Publication database

This report aggregates the voices of 6,000 Kenyan farmers interviewed between June 2020 and May 2021. They relate their lived experience during the Covid-19 pandemic and how livelihoods were adversely affected by supply chain disruptions and government lockdowns. 

As is the case elsewhere, in Africa, many people depend entirely on food systems for employment and incomes as well. For these reasons, building resilient and sustainable food systems is crucial to ensuring sustainable economies and achieving the Sustainable Development Goals (SDGs) and Agenda 2063 Goals. However, Africa remains food insecure, accounting for 256 million of the world’s 795 million people suffering from hunger. Against this challenge, this 2021 African Agriculture Status Report (AASR21) provides evidence and insights on the prospects of achieving resilience and sustainability in Africa’s food systems.

The study identified and reviewed 36 cases of inclusive business models in aquaculture value chains in low-income countries. The team analysed the economic and social upgrading objectives of each of the models and how they led to, or inhibited, developmental outcomes. 

In recent years, there has been growing interest and funding dedicated to technical assistance designed to strengthen the commercial and development impact of businesses in developing markets. However, relatively little is known about the nature and effectiveness of these initiatives. Designed to address this knowledge gap, this paper focuses on efforts by development finance institutions (DFIs) to provide technical assistance to agribusinesses, which receive 30% of all TA. The input for this analysis was obtained through primary and secondary research, including interviews with 11 DFIs. The feedback from DFIs was that they expect the provision of inclusive TA in agriculture to rise. However, to catalyse greater resource allocation towards inclusive TA, respondents agreed the evidence case needs to be clear both in terms of commercial and development impact.

This guide lists digital tools that deliver remote data collection, information, or training for farmers and farmer organizations. It assesses them on five criteria: demand, value addition, costs, transcending inefficiencies, and interoperability. 

AMEA’s theory of change considers that the current fragmented, uncoordinated delivery of capacity building services to Farmer Organizations significantly inhibits their ability to become professional. AMEA has therefore developed a Toolbox containing peer-approved assessment tools and training/coaching curricula. It provides comprehensive information to enable potential users to make decisions on which tools would be most suitable for their programming.

Learn about inclusive business promotion in the Philippines! This 7-minute video describes a papaya outgrower programme benefitting small-scale farmers and explains why the national government has opted to promote inclusive growth through inclusive business.

This report examines the value of regular, standardized assessments of Farmer Organisations, how this assessment process links to the capacities developed, and how quickly these capacities can be improved. It also analyses whether this improved “professionalism” leads to improved outcomes in the value chain. It also looks at the growing use of ICT.

This case study shares lessons learned from a capacity building project with farmer organisations in Kenya and Rwanda. The project stems from a five-year partnership program between MasterCard Foundation and a financial institution in Kenya which targeted agricultural value chain actors to offer mobile-based financial inclusion and information to smallholder farmers. 

This publication shows how Japanese retailer MUJI has built an inclusive supply chain positively impacting on small producers at the base of the pyramid (BOP), and how its stakeholders perceive its benefits. The report reflects direct feedback gathered during interviews and surveys conducted by IFC with different stakeholders in MUJI's supply chain, including producers, customers, employees, and management. The report highlights key challenges and opportunities that stem from engagement with the BOP producers in emerging markets. It also provides insights into good practice in incorporating the BOP producers into global value chains, drawing on MUJI’s experiences.