Growth (REGIS-AG) program was designed to increase the incomes of vulnerable households by improving the performance and inclusiveness of the cowpea, poultry and small ruminant value chains. Implemented in Niger and Burkina Faso, the $34.3 million program was one of many operating under USAID’s Resilience in the Sahel Enhanced (RISE) initiative, supported by a consortium of partners and led by CNFA.

Approach:

  1. Strengthened Resilience to Environmental, Security and Economic Shocks: The program aimed to improve community resistance to shocks by sustainably rehabilitating markets, facilitating village-savings programs and improving access to shared and household assets along three value chains: cowpea, poultry and small ruminants.
  2. Facilitated and Catalyzed Market Systems: REGIS-AG used a “facilitation approach” that aimed to improve the function of markets and create sustainable change without becoming embedded in the system. REGIS-AG also aimed to identify opportunities through value chain and end-market analysis and to strengthen relationships across its value chains.
  3. Strengthened Input SUpply and IMproved Smallholder and Agro-Pastoralist Access to Interconnected Markets:CNFA concentrated on improving delivery of and access to veterinary services and feed provision centers for poultry and small ruminants and strengthening the supply of agricultural inputs for cowpeas with a specific emphasis on Purdue Improved Cowpea Storage (PICS) bags for improved storage practices.
  4. Increased Access to Finance, Innovation and Private Sector Investments: REGIS-AG worked with private-sector investments to design and market financial products that will expand access to services, particularly for women. It also aimed to improve the enabling environment for local and regional private-sector investment by building trust between value chain actors and increasing their voice at the policy level.
  5. Focused on Gender and Women’s Empowerment REGIS-AG employed a comprehensive approach to engage both men and women in overcoming structural biases and barriers in the three target value chains through education and integration into the formal market economy.

Partners:

  • Catholic Relief Services (CRS)
  • Association Nigérienne pour la Dynamisation des Initiatives Locales (Karkara)
  • Association for Catalyzing Pastoral Development in Niger (AREN),
  • Association Nodde Nooto (A2N)
  • The Association pour la Gestion de l’Environnement et le Développement (AGED).

USAID Yalwa

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Enhancing Markets and Nutrition in Niger

Overview:

The $29.1 million five-year Feed the Future-funded USAID Yalwa (2020-2025) activity strengthens the capacities of farmers, producer organizations, agribusinesses and rural households in the Maradi, Tillabéri and Zinder regions of Niger to meet the growing demand for affordable, safe and nutritious food.

Yalwa means “fulfillment” or “blossoming” in the Hausa language. USAID Yalwa supports USAID’s regional Resilience in the Sahel Enhanced (RISE) program, which works with the Government of Niger to help citizens escape poverty and build resilience to natural, economic and other shocks. USAID Yalwa includes a ground-breaking component on food market systems and follows five years of progress generated by the USAID-funded Resilience and Economic Growth in the Sahel – Accelerated Growth (REGIS-AG) program, also implemented by Cultivating New Frontiers in Agriculture (CNFA).

Program Approach:

USAID Yalwa’s market systems facilitation approach is based on collaboration with catalytic local actors and networks. Yalwa will work primarily through unions to provide services to producer groups (access to agro-inputs, finance, skills development, etc.), while building their capacity to provide services without project support. The approach leverages commercial investments to build long-term linkages between buyers and sellers, ensure delivery of inputs and services and supply nutritious food. It also builds the skills of farmers, traders and processors so they can earn a profit from their businesses, seek out nutritious foods and become self-reliant.

Yalwa targets 105,000 farmers in over 195 villages and 160 small and medium enterprises (SMEs) by fulfilling the following purposes:

  1. Enhance performance of market systems in the cowpea, small ruminant and poultry value chains.
  2. Increase the use of high-quality inputs and services such as seeds, fertilizers, and livestock and poultry feed, improving food production and storage and supporting improved marketing, production and access to finance and climate information.
  3. Increase local consumption of nutritious, safe and affordable foods by promoting demand and helping market actors to supply these foods to targeted populations.
  4. Promote inclusive markets for women and youth by identifying barriers to market participation and working with communities to encourage youth and women’s entrepreneurship and leadership.

Partners: 

USAID Yidgiri

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Enhancing Markets and Nutrition in Burkina Faso

Overview:

The $19.4 million five-year Feed the Future-funded USAID Yidgiri (2020-2025) activity is designed to strengthen market systems, sustainably increase household incomes and improve the nutritional status of women and children in Burkina Faso.

Aptly named Yidgiri, or “grow” in the Mòoré language, USAID Yidgiri is part of the second phase of the USAID Regional Resilience in the Sahel Enhanced (RISE) project, which supports vulnerable communities in Burkina Faso to prepare for and effectively manage recurrent crises and to pursue sustainable pathways out of poverty. By 2025, USAID Yidgiri aims to improve the resilience of market systems by establishing profitable linkages between producers and buyers in the Centre Nord, Sahel and Est regions of Burkina Faso and facilitate access to local and regional markets.

Program Approach:

USAID Yidgiri is strengthening the resilience of market systems by building individual and institutional capacities among agricultural market actors in Burkina Faso. USAID Yidgiri has three focus areas:

  1. Enhance performance of commodity market systems by establishing profitable market linkages between producers and buyers, improving livestock market system structure and governance and increasing the capacity of market system actors, including farmers, producer organizations and small and medium-sized enterprises (SMEs), to access financial services and products.
  2. Increase use of quality inputs and services by developing business clusters, organizing seasonal commodity fairs, facilitating partnerships between producer organizations and industrial and institutional buyers and leveraging financial services. USAID Yidgiri works at the systems level to decrease costs, improve quality and educate farmers on the most efficient and effective use of available inputs and services.
  3. Increase consumption of nutritious, safe and affordable foods by increasing demand for and facilitating the market-driven development of diverse sources of such food and employing social behavior change (SBC) interventions to ensure that all activities resonate with targeted rural markets, especially women and youth.

Partners: 

Feed the Future Egypt Food Security and Agribusiness Support

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Overview:

CNFA implemented the five-year (2015-2020), $22,9 million USAID Feed the Future Egypt Food Security and Agribusiness Support (FAS) project to increase incomes and improve food security for at least 14,000 Upper Egyptian smallholder farmers across seven focal governorates – including Assiut, Aswan, Beni-Suef, Luxor, Minya, Qena and Sohag. Over five years, the project improved health and educational opportunities for women and youth and increased household purchasing power.

Approach:

Egypt FAS used an agricultural value chain approach to improve horticulture productivity, access to markets, value-adding activities and commercial linkages with input and service suppliers.

  1. Improved Market Systems: FAS supported improved on-farm production, more efficient post-harvest processes and improved marketing of agriculture crops and products.
  2. Improved Nutritional Status of Women and Children: FAS integrated nutrition-sensitive agriculture by increasing income opportunities and nutrition education in its target regions.
  3. Incorporated Gender Inclusivity and Sensitivity: Gender was a cross-cutting issue in the FAS project and was considered throughout the program.
  4. Improved Agricultural Inputs and Services: FAS strengthened input suppliers, agriculture processors and support services and leveraged proven ICT capabilities to bring interventions to scale.
  5. Improved Governance and Private Sector Engagement: The project created a policy-enabling environment and instilled an understanding of the role of value chain governance and the importance of inter-firm relationships and stakeholder participation.
  1. Winrock International
  2. Arizona State University
  3. World Food Logistics Organization