Liberia Agribusiness Development Activity

Liberia Agribusiness Development Activity

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In West Africa, CNFA adapts its result-driven model to execute the Liberia Agribusiness Development Activity (LADA), an initiative by USAID’s Feed-the-Future program. Started in December 2015, LADA aims to increase incomes of smallholder farmers and entrepreneurs throughout Liberia. By close of the project in December 2020, our work will have expanded access to and use of agricultural inputs, improved post-harvest activities, and streamlined high-potential agricultural value chains.

CNFA will work with a variety of local and international partners to increase Liberian farmer’s incomes. Souktel, an implementing partner, will design customized, mobile-based solutions to connect farmers, agro-dealers, and entrepreneurs, and will work with Enclude to develop a web of market information and digital finance services (DFS). CNFA will work in tandem with the Business Start-Up Center Monrovia’s network to reach producers, agro-dealers, processors, marketers and investors. The Global Cold Chain Alliance will support LADA by exploring Liberia-appropriate cold chain technologies.

This consortium will leverage its core technologies, networks, and capabilities to provide innovative solutions to current problems.

Program Approach:

LADA uses a result-driven and sustainable approach to increase private sector investment in agricultural input systems, post-harvest handling, transport, and processing activities, and to strengthen the market environment with information, advocacy, and support. Our five main activities are:

  1. Making smallholders better-informed decision-makers for production, processing and marketing processes through value chain gap analyses. These will highlight potential interventions along the value chains with the greatest potential;
  2. Establishing 24 different aggregation clusters across the country: This process will focus on selecting appropriate agribusinesses, sustainable and transparent cooperatives, and established agro-dealers and then linking these actors together through specialized trainings and certifications;
  3. Training farmers with technical demonstrations, including choosing improved seed varieties, the timely application of fertilizer, assessing the quality of inputs, and meet-and-greets with local agro-dealers. Agro-dealers will be trained in the use of hand-held and mechanized seeders, deep placement of fertilizers, and mechanized technologies;
  4. Managing a credit guarantee facility to catalyze the extension of credit by supply companies and financial institutions to agro dealers by mitigating the high risk associated with agricultural lending. Another financial tool, the Agribusiness Investment Network (AIN), will be housed in BSC Monrovia, in order to provide a platform through which agricultural/agribusiness agents, NGO’s, and financial institutions can interact;
  5. Increasing access to market information and DFS: Enclude, a CNFA partner, will explore the development of a DFS product portfolio, delivery channels, and risk management mechanisms for LADA. Needs-based segmentation will then be used to cluster similar farmers around aggregators and to develop market-led financial products and delivery systems.  This activity will be intertwined with the AIN to provide a virtual platform to enhance network services.

Cross-cutting Issues:

  • CLA: The CLA approach ensures that learning accompanies implementation, best practices are identified and incorporated, synergies are maximized, promising new approaches are tested, and that all levels of experience and learning are shared;
  • Youth: LADA will target youth in the project’s agro-dealer development interventions and will link smallholder farming youth groups to aggregators and buyers;
  • Gender: CNFA will employ a full-time Gender Specialist to map gender roles within the targeted value chains, with a focus on the decision-making power of women and men, ascertain gender roles, and examine issues related to women’s time, workloads, access to information and control over resources;
  • Social Capital: Building trust and collaboration, two drivers of social and economic development, is a CNFA priority for LADA. Our focus will be developing men, women, and youth as producers, suppliers, processors, and other agribusiness owners along the value chains.

The LADA team anticipates substantial developments in the project. For more information, please contact

Georgia Hazelnut Improvement Project

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The Georgia Hazelnut Improvement Project (G-HIP) is a five-year Global Development Alliance (GDA), implemented by USAID, Ferrero, and CNFA. This dynamic approach to development leverages the technical and financial resources of each partner to increase sustainable capacity and broaden, deepen, and advance public and private sector development of the hazelnut industry in Georgia.

Hazelnuts are a major agricultural product for Georgia, representing Georgia’s largest agricultural export by value. Currently, Georgia is the fourth largest producer of hazelnuts worldwide, and supports the livelihoods of more than 50,000 growers and 30 processors. Yet, due to inconsistent quality and lack of market distinction, Georgian hazelnuts often sell at a discount to neighboring Turkish hazelnuts, resulting in lower prices and reduced profitability.

The Alliance will transform and streamline the hazelnut value chain where mutual interests in the quality production of hazelnuts will incentivize growers and processors to produce and export high quality “Georgian” hazelnuts. The vision for G-HIP is that by 2020, the Alliance will have supported the hazelnut value chain to establish two sustainable associations that assist growers and processors in exporting high quality, dried, traceable hazelnuts that sell at a premium to international buyers, improving the economic livelihoods of more than 50,000 hazelnut growers.

Program Approach:

  1. Association Development: Training and capacity building will serve as the lynchpin of all G-HIP activities. Through organizational management, production and post-harvest training for  the Georgian Hazelnut Growers Association (GHGA) and the Hazelnut Exporters and Processors Association (HEPA), and technical training for husking/drying/storage (HDS) operators, G-HIP will strengthen the capacity of the existing infrastructure and maximize impact in the sector.
  2. Increased Productivity and Competitiveness, Post-harvest Handling: Many farmers have traditionally been paid based on the weight of their harvest. As a result, inefficient incentives exist for farmers to harvest their crop early when the hazelnuts are moist and heavier in weight, even though this is detrimental to the quality of the harvest. G-HIP will implement a number of activities to mitigate inefficient value chain dynamics including the introduction of a post-harvest quality incentive system, technology upgrades to post-harvest  infrastructure,  as well as improving access to finance for value chain stakeholders. G-HIP will also assist GHGA to conduct trainings for its members in production technology, improve current soil testing activities for producers, and support improved access to finance for producers’ input purchases.
  3. Infrastructure Development and Marketing: To expand export marketing opportunities for Georgian hazelnuts, GHGA has already initiated several efforts to improve traceability and widen the use of soil testing to enhance hazelnut quality along the value chain. This includes the use of traceability software to track real-time production data of its grower members which is linked with increased adoption of soil testing to enhance the productivity of hazelnut growers. G-HIP will expand the use of state-of-the-art traceability software for GHGA and its members and utilize the same software to track data obtained through soil testing. G-HIP will seek to link hazelnut processors directly to GHGA grower groups, working with GHGA and HEPA to conduct Business to Business (B2B) forums, facilitating linkages and improving growers’ knowledge of market requirements. These B2B events will also be used as a forum to  provide targeted training  on traceability and quality-based pricing systems, as well as to introduce growers and processors to sources of commercial finance.

The Alliance anticipates substantial developments in the hazelnut sector in Georgia. For more information, please contact the team at

Ferrero combo

Feed the Future Egypt Food Security and Agribusiness Support

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CNFA implements the Feed the Future Egypt, Food Security and Agribusiness Support (FAS) program, scheduled to end in 2020. The project increases incomes and improves food security for at least 14,000 Upper Egyptian smallholder farmers across seven focal governorates – including Beni-Suef, Menia, Assiut, Sohag, Qena, Luxor, and Aswan.

Over the course of five years, the project will demonstrate that it is economically and socially feasible to achieve sustained growth in the region through an agricultural value chain approach. This approach will improve horticulture productivity, access to markets, value-adding activities, and commercial linkages with input and service suppliers. Inclusive growth in the agricultural sector will increase incomes to smallholder farmers, leading to improved health and educational opportunities for women and youth as well as higher household purchasing power.

The market-driven approach of the project is supported by four interrelated components: 1) improved on-farm production, 2) more efficient post-harvest processes, 3) improved marketing of agriculture crops and products, and 4) improved nutritional status, especially for women and children.  In addition to the major components, there are also a number of supporting cross cutting themes including systems strengthening for input suppliers; agriculture processors and support services; a focus on end markets and demand; an understanding of the role of value chain governance; a market systems perspective; recognition of the importance of inter-firm relationships and stakeholder participation; policy and enabling environment; gender inclusivity; and leveraging proven ICT capabilities to bring interventions to scale.

Expected Impact

  • $5.75 million in matching grants disbursed leveraging at least $2.6 million in private matching investment
  • A 12% annualized increase in incomes in net present value for over 14,000 horticulture-based smallholder farmers
  • Up to 50% of increased yields of selected horticulture crops
  • The introduction of 350 new contracts between horticulture smallholder farmers and market channels
  • More than $1.5 million of new investment in women-owned agribusinesses and more than 50 Upper Egyptian agribusinesses adopting policies that promote inclusion of married women in the workplace
  • Upwards of 36,000 farm families benefiting from nutrition-sensitive messaging

Check Back for Future Updates

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Over the past 30 years, we have led or played a role in agricultural development initiatives valued at more than $580 million in 43 countries. That’s a lot of impact to cover! We’re still working on assembling information on some of our past and current programs. Please check back soon!

Agrodealer Strengthening Program

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CNFA returned to the birthplace of our widely respected agrodealer model, which was first developed in Zimbabwe from 2000 to 2005, and has since been successfully implemented in Kenya, Malawi, Mali and Tanzania. When CNFA closed out its program in Zimbabwe in 2005, it had built a network of 1,030 trained agrodealers covering much of the country. Under the 18 month Agrodealer Strengthening Program (ASP-Z), our central aim was to revitalize and create a more robust network of agrodealers through which improved inputs and technology could flow to rural smallholder farmers, thereby increasing agricultural production and improving rural livelihoods. ASP-Z accomplished far more; it laid the framework for a vibrant input supply sector which created jobs, improved livelihoods, and brought food security to thousands of individuals – bolstering rural economies throughout the provinces of Masvingo, Midlands, Matabeleland North and Matabeleland South.

Program Approach:

  1. Provided training in business management, as well as technical training on new crop varieties, production technologies and the safe use, handling and storage of fertilizers and crop protection products;
  2. Worked with agrodealers, input suppliers and research institutions to stimulate demand for improved inputs and production practices through demonstration plots and farmer field days;
  3. Stimulated investment in agrodealers and increased rural access to finance through guarantee and matching grants facilities;
  4. Created sustainable agrodealer associations to advocate for member interests.

ASPZ trained agrodealers in business management as well as technical training on new varieties, production technologies, and the safe use, handling and storage of fertilizers and crop protection products. We worked with agrodealers, input supply companies, and research institutions to stimulate farmer adoption of new varieties, inputs, and production practices through demonstration plots and farmer field days. Further, ASPZ stimulated investment in and lending to agrodealers, through the targeted use of a guarantee facility (GF). Lastly, ASPZ created sustainable agrodealer associations to address common concerns and advocate for member interests.

Program Impact:

  • 274 Agrodealers that completed business management training, of which 117 (46%) were women;
  • 82,921 Households with improved access to quality agricultural inputs;
  • 17,664 Farmers trained in best practice planting, cultivation, and harvesting techniques;
  • $1.2 million in trade credit leveraged in one season, providing 63 agrodealers with inputs on credit or consignment.

West Africa Seed Alliance

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Access to inputs such as improved seed varieties, fertilizer and crop protection products are imperative to the transformation of the agricultural sector. The Seeds Project, part of the West Africa Seed Alliance (WASA), was created to enable the transformation of West African agriculture from subsistence farming to profitable, self-sustaining and competitive commercial agriculture. CNFA implemented the five-year project, funded by the United States Agency for International Development (USAID) and the Alliance for a Green Revolution in Africa (AGRA), with partners ICRISAT and Iowa State University. The project sought to modernize seed distribution systems, facilitate smallholder farmer access to improved seed varieties, improve seed production technologies, and strengthen links to credit and markets. Specifically, The Seeds Project strengthened West Africa’s seed system across Burkina Faso, Ghana, Mali, Niger, and Senegal.

Program Approach:

  • Advance the development and implementation of national seed laws and regulations;
  • Create and strengthen private seed enterprises;
  • Provide business management and technical trainings;
  • Produce foundation for certified seed and make available for distribution;
  • Conduct seed variety trials for cereals and vegetables.

Business Management Training: The Agrodealer Business Training Program built the business capacity of local seed company managers through training on business planning, supply chain management, and marketing. Our six-module training model included: managing working capital, managing stocks, costing and pricing, selling and marketing, record keeping, and managing business relationships.

Agricultural Productivity: The WASA program worked with local institutions to build agricultural potential in specific focus areas. Bringing improved access to input supplies, availability of technology and technology transfer to farmers, and increased access to credit for rural smallholders, the program has made significant impacts on production practices throughout WASA countries. Field days were an effective medium in spreading awareness of improved farming methods. With participants spanning from local farmers and agrodealers to government officials and major supply companies, the input system in target countries have seen marked improvement.

Seed and Input Supply systems: WASA aimed to develop viable agricultural inputs systems and support the overall growth of the West Africa agricultural sector by creating a sustainable commercial seed industry that ensures small-scale farmers affordable, timely and reliable access to high quality seeds and planting materials. In cooperation with input supply companies, WASA organized demonstration plots and farmer field days to enhance awareness about new products and technologies.

Technical Training: CNFA worked through input-supply companies and commercial trainers to build capacity on safe usage and handling of products. To complement these trainings, WASA also organizes demonstration plots and farmer field days to enhance awareness about new products and technologies. Field demos provided an excellent educational tool to teach both agrodealers and farmers about new varieties and correct herbicide and fertilizer application.

Output Marketing: WASA linked agrodealers and farmer producer groups to commodity traders and crop processors to create market pull for farmer production, and assisted seed companies and associations in establishing seed marketing strategies.

Program Impact:

  • 16,218 individuals received short-term agriculture sector productivity training;
  • 1,703 agriculture-related firms benefitting directly from WASA interventions;
  • 108 extension agents trained;
  • 26 seed inspectors/breeders trained.

Tanzania Agrodealer Strengthening Program

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Launched in 2007, the Tanzania Agrodealer Strengthening Program (TASP), funded by the Alliance for a Green Revolution in Africa, has been highly successful in building and supporting a vibrant agrodealer network capable of serving smallholder farmer demands for improved inputs, services and marketing. Like CNFA’s other agrodealer development programs, TASP focused on business and technical training as well as capacity building. In addition, programming focused on facilitating access to financial services, output marketing, processing, value adding services, and policy advocacy through association development.

TASP also designed and supported the Tanzanian government’s targeted subsidy program to link agrodealers to the local seed industry, and has been scaled up to foster the development of a nationwide rural market network. In 2010, TASP expanded into new districts, allowing CNFA to improve productivity and incomes for additional farm households in remote and underserved areas. Since 2007, TASP has certified over 2,600 agrodealers, who are providing products and services to over 1.5 million smallholder farmers and improving the lives of nearly 8 million people.

Program Approach:

  • Built agrodealer capacity to better serve farmers through our proven six-part technical training covering: managing working capital, managing stocks, selling and marketing, basic record keeping, costing and pricing, and managing business relationships;
  • Facilitated demand creation by establishing demonstration plots and farmer field days showcasing new agricultural inputs;
  • Promoted improved linkage to financial services for agrodealers through forums and clinics focusing on licensing, completion of a business plan, and access to capital.

Seed Industry & Smart Input Subsidy Distribution: At the program’s outset, CNFA focused on the five Southern Highlands districts targeted by the Government of Tanzania (GoT) for its smart, targeted subsidy program (Fast Track Districts) and five districts in the Arusha, Meru and Kilimanjaro regions in Northern Tanzania. In Year 2, TASP had expanded into the seven other districts in Manyara and Morogoro regions. Around Arusha, CNFA integrated agrodealer development efforts with initiatives to improve Tanzania’s local seed industry, including foundation seed enterprises and local seed companies. Early activities focused on the design of a smart input subsidy program, for implementing government subsidies to targeted communities in a sustainable manner, and on developing the network of agrodealers necessary to implement this subsidy program.

Association Development: CNFA supported seven district associations that are fully registered and ten that were in nascent stages of development. One of the associations supported by CNFA was the the Songea Agrodealer Association (SADA). SADA is a powerful example of the benefits that a well-run association can accrue to its members and the influence that can be exerted, for example:

  • SADA used its strong voice to successfully advocate against the practice of Regional and District officials dictating prices at which inputs could be sold;
  • SADA also proposed the “master input subsidy” concept that CNFA later brought to the MAFC; the master input subsidy would be issued by district officials on presentation of numerous input subsidies by the agrodealer.
  • Where individual group members (particularly startup agrodealers) experienced difficulty in securing input supply credit, SADA managed to successfully negotiate for credit as an association;
  • SADA leased an office in Songea Town and hired a coordinator to administer their activities.

Strengthening the Agrodealer Network: In addition, TASP achieved a great deal of success in the areas of its core components aimed at strengthening the agrodealer network. Notable among these efforts are encouraging the establishment of new agrodealerships in remote, underserved areas through matching grants, a credit guarantee facility and demand creation activities that give the farmer an opportunity to physically witness the benefits of improved agronomic practices and inputs. In addition, technical trainings to strengthen agrodealer capacity, agrodealer association development and linking agrodealers to financial institutions were a key part of the approach.

The Business Management Training (BMT) offered raised agrodealers’ business standards of management and acumen to the point where the MAFC decided to exclusively link the handling of the subsidy inputs to agrodealers’ successful completion of BMT. In response, CNFA has trained an additional 849 agrodealers in 24 districts beyond the 17 in the original TASP scope to pave the way for the National Agricultural Inputs Voucher Scheme.

By operating in the space where the interests of farmers, agrodealers, the private sector and the financial sector intersect, TASP gained exciting new ground in increasing crop yields and incomes for farmers and improving the livelihoods and economic opportunities for Tanzanians.

Program Impact:

  • 1,500,000+ Farmers with improved access to inputs;
  • 89,887 farmers and agrodealers attending demand creation activities and technical trainings offered by agribusiness companies;
  • 2,600+ Agrodealers trained and certified;
  • 214,867 Metric tons of inputs sold through TASP agrodealers;
  • $3,027,870 in direct trade credit leveraged by agrodealers over the life of the project.

South Sudan Cattle Program

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The two-year South Sudan Cattle Program (SSCP), funded by the U.S. Department of State (DOS), sought to mitigate local conflicts through the development of a cattle identification and livestock ownership/registration system to reduce both cattle theft and trade of stolen cattle. With over 12 million cattle in South Sudan, livestock are an important source of rural livelihoods, and play important roles in defining social status. A large cattle herd increases an individual’s importance in the community. Cattle theft is a common occurrence, and stolen animals are a source of meat, milk and dowry.

Program Approach:

CNFA conducted on-the-ground research to identify the best practices to reduce cattle theft and inter-clan conflicts with a specific focus on the development of an improved identification method, coupled with a cattle ownership registration program.

A 2012 assessment identified non-radio frequency identification tags as the cheapest, easiest and most reliable method of identification. The ear tags are uniquely numbered and were entered into a cloud-based registry designed specifically for SSCP. Tagging was done by restraining the animal and then placing two numbered tags in the ear flap. One is a small round button that is very difficult to tear out of an ear, and the other is a larger flap tag which can be identified at a distance. These tags are permanent without cutting either the tag connector or the cow’s ear.

Through a consultative process and an intensive assessment and design phase – CNFA designed a traceability system that was tailored to the ground realities of South Sudan, and provided the greatest opportunities for sustainable expansion and implementation at a national level.

Our team launched a pilot identification and registration system that enabled individual cattle to be traced for life. Coupled with the identification system, SSCP activities supported the development of a computerized cattle ownership registration center.

Another important factor was the ongoing coordination between the Government of South Sudan (GOSS), especially the Ministry of Animal Resources and Fisheries (MARF), and Community Animal Health Worker (CAHW) volunteers. Under the two year pilot project, CNFA worked closely with the MARF to identify and catalog the ownership of over 25,000 livestock. To achieve this objective, CNFA trained and worked with large teams of CAHWs who carried out the work of tagging and capturing the data for animals and owners. Prior to tagging, CNFA conducted an extensive community engagement process that included outreach and awareness campaigns followed by grassroots community mobilization. Data for each animal was entered into a relational database that was managed by CNFA. The long-term strategy was to build the capacity of and transition management of the database to MARF.

The overall goal of the project was to tag 150,000 cattle with non-radio frequency ear tags and then enter the cattle information and the owner information into the cloud-based database. Unfortunately, SSCP was suspended and then formally closed by the Department of State because of escalating safety issues as a result of the violence which started in December of 2013. The program was suspended in April 2014 and closed in September of the same year.

As of last tagging count, 23,232 cattle were tagged and entered into the SSCP database. Over 460 community mobilization meetings were held, helping to inform over 7,220 people about LITS. Many initially-skeptical community members in the targeted regions saw stolen animals returned to their rightful owners, helping spread the concept of adopting cattle tagging practices. Thus far, over 700 community members have tagged their cattle. The ultimate goal of the project was to reduce cattle theft by 25% and preliminary results indicate over a 60% reduction in cattle theft.

Program Impacts:

  • 95% Reduction in cattle theft of identified cattle;
  • 23,232 Cattle identified and registered.

Partnership for Economic Growth

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The Partnership for Economic Growth (PEG) was a two and a half year project funded by USAID, which supported the Somali people’s goal to improve economic growth and livelihoods in Somaliland and Puntland. Under the leadership of DAI, the program collaborated with the Ministry of Livestock, Ministry of Commerce, and private sector groups to better the envi­ronment for investment, export marketing, and generated agricultural-based employment.

The livestock sector in Somaliland faced significant challenges, including increased competition from neighboring nations, trade barriers due to disease control, lack of access to veterinary inputs, and inefficient veteri­nary services. Yet, a strengthened livestock sector is vital as 65 percent of the economy is comprised of livestock-related commerce. In partnership with private and public sector, CNFA contributed its experience targeting all livestock value chains to assist the sector in the following areas:

Program Approach:

  • Capacity building of local veterinary service providers;
  • Improve animal feed and education for fodder farmers;
  • Provide veterinary services;
  • Train of community animal health workers (CAHW);
  • Strengthen and improve commercial livestock feed supply systems;
  • Strengthen feedlot enterprises;
  • Develop dairy processing facilities; conduct livestock end-market analyses; and provide rural financial services.

Livestock Component: The Livestock Component was the largest of the PEG Project. We played an advisory role to local non-profit organizations and enterprises who were recipients of capacity building grants and matching grants. These grants were utilized for the creation and implementation of demonstration farms, technical training in improved livestock care, dairy and fodder production techniques, livestock fattening programs and capacity building of local stakeholders.

Matching Grants to Local Enterprises: The CNFA Livestock Component collaborated with four small and medium livestock enterprises under a matching grant component. The goal of the matching grant component was to develop and expand various sub-sectors of the Somali livestock industry through developing and empowering local organizations. PEG matching grant recipients and illustrative activities underwent the following:

  • Al Husseini Farm and An’Aam Farm are Somali feed lot enterprises that received PEG grants and technical training in improved fodder production techniques. An’Aam Farm was created by an association of multiple investors, who collectively contributed more than $1 million in funds to create the farm. Al Husseini Farm operated on a much smaller scale, but both were fully functional feed lots providing animal fattening services to local farmers.
  • Horumar Farm was a model dairy farm, established with PEG support, which specialized in camel milk and fodder production. The owner bought milk from local out-growers and used a milk-analyzer to determine which of his neighbors produce the highest quality camel milk. Horumar Farm received a small matching grant to provide fodder production, dairy production, and dairy processing trainings with to increase the quality of milk in the surrounding area – a result desirable to local farmers, Horumar Farm and consumers. Inspired by the success of Horumar farm, one female neighbor purchased several camels purely to be able to take advantage of the growing market.
  • With PEG capacity building assistance, Togheer Womens Livestock Traders Association initiated a small ruminants buying scheme. The Association purchased small ruminants in rural areas and transported the animals to urban areas – primarily Buroa – or exported them regionally to an area with an increased demand and a higher price. Making only a $3 profit per head, the association applied for a PEG grant to begin a small-scale feedlot. The fattening station increased the weight of the sheep and goats, resulting in a price increase of up to 20% per animal at the end market.

Capacity Building of Somali NGOs: Under CNFA leadership, four local non-profit organizations were contracted to implement training programs and develop community-based demonstration farms where training in fodder production (i.e. variety selection, harvesting techniques, hay baling and storage, mineral supplementation) and animal health (i.e. disease control, drug quality and use) is available.

Expanding Regional Access to Micro-finance and Start-up Capital:

  • Kaaba Microfinance Institution (K-MKFI) is the only MFI in Somaliland. Through PEG program funds, K-MKFI was able to open a new office in the town of Gabiley, serving micro-enterprises and the informal markets in Western Somaliland. K-MKFI uses an Islamic-compliant lending methodology, which enables a previously untapped market in rural areas to access finance. The majority of K-MKFI’s micro-finance clients were small scale livestock producers and traders.
  • PEG contracted AIMS, a local consultancy firm, to complete an end market analysis of the livestock value chain in Somaliland and the larger region (Saudi Arabia, Yemen, Oman, UAE, Egypt). This analysis and subsequent PEG knowledge transfer activity highlighted both opportunities and constraints facing the livestock value chain in the region.
  • The Livestock Investment Chapter of the 2013 Somaliland Investment Guide synthesized the findings of PEG’s Livestock End Market Study. The Investment Guide highlighted investment opportunities through a printed edition and website feature. The website provides a platform to expand access to investment capital and targets potential diaspora investors.

Program Impact

  • 150 New jobs created through livestock value chain improvement;
  • 120 Agrovets and animal health workers receiving improved techniques;
  • 15,000 Improved household livelihoods;