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.

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 program 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: 

USAID Yalwa

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Enhancing Markets and Nutrition in Niger

Overview:

The $29.1 million five-year 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 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: 

Private Sector Activity (PSA)

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In 2015, the Government of Azerbaijan (GOAJ) developed strategic sector roadmaps for developing the economy, with a special focus on non-oil sectors such as agriculture. The need for developing non-oil sectors, especially agriculture – which officially employs half the Azerbaijani workforce – became obvious as the world price for oil began declining in 2014. Since then, the GOAJ implemented a reform agenda supporting incentives for non-oil exports by facilitating greater exposure to regional markets, implementing administrative reforms to remove barriers for trade, registering agricultural associations and establishing new government agencies to support small- and medium-sized business.

The USAID Private Sector Activity (PSA) (2019-2024) is a five-year, $15 million initiative that utilizes a partnership and co-investment approach to support a more resilient Azerbaijan economy and improve the business enabling environment. To accomplish this, the Activity supports the non-oil sector by improving the competitiveness of the private sector (with a special emphasis on agriculture and other rural economic activities), building the capacity of business support services and reducing the barriers that hinder the development of micro, small, and medium enterprises (MSMEs).

PSA is building on the successes of USAID’s support to agricultural producers and processors in Azerbaijan achieved over the last 20 years. In partnership with the Azerbaijani government and the private sector, the Activity helps address their priorities for modernization and improvement of public and private sector support and service delivery. This bolsters the diversification of Azerbaijan’s economy by strengthening the capacity of public institutions to carry out new responsibilities and adjust to institutional change to implement the reforms outlined in the strategic roadmap. The Activity achieves this through activities designed to:

  1. Develop a more diversified economy: USAID provides assistance that supports the increased diversification of the non-oil economy in Azerbaijan, specifically but not limited to the agricultural sector. As such, the Activity assists small- and medium-sized farmers to become commercially viable and compete in local or export markets. The Activity also works with processors, traders and cold storage operators to improve their adherence to international standards. The Activity builds capacity in support of developing the agricultural sector and value chains in which the activity works, as well as USAID’s Global Development Alliance (GDA) initiatives.
  2. Improve the business environment for MSMEs: Because businesses face administrative barriers that stifle competition, dissuade investment, and constrain trade, the Activity works with associations and MSMEs to identify these barriers, communicate them to the relevant government agencies, and target their elimination. These efforts help to increase the benefits of economic growth and remove obstacles to competition, investment, trade and integration into the global economy. The Activity also contributes to the harmonization of Azerbaijan’s legislation and institutions with  international standards and recognized best practices. As a result, businesses have increased opportunities to produce, trade, export and earn income.
  3. Support Azerbaijan’s economic reforms: The Activity increases Azerbaijan’s economic stability by supporting economic reform initiatives to help boost the non-oil sector. To accomplish this, the project has developed a rapid, flexible response mechanism to provide technical specialists and material support to Azerbaijani officials who require assistance to identify public sector reforms. It will then recommend reform implementation options and monitor the progress of reforms, offering assistance as needed. Support will include both short-term and long-term technical assistance to Azerbaijani counterparts, potentially including specialists in: monetary policy; banking supervision; financial intelligence; public financial management; and others as identified by Azerbaijan’s government and private sector, as well as USAID.

Cross-cutting themes:

  1. GOAJ collaboration
  2. Private sector engagement
  3. Women’s economic participation

Partners:

  1. Nathan Associates Inc. (USA)
  2. WCC International (USA)

West Africa Cashew Project (PRO-Cashew)

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Overview:

Cashews were introduced to West Africa in the 1960s to fight erosion and desertification. Over the past decade, increased demand, expansion of orchards and government prioritization has caused raw cashew nut (RCN) production to become a critical commercial activity for smallholder farmers, and a major revenue stream for governments. West African production is also growing faster than that of any other region—ten percent over the past decade, generating $1.5 billion in export sales for over 1.1 million farmers. Côte d’Ivoire is the world leader in cashew production, followed by Nigeria, Benin, Burkina Faso and Ghana.

The $47.3 million five-year USDA PRO-Cashew Project (2019-2024) will work to boost the competitiveness of West African producers by improving efficiency and quality in production and trade, and by working to develop more coherent regional trade and investment policies. In doing so, the project will strengthen producer capacities as well as develop incentives to renovate and rehabilitate cashew farms, improve production and quality and create a more competitive West African RCN for the international market.

Program Approach:

Cashew gains made by West African producers face several serious challenges: reduced yields due to aging cashew tree stocks, farmers’ limited technical and financial capacity to rehabilitate and renovate aging orchards and an undeveloped nursery sector unable to provide timely and consistent high-performance seedlings to offset declines in productivity. This is complicated by the fact that the same trade policies that have boosted exports also pit countries against their neighbors, producing uncoordinated regional policies that weaken public and private-sector support for cashew grower/seller advocacy efforts. To combat this, PRO-Cashew:

  1. Builds Capacity: CNFA builds the capacity of farmers through selected farmer organizations and agro-food suppliers over the life of the project in the areas of business and orchard management and service delivery. In collaboration with the Competitive Cashew Initiative (ComCashew) and the African Cashew Alliance (ACA), CNFA works with local ministries of agriculture to review training curriculums, identify gaps and mentor extension teams in Good Agricultural Practices (GAP), renovation and rehabilitation (R&R) and climate-resilience.
  2. Facilitates In-Kind Grants for Equipment & Inputs: CNFA leverages matching contributions of individual grant disbursements from private, public or farmer sources to catalyze private investment, increase stakeholder partners’ and farmers’ profitability and build the capacity of cashew farmers to renovate and rehabilitate their farms.
  3. Develops Agrodealers & Input Suppliers: CNFA supports private sector nurseries (larger than 10,000 cashew trees per year) and potential large processing companies to improve the efficiency and sustainability of seedling production systems by facilitating public-private partnerships, growing cost-effective, high-performance tree seedlings at central nurseries and distributing seedlings close to farms through rural-based seedling retail businesses. CNFA also facilitates agreements between research entities and the central nurseries to ensure long-term public-private partnerships. PRO-Cashew coordinates with existing efforts of the governments, World Bank and research institutes.
  4. Disburses Improved Market Information: CNFA strengthens existing data and fills significant gaps in data coverage and quality. The integrated Cashew-IN platform, a regional database housing information for farmer organizations, policymakers and private sector organizations to understand and monitor the global cashew supply chains, is accessed and used by farmer organizations, policymakers and private sector investors to understand the national, regional and overseas cashew markets in terms of supply and demand. It also monitors the cashew supply chain, supports traceability for quality control and informs evidence-based policies to increase profitability and marketability of cashews in West Africa.
  5. Improves Policy & Regulatory Framework: CNFA engages with national and regional policy makers, private sector stakeholders and development agency partners to facilitate and improve regional trade policy cooperation. With the support of regional research centers, CNFA conducts analyses of trade policies currently deployed by West African cashew-producing countries and produces annual reports on country and regional competitiveness, government policy analysis and foreign direct investment with quantitative and policy analysis.

Feed the Future Nigeria Agribusiness Investment Activity

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Overview: 

The five-year USAID Feed the Future Nigeria Agribusiness Investment Activity aims to strengthen the enabling environment for agribusiness finance and investment. To achieve this goal, the Activity focuses on four interrelated components: improving the enabling environment for agricultural sector growth; broadening access to finance by mitigating the credit risks of agribusinesses; promoting and facilitating investment opportunities for agribusinesses to expand and scale up operations; and sustainably enhancing the performance of agribusiness micro, small and medium enterprises (MSMEs). In line with the U.S. and Nigerian governments’ commitment to grow the non-oil-based economy, these efforts will increase the depth, breadth, dynamism and competitiveness of Nigeria’s agribusiness sector.

Beginning in December 2018 and closing in December 2023, the $15.7 million Agribusiness Investment Activity, with Cultivating New Frontiers in Agriculture (CNFA) as the prime implementing partner, aims to viably and sustainably link thousands of MSMEs and producer organizations with high-performing commercial actors in the rice, maize, soybean, aquaculture and cowpea value chains. As a result of streamlined regulations, more effective policies, improved production and processing practices, and significantly increased finance and investment flows, the Activity increases the competitiveness and returns of large, medium and small-scale agricultural enterprises. The overall objective of the Activity is to measurably improve the agribusiness investment climate in Nigeria, which plays a pivotal role in attracting foreign direct and domestic investment, leading to food security and improved nutrition.

Click the link here to learn more about improving the agriculture enabling environment from our Policy and Learning Brief developed during our state summits.

Methodology

The Agribusiness Investment Activity’s four main components are:

  1. Improving the Agribusiness Enabling Environment: The policy, legal and regulatory burdens faced by agribusinesses – whether farmers, processors or traders – constrain their productivity and growth. This initiative seeks to implement reforms to improve Nigeria’s agricultural and agribusiness enabling environment. This component focuses on making relevant policies, laws and regulations less cumbersome, to lower the cost of compliance; reducing tariff and non-tariff barriers to promote more exports and import substitution; addressing infrastructure, land ownership and logistical constraints; minimizing the time it takes to perform statutory business functions; and limiting the scope for bureaucratic discretion.
  2. Broadening Access to Finance: The infrastructure and market reach of both formal and informal banking services remain inadequate in many regions, presenting a significant barrier for rural agricultural smallholder farmers and MSMEs. The Activity works to expand access to financial services across the value chains through informal, community-based savings plans; formal and informal credit; guarantee programs; insurance offerings and more. Working with both lenders and borrowers, this component also supports initiatives that facilitate new and innovative funding approaches that expand access to capital and facilitate greater lending to the agriculture sector.
  3. Facilitating Investment: To catalyze new agribusiness investments, the Activity works with both investors and investees to create commercially viable linkages. This includes building investors’ understanding and appetite to invest in the agribusiness sector, improving the investment readiness of agribusinesses and supporting enterprises desiring to scale-up operations. Through a demand-driven, private sector-led value chain approach, this component directly supports agribusinesses with technical assistance in areas such as identifying investment opportunities and helping firms meet investors’ selection criteria. By providing business development services and supporting strategic partnerships, the Activity strengthens market linkages and the competitiveness of smallholder farmers and agribusiness MSMEs to take advantage of emerging investment opportunities.
  4. Enhancing Agribusiness MSME Performance: Improving the performance of agribusinesses is a process that requires behavioral change. Most agribusinesses need direct technical assistance to adopt best practices and meet the minimum assessment criteria of financial institutions and investment groups. This component works directly with agribusinesses to improve financial, managerial and operational efficiency to enable them to become more competitive and able to access finance and investment opportunities.

Program Approach:

The Agribusiness Investment Activity employs a unique strategy by focusing on larger agribusinesses (called “Lead Firms”) as the central engine of its work. Through supporting the Lead Firms’ growth and expansion objectives, the Activity assists out-growers, financiers, investors, input suppliers, agrodealers and service providers within their value chains. While the primary focus is on facilitating finance and investment, the Activity does not directly offer finance, investment, grants or any other cash-based incentives. Rather, it identifies the best sources of financial and non-financial resources and supports it partners in accessing them. This includes identifying and advocating for the reform of the most pivotal legal and regulatory constraints.

The Activity strictly focuses on the following five value chains: rice, maize, soybean, cowpea and aquaculture. Furthermore, it has a geographic concentration on the following seven states: Benue, Cross River, Delta, Ebonyi, Kaduna, Kebbi and Niger.

The Activity’s strategy includes but is not limited to the following key pillars:

  1. Establishes Public-Private Partnerships: The Activity works with public and private sector partners, including agribusinesses, financial institutions, investment groups and business development service providers to facilitate greater engagement with MSMEs and potential agro-entrepreneurs in their value chains.
  2. Elevating Business Development Services: The Activity connects agribusiness MSMEs to business development services (e.g., business plans and loan applications) that support them from inception to the formation of profitable, sustainable enterprises. Special emphasis is given to MSMEs that are women- and youth-owned or have the potential to hire significant numbers of women and youth.
  3. Facilitating Innovation: The Activity supports the development of new financial products suitable for agribusiness MSMEs and building public awareness as to where and how to access existing financial facilities.
  4. Enhancing Business-to-Business Linkages: The Activity links MSMEs with larger firms in the selected value chains to facilitate viable and sustainable business linkages.
  5. Supporting Policy Enabling Environment: The Activity addresses policies that restrict or constrain the ease of doing business, including registration, licensing, obtaining land, collateral restrictions and access to finance and investment.

Pakistan Agricultural Technology Transfer Activity

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Overview: 

Because improved technologies that are affordable, impactful and safe have not yet penetrated the vast smallholder market in Pakistan, smallholders 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 has been working since April 2017 to increase smallholder farmers’ access to markets and their overall development impact and cost-effectiveness. By building on CNFA’s 10-year history of successful implementation in Pakistan, PATTA is galvanizing 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 include seeds, fertilizers, water pumps, improved plant and animal breeds, precision agriculture and integrated soil fertility management, among others.

By the completion of project activities in December 2021, PATTA will have created new, strong and sustainable private-sector relationships that meet the evolving needs of smallholder farmers and drive increased productivity and economic growth across Pakistan.

Program Approach:

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

  1. Enable agricultural technology-related businesses to expand, adapt and market their products and services to meet smallholder farmers’ needs: PATTA undertakes initial and ongoing market and cost-benefit analyses of available agricultural technologies, and facilitates outreach to key stakeholders based on the findings of these analyses. The Activity also oversees a competitive process that leads to detailed memorandums of understanding and comprehensive technical support and capacity building. In doing so, PATTA makes 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 can be identified.
  2. Increase smallholder farmers’ access to affordable, appropriate, and effective agricultural technologies: Sustaining increased access to improved technologies that are adapted to smallholder needs requires focused, strategic efforts by demand-side stakeholders who stand to profit from this outcome. These stakeholders include 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 and technical support complements the new marketing and outreach plans of technology companies to inspire sustained investments in the vast smallholder market.
  3. Scale the adoption and use of agricultural technologies: PATTA is supporting the collective work of supply- and demand-side partners to launch and sustain demonstration activities that provide evidence of the value of improved technologies. These include 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 leverage various mediums, including radio broadcasts, video and mobile exhibits that reach women in purdah and other underserved groups.

USAID Agriculture Program

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Overview:

The five-year, $23 million USAID Agriculture Program (2018-2023) works to accelerate the growth of agricultural sub-sectors that show strong potential to create jobs, improve incomes, and increase micro, small, and medium enterprise (MSME) revenues, with particular focus on the berry, culinary herb, stone fruit, perishable vegetable, pome fruit, table grape, mandarin and nut crop value chains.

To accomplish this, the Program facilitates partnerships with public and private sector actors and provides demand-driven technical assistance to farmers, agribusinesses and MSMEs in order to address value chain gaps and advance agricultural production and processing.

The Program also contains an integrated grant component to deliver cost-share grants to producers, processors, cooperatives, service/information/extension providers and associations. These grants are designed to address identified value chain gaps and develop agricultural sub-sectors, contributing to the sustainable development of the Georgian economy.

Program Approach:

  1. Increase productivity and productive capacity: The USAID Agriculture Program uses technical assistance to develop and update business plans, financial plans and market assessments, and provides competitive cost-share grants for medium-, small- and micro-enterprises (MSMEs), including producers, processors, service providers, cooperatives and associations.
  2. Build capacity to add value: The Program improves processing, storage and other techniques by providing training to farmers on production, harvesting and post-harvest techniques; and facilitates relationships between value-adding agribusinesses and smallholder or emerging commercial farmers.
  3. Meet international standards and certifications: The Program provides cost-share grants for MSMEs, facilitating market access to new domestic buyers and international markets and training producers and MSMEs on modern production and business operations.
  4. Strengthen linkages within agricultural value chains and to new markets: The Program encourages public-private partnerships by facilitating linkages and providing support to vocational education institutions, business service providers and enterprises to improve training curricula and access to private sector-led skills development opportunities. It also assists with developing business relationships and addressing financial institutions requirements to obtain capital for further growth.
  5. Strengthen capacity of cooperatives, extension and other service providers and associations: The Program facilitates the development and capacity building of business or sector associations; trains service and information providers on topics such as teaching methods, farmer outreach models and technical skills and knowledge; and supports dialog between extension providers, educational institutions and cooperatives to coordinate efforts to increase reach and effectiveness of extension.

Partners:

  1. South-East Europe Development (SEEDEV)
  2. World Food Logistics Organization (WFLO)