Vanessa Adams, VP Strategic Partnerships, Alliance for a Green Revolution in Africa (AGRA) 5 May 2020. Webinar German Agribusiness alliance: Making food systems resilient to Covid 19.

1. COVID-19 Response for
Recovery and Resilience of
Agriculture & Food Systems
AGRA
May 5 2020
CONFIDENTIAL – NOT FOR CIRCULATION

2. 2
OUR GOAL – Resilience and Recovery
• Strengthening resilience of agrifood supply chains: Strengthening local SMES and Agribusiness to
minimize disruption of food and Agriculture products. Strengthening local farmers capacity to link them to
local markets and maintain supply of food at affordable prices.
• Enhancing Capacity of farmers to produce food as the rains set in across the continent:
Governments to work with Development partners and private sector to ensure massive numbers of
farmers have access to affordable inputs through well designed economic stimulus support to
governments.
• Ensuring policies are inclusive: Enhance policy predictability but also review existing policies to ensure
they are inclusive and ensure resilience in implementation
• National strategic reserves Food quality regulation: Providing technical support in food regulation
and quality of food being accessed especially perishable foods like vegetables which have high nutrients.
• Support risk-Informed and shock-responsive social protection systems in the short term for
vulnerable populations including women headed households who should be specifically targeted.
• Providing social protection: Provide technical assistance to design, set-up and coordinate programs
providing food aid and cash transfers to poor households
To support African governments & smallholder farmers to respond
and mitigate the impacts of the pandemic on food systems in
Africa.

3. 3
Our Approach: Collaboration
This situation demands collective action. It is a
global challenge that calls for a global response
We work with:
 Governments to ensure that the national response plans enable farmers’ and agriculture
SMEs access to input and output markets, social safety nets and protection systems
especially targeting vulnerable smallholder farmers, women and youth. Ensure functional
food reserves and encourage continued trade in Agriculture commodities and critical farm
inputs.
 Private Sector to complement and coordinate with national response plans to ensure
continued access to agricultural technologies and accelerate digital agriculture solutions
such as extension and finance, and access to markets.
 Development Partners to mobilize collective voice, knowledge, resources and action to
efforts geared towards response and mitigating the impacts of COVID-19 on smallholder
farmers and food system
 Smallholder farmers and implementing partners to understand the threats to their lives
and agriculture livelihoods and make appropriate investments to build resilience, minimize
disruption but also exposure to disease in support of the process of recovery

4. COVID19: IMPACT

5. 5
…With the major hotspots in South
Africa and North Africa state
The threat of COVID-19 looms large in
Africa
The number of confirmed COVID-19 cases in
Africa is rising exponentially…

6. 6
The potential impact of the pandemic on
food systems could trigger a food crisis
The combination of the Pandemic, the effects of Climate change and the Locust
invasion in an environment with nascent systems could be catastrophic for food
security in many Africa countries
• Disruption to agricultural production activities that will affect harvests and food supplies in
different regions. The ongoing measures to curb the spread of the COVID-19 pandemic across
the continent are happening when the new cropping season is starting in East and West Africa
while in Southern Africa the harvesting season is starting.
• Disruptions in food supply chains / domestic and cross border trade due to the COVID-19
containment measures in different countries and regions that are affecting movement of food
to different parts of the countries and regions it is needed most.
• Diversion of budgetary expenditure from already under-resourced agricultural sectors
towards combating the effects of COVID-19.
• Depletion of strategic reserves/inability to build reserves as governments move to support
people who cant find employment due to COVID-19.
• Increased delays and transit time of traded goods due to logistics challenges affecting
maritime, air freight and land transport that may persist throughout the year.
• Increased operational costs due to expenses incurred in implementing COVID-19 related
precautionary response plans. This may lead to rise in food prices.

7. 7
The onset of rains is critical to food security since over 90% of sub-
Saharan Agriculture is rain fed: Timely engagement of Farmers in
April -May will significantly reduce production shocks across the
continent
Main crop seasons 2020
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Cote D’Ivoire
Niger
DRC
Rwanda
Angola
Guinea
Ghana
Benin
Madagascar
Togo
Country
Uganda
Mali
Chad
PIATA Focus countries
Ethiopia
Burkina Faso
Eritrea
Malawi
Cameroon
Tanzania
Kenya
Sierra Leone
Nigeria
Other African countries
Mozambique
Senegal
South Sudan
Main season Minor season

8. 8
The immediate potential impact and need of
countries will differ based on the cropping season
Planting Season
• Our Analysis shows that; East Africa & West Africa are in the planting season or
approaching a rainy season (April – September)
• All of these countries need timely access to quality agricultural inputs
• This implies that COVID-19 presents a real challenge to food security if all these
countries are not supported to ensure farming practices are not interfered with.
• There is need to focus on resilient varieties given that early predictions indicate
shorter rain seasons in 2020 due to climate change
• Need to ensure farmers have access to basic extension and irrigation services
through village based extension agents and local businesses
Harvest Season
• Southern Africa countries – Mozambique, Malawi, Angola and Madagascar are in
harvesting season
• In these countries farmers will need to access markets and post-harvest storage and
handling plus supply chain logistics will need to be strengthened
• Investments to ensure access to post-harvest technologies like PICS bags, build
storage facilities and efficiently supply markets will be most critical
• Investing in Strategic Food Reserves: Most countries have had a good season; given
possible import challenges for the next 3-6 months countries must be supported to
invest in National food reserves

9. NEED TO FOCUS ON FOOD TRADE IN LIGHT OF COVID-19
• Only 15 African countries are net exporters of basic food
• Net-food exporting countries – Ghana, Uganda, Ethiopia, Kenya, Tanzania, Zambia
• There is need to support more open trade policies at regional level
9

10. Dev. partners are stepping up to support fight against pandemic-
Some but little support to avoiding a food crisis
• Governments, development partners, multilateral organizations, and private funders) have pledged
upwards of $10.9 trillion in overall financial support for response to the COVID-19 pandemic.
• Commitments by development partners include:
– the World Bank (up to $12 billion in immediate support and up to $160 billion over the next 15
months in broader economic support). Initial projects in Africa include $100 million to Ghana,
$82 million to Ethiopia, $47 million to DRC, $50 million to Kenya. EU also announced a 20 billion
euro commitment to Africa, Asia and Latin America
– Other donors include: USAID ($274 million), Tencent/Tencent Charity Foundation ($214.7
million), Alibaba ($144 million), the European Union ($140 million), the Bill and Melinda Gates
Foundation ($100 million), and the Rockefeller Foundation ($20 million).
• A COVID-19 Solidarity Response Fund has been set up to raise money from a wide range of donors
to support the work of the World Health Organization (WHO) and partners to help countries
respond to the COVID-19 pandemic. The fund was created by the United Nations Foundation and
the Swiss Philanthropy Foundation. The total fund currently stands at $129M.
• Development partners who have engaged AGRA and are setting aside additional funds to
strengthen resilience of agriculture systems in light of COVID include PIATA partners (USAID, BMGF,
BMZ, DFID and Mastercard Foundation). All these partners have also given AGRA flexibility within
bounds to make budget and operational amendments for effective response to the crisis. This is the
ensure continuity of on-going work and responsiveness to the crisis 10

11. 11
Response from Multilateral Institutions (not exhaustive)
Taking broad, fast action to help developing countries strengthen their pandemic
response, increase disease surveillance, improve public health interventions, and
help the private sector continue to operate and sustain jobs.
Deploys $160 billion
in financial support
over the next 15
months to countries
protect the poor and
vulnerable, support
businesses, and
bolster economic
recovery.
Provides up to
$10 billion loan
facilities to
governments and
the private sector.
Additionally,
raised $3 billion
in capital market
guaranties.
Allocates $2.3
billion for the
Group Strategic
Preparedness
and Response
Programme for
COVID-19
pandemic.
The Rural Poor Stimulus
Facility will repurpose
$100 million, to cover 3
areas: inputs access to
markets and support
services for Agriculture;
as well as a new seed
facility of $40 million to
protect current facilities
and build resilience.

12. Agriculture Transformation Partners already are a
major part of the overall global response
12
• US$250 million to improve detection, isolation and treatment efforts and accelerate
the development of vaccines, drugs and diagnostics
• US $250 M in Ag, to support response on locust menace and engaging on COVID
to understand possible areas of engagement
• $274 million globally towards COVID-19 Response. Estimated $62 million BFS
funding available towards Agriculture in addition to country mission funds
• $20 million committed to support efforts in: new technologies to accelerate
current and future pandemic preparedness and response capabilities around the
world, and systemic change to close the gaps this crisis has highlighted
• Setting up rapid response mechanism, DFID to announce package of funding
contained therein
• COVID response plan under development with a focus on stabilizing rural
development and food security
• $20 million emergency fund for resilience and recovery. Focused in supporting
partners in the areas of agriculture, health and education. Initially looking at
MSME support in Ag. Value chains

13. COUNTRY SITUATION ANALYSIS

14. 14
SITUATIONAL ANALYSIS
What Do We Know?
• Each country has developed unique responses with agricultural inputs / supply
chains as “Essential items” in all countries
• Most governments are closing borders, but exempt Agricultural and health
products.
• Lockdowns and restrictions in movement have impacted economies and resulted
in lay offs / unemployment
• Mixed impact on prices of major export commodities (i.e.. Coffee, tea, cocoa,
cashew, etc.) coupled with contraction in trade volumes resulting in net loss of
revenue to Governments
• Shortage in food supply is anticipated if the pandemic intensifies. This could lead
to inflation in food prices especially in basic food baskets in 2-3 months.
• Economic stimulus plans and food distribution are targeted to unemployed, youth
and elderly.
• Across all countries there will be need to boost domestic production, storage and
processing of food commodities such as rice, maize, soybean, cassava, plantain,
yam, vegetables and poultry

15. 15
Strategic Grain Reserves Summary at April 28 2020
Ghana: According to MOFA-SRID Provisional Report 2020, food production increased in 2019. 5% of Ghana’s
population of 30M are food insecure. The buffer stock may last between 2 to 3 months
Burkina Faso: National cereal production for the 2019-2020 season is estimated at 4,939,630MT. strategic buffer is
estimated to be at 70,000 MT. 2,151,970 people will need food assistance.
Mali: the forecast cereal production for the 2019 crop year is estimated at 10,544,068 tons. According to the
Harmonised Framework on the food and nutrition situation in Mali, about 648,000 Malians were in need of
immediate assistance in October-December 2019. The number in June-August will be 1.1M in June-August.
Nigeria: 2019 national cereal production is estimated at 30.9MT. as part of responses t COVID-19, 70,00 tones of
grain were released from the National Grain Reserve out of the 109,000MT stored for the year. The balance in
reserve will be fully exhausted over the next 3 months.
Ethiopia: the total food grain gap in Ethiopia will be around 4M tons
Kenya: the country has sufficient stock up until the end of June 2020. The Kenya Food Reserve has 28,715,870MT of
grain
Uganda: Maize production for 2019 was estimated at 2.82MT while 1.25MT of beans were produced (Koema-
FAO,2020). The stock available for maize and beans can pull through up to the next harvest expected in May-June.
Uganda does not maintain strategic food reserve. The food stocks held by the private sector will only last 2 months.
Tanzania: Tanzania opened this season with a food surplus of 3,071,048 MT. there are 40,000-45,000MT of maize at
the National Food Reserve Agency. Added to this is 16,000MT held by the Cereals and Other Produce Board (CPB).
The buffer stocks will r for the next 1.5 months.
Rwanda: As at 14th April, the strategic reserve had 8.160MT of maize, 4.150MT of beans, 234MT of rice and 243MT
of maize flour. The government does not anticipate any food shortage for the next 3 months.
Malawi: the year 2019/2020 season second round crop estimate is 3.7MT . the strategic grain reserve has only
3,000MT which is not enough even for 2 weeks.
Mozambique: average national production of rice is estimated at 255,000MT with a estimated consumption of
500,000MTleaving a deficit of about 300,00MT to be covered by imports. FEWs NET expects that farmers have run
out of seed and access for upcoming seasons will be difficult. This will affect planned cultivated area. A larger
number of poor households will have no food stocks. Those who will be able to harvest late May 2020, will have
food for one to 2 month, until June/July.

16. 16
LIKELY IMPACT OF COVID-19 ON AGRICULTURAL SYSTEMS
Using part of AGRA’s work as an example
Activity Strategy
Target
Target
Achieve
d to-
date
2020
Target
%age likely to
be achieved
against those
of 2020 in view
of COVID-19
Quantity of Seed
(MT) to produce
77,267 54,058 15,721 70
Quantity of fertilizer
(MT) sold to farmers
263,375 175,306 117,655 55
No. of farmers selling
thru’ structured
markets
3.5 million 1.1
million
1.0
million
40
Quantity sold thru’
structured markets
6 million 1.7
million
2 million 35
SMEs accessing
finance as a result of
AGRA support
7,000 5,778 288 30
Farmers accessing
finance as a result of
AGRA support
1.7 million 1.5
million
107,200 18
• Smallholder farmers who produce
80% of the food consumed have
faced two calamities this year
desert locusts in (East African)
and COVID-19. This is likely going
to present a drop in yields of up
to 30% this year.
• While food markets remain open
with restrictions, we have
observed spot increase in food
prices of up to 40%, which places
further burden on citizens in
depressed economies.
• In most parts of East Africa, the
weatherman is warning that rains
will tail off early thus cautioning
farmers to embrace climate smart
resilient crops.
• In view of Covid-19 constraints, it is evident that
farmers will unlikely get all the necessary inputs as
earlier planned possibly affecting yields by 20-30%
• The resultant harvests and what to sell will invariably
be reduced and so are their incomes.

17. 17
Policy developments in AGRA focus countries that have
potential impacts on regional food trade

18. 18
How countries are reacting…
Many governments have developed protocols to support the Agricultural sector in the
following areas:
• Input subsidies ( Kenya, Ghana, Nigeria, Uganda)
• Agricultural inputs have been categorized as ‘Essential’
• Kenya is building a ‘War Room’ to develop all information and data required across the
sector, supported
Deploying a mixture of fiscal and monetary measures targeted at stimulating economic
growth:
• Coronavirus Alleviation Programme (CAP) to facilitate economic recovery
• Waiver of VAT on donations of stock of equipment and goods for fighting the Covid-19
pandemic;
• Drop regulatory reserve requirement for Banks to increase supply of credit to
Agribusiness SMEs (Ghana, Nigeria ).
• A syndication facility to support industry especially in the pharmaceutical, hospitality,
service and manufacturing sectors.
• Grant of deduction against income tax for private sector contributions and donations
made towards addressing the COVID-19 pandemic.
• Social Protection support for the vulnerable and excluded

19. AGRA Strategic Partnerships and COVID
Response

20. 20
Partner Portfolio
Produc-
tion
Aca-
demia
Inputs
Digital
Finance
NGO’s
Govt
Demand
Non-
Private
Civil
Society
UN &
IFI’s
Private
The current and future
partner portfolio targets
private and non-private
actors.
Private actors targeted for
long-term, sustainable
opportunities that will
embed them in the
market and attract global
attention to the market.
The Partner portfolio includes Private and non-Private actors who can fill strategic
ecosystem gaps

21. 21
Our approach to partnerships
21
Partnerships are at key enablers of AGRA’s strategy; we shall work with partners beyond the Agriculture sector, across the whole
eco system, to deliver on our goals – Development partners, technical and implementing partners, governments/state actor
partners and private sector partners amongst others…
Development Partners
• Identify overlaps in areas of
intervention, collaborate, have a
collective voice and share
knowledge
Private sector
• Coordinate and align with
government priorities for
increased Investment in
the Ag sector – To scale
and sustain our
interventions in systems
development, consortia
and flagships
• Create Agribusiness links
for inputs supply, off
taking etc. in our consortia
• Job creation
Technical and Implementing Partners
• Partner for last mile delivery
through AGRA programs
• Collaborate – Intervene and deliver
in critical areas that may not be
AGRA focus areas e.g. livestock,
feed processing etc.
Governments
• Support them to create an
enabling environment for
private sector investment in
Agriculture – good policies,
investment in high impact
areas through our work in
PSC
Regional bodies (RECS etc.)
• Work with these to drive
mutual accountability with
governments for political
commitments supporting
our state capability work
• Leverage them to drive
continental and regional
initiatives like regional food
trade
Other Partners e.g. CGIAR Center's
• Build coalitions for change that
address bottlenecks in last mile
delivery
• Work with them to take their
research outputs to the SHF
through our consortia
I. Finalization of AGRA’s
Strategy, our gaps and
potential
collaboration points
II. Partner mapping to
establish what’s being
done in the landscape
III. Identification of
collaboration and
leverage
opportunities, and
determination of
AGRA’s potential role
IV. Partner screening
(Screening Criteria
under development)
V. Engagement and
implementation of
interventions
Partnerships Engagement PARTNERS LIST NOT
EXHAUSTIVE

22. Input companies and off takers need to work in partnership with AGRA
to build stronger last mile delivery through SMEs and agripreneurs
Partnerships Hub agripreneurs Smallholder farmersRural agripreneurs &
VBA’s
Partnerships working through hub agripreneurs experience challenges and inefficiencies reaching
smallholder farmers
• Constrained demand due to
limited understanding of the
proper usage / benefits of
agricultural inputs and equipment
• Significant investment in market
development and demand
generation is required to drive
sales
• Proliferation of sub-standard
inputs and equipment making
quality products harder to sell
• High risk of default by agro-
dealers
• Poor storage facilities, stock-outs,
and inadequate demand
management lead to sub-optimal
inventory levels
• Cost of finance is high and
qualification conditions are
prohibitive
• End-consumers (smallholder
farmers) are dispersed and
located in remote areas, resulting
in high transport costs
• Consumer dispersion results in
more transactions of smaller
volumes driving up selling and
administrative costs
• Limited output markets contribute
to post-harvest losses which can
negate benefits of input use
• Limited access to quality inputs
and equipment reduces profits
• Limited access to finance from
formal institutions are they are
perceived as high risk clients
• Lack of technical knowledge leads
to lack sub-optimal results even
when correct inputs and
equipment are used
• Low farm-gate prices due to low
quantities of produce sold

23. AGRA’s partnership proposition for food system actors lies in AGRA’s ability to address fragmentation,
mitigate risk, secure markets and influence supportive policies
VBA
(youth and
Women)
Small holder
famers
Demonstrate (GAP)
And generate demand
Secondary
Processor
Input
company
Growth Capital
Agro dealer Aggregator Off taker Retailer
Cargill
EAML
ETG
Policy & State Capability
SME Graduation
ABC Fund
Relationship
building & supply
chain
Advisory
Ag-Nutrition
awareness
Seed Systems
Fertilizer Systems
Extension
Access to Finance
PHM and Markets
AGRAinterventions
AGRA’s buys down risk through aggregation
and yield improvement
AGRA’s buys down risk by investing in aggregation and securing
stable markets through off-takers

24. Mobilizing inclusive agriculture investments requires an
Ecosystems approach
AGRA will
strengthen its
consortia,
flagships and
investment
mobilization
model and
catalyze an
integrated system
solution with
governments and
other
stakeholders
Building
Coalitionsforchange
Crowdingininvestments
Consortia clusters
AGRA supports governments to identify and promote priority investment opportunities
identified through a National Agriculture Investment Plan that support integrated cluster
development
AGRA expands its clusters to become physical agriculture hubs of overlapping and
interconnected value chains. As mini eco-systems they provide the ideal context to drive
systemic change and incubate transformative models that impact millions of farmers
AGRA builds
partnerships with
technical &
implementing partners
to leverage expertise
and technology.
TechnoServe, CRS, IDH,
Farm Africa, CGIAR, The
Nature Conservancy
Flagships
AGRA builds regional
and national coalitions
and industry
associations for change
that address
bottlenecks in last mile
delivery & cluster
development
AGRA brokers
partnerships to scale
business models with
leading global and
national corporates to
crowd in investments
and actively creates an
infrastructure to
structure and close
deals
Towards2030
Crowdinginexpertise,
evidence&technology

25. 25
AGRA facilitates private sector investment in
Agriculture
25
• Each year a total investment of $118bn (public
and private) required to achieve Sub -Sahara’s
SDG target of zero hunger
• An increasing number of companies committed
to SDG’s and seek partners to fulfill their
commitments. i.e. Input companies linkages to
VBA’s could create leverage of $7 million and
reach millions of additional farmers.
• AGRA has been effective in leveraging its funds
to create value
‒ AGRA spent $ 8,706,821 to support 4
consortia in TZ and the value created by
these consortia is US 110,286,616 . This
translates into $ 12 of value for every $ 1
invested
What makes AGRA the ideal broker?
• Convening power to create matchmaking platforms that lower
transactions costs
• African footprint to source the best opportunities and support
pipeline development
• Leverage its role as influencer to engage governments,
advocate for policy reforms and guide public investments
• In-depth sector and value chain insight & expertise
• Champion inclusivity of smallholders and SMEs
• Leverage existing investments to mitigate value chain risks
• Ability to build strong bi-lateral corporate relationships with
key strategic investors in the continent. Shifting 22 corporate
relationships from non-existent or transactional to strategic in
12 months time, with a potential target to leverage $
200million and 2.2 million farmers
The Agribusiness Dealroom is a matchmaking platform that provides public and private capital seekers access to
finance, mentorship, and market entry solutions. The Deal room will become the prime deal origination and
matchmaking platform for the inclusive agri-financing in Arica.
17 countries presented
investment opportunities
worth $3.2 bn
117 SMEs profiled (US$804 million),
44 of them received investor
interest (US$455 million

26. We Rally partners systematically around catalytic investments
that can be replicated
Case Study - Africa Improved
Foods
• Description: A baby and nutritional food product
processing company in Kigali, Rwanda
• Sector: Processed Food
• Value chains: Maize, soya, red beans
• Main value chain challenges: aflatoxin, regional sourcing
and scaling market demand
• Investor: consortium DSM, Gov of Rwanda, FMO, CDC
• Consortium of supply chain partners: WFP, AGRA, IBM,
Kumwe, FTMA (Bayer, Syngenta, WFP, Rabobank, Yara,
Grow Africa)
• Direct jobs: 300
• Investment size: $ 50m over 4 years
• Farmer engagement model: service oriented offtake
• No of SHF year 1: 0
• No of SHF year 4: circa 35,000. 4,520 Mt
• Location: Kigali, Rwanda
• Current capacity utilized: 40%
• Opportunities for scale: Ethiopia and West Africa
• Catalytic investments require 2-3 years to
operationalize; 2 years to integrate farmers
inclusively; 5 years to break even/
scale/replicate
• An alliance of public-private partners is
required to make these investments
profitable and inclusive
• Sustainable inclusivity of small holder
farmers and MSM requires an alliance of
partners with a 5-year commitment from
deal origination to sustainable
implementation
AGRA has to become the core convener of
agricultural alliances that support and drive
catalytic investments from design to
implementation stage in our consortia areas,
towards sustainable agro-industrial clusters.
Towards 2030

27. AGRA partners translate global SDG strategies into programs that
create millions of jobs and sustainably increase smallholder incomes in
SSA
• Partnering with AGRA in Ghana and
Nigeria on Nestlé needs YOUth. By
2030, Nestlé will help 10 million
young people around the world have
access to economic opportunities
• The programs are reaching 1,200 with
entrepreneurial and agriculture skills.
This 1,200 Agripreneurs will in turn
serve another 360,000 smallholder
farmers
• A consortia of partners and local
companies is critical in delivering this
program. i.e. Sahel Grains
• Investing in young people is important to
achieve the Sustainable Development Goals
• Nestlé needs YOUth. By 2030, Nestlé will
help 10 million young people around the
world have access to economic
opportunities.
• In addition to employability, the initiative
also focuses on the next generation of
farmers and entrepreneurs across Nestlé’s
value chain. It also seeks to encourage
innovation
• Nestlé is contributing to achieving
the SDG goal of ending hunger, achieving
food security, improving nutrition and
promoting more sustainable agriculture by
pledgeding to introduce micronutrient
fortified foods, roll out our Rural
Development Framework to understand
farmers’ needs, implement sustainable
sourcing and preserve natural capital
Translatedintoaction
Nestle & AGRA co-investment
Nestle global strategy

28. Topic One:
Input Finance

29. 29
INPUTS
FINANCE
OUTPUT
The success of farming production
impact the success of the related
business
INTERDEPENDENCY
Businesses are related…
Financing ag production is risky…
Traditionally, farmers, input suppliers
off-takers and FSPs take high risk
with the input loan, resulting in
financials arrangements which
simply don’t work.
RISKS NOT SHARED
The sustainable input finance system that profits all parties, is a system where
the loan risk is spread among a wide network of stakeholders
INPUT FINANCE MODEL: WHAT DOES IT SOLVE FOR?

30. 30
INPUT FINANCE MODEL DESCRIPTION
Buyer Input supplier
Bank
Farmers
General partnership agreement
involving the 4 partners
Guaranteed
purchase contract
Loan agreement
Contract
Before disbursement
- Buyer deposit at
least 10%
- Farmers deposit at
least 10%
Risk sharing structure
Input delivery, NO CASH,
100% purpose use
Delivery
Partial payment
(max 90%)
After disbursement
• Hold on input
supplier payment
(at least 10%)
Harvest
delivery
Loan repayment
Payment

31. Financial services
providers
Value chains actors (Agri
SME, small scale
farmers)
- Support FSP staff to design and deploy affordable and
appropriate agricultural finance products
- De-risk FSPs by transferring part of the risks to value
chain actors (input dealers, off takers)
1
2
Topic Two:
AGRA’S ROLE IN THE INPUT FINANCE MODEL
• Support the development of consortia that created an
interdependency environment between the SHFs farming
system and the business model of value chain actors
• Introduce technologies and services that can improve the
joint business of farmers and SMEs operating in the same
value chain and community

32. Women remain disadvantaged and this affects their ability to
produce food
• In Sub-Saharan Africa (SSA), women represent 52% of the population in
agriculture
‒ However, the gender gap in agricultural productivity of up to
30% still exists in many African countries
• Their roles are often informal, unacknowledged, under-resourced or
restricted to the least profitable parts of the value chain
• However, women face significant gender-based constraints in the ag
system that reduce their productivity and profitability;
‒ Lack of land ownership <20% landholders are women;
‒ Limited access to inputs (seeds, credits, extension services,
business development services, finance, and technology.)
‒ Women are also time poor with limited mobility due to their
household and care duties. E.g. women are responsible for
household food preparation in 85-90% of households across
Africa
• Empowered women increase their income, develop stable rural
livelihoods and contribute to food security.
The average estimated cost of gender
gap as a result of this disparities is
US$ 227M in 3 countries in SSA
If women had the same access to productive resources as men, they could increase yields on their farms by 20-30%,
potentially raising total agricultural output in developing countries by ~4% and reducing the number of hungry people in
the world by ~ 14%
Women in Agriculture are disadvantaged The annual cost of gender gap is huge
“Gender equality is a core development objective in its own right. It is also smart economics. Greater gender equality can
enhance productivity, improve development outcomes for the next generation, and make institutions more representative.”
World Development Report 2012
Source: (Njobe and Kaaria, 2015). (UN Women, 2019). (FAO, 2011)

33. 33
Empowering women through all our interventions to
ensure they have a voice and access to productive assets
Women in Africa face unique challenges in accessing productive assets and will require tailored
interventions to close the gender gap. AGRA will integrate gender interventions across the other 8 pillars
in order to ensure a multi-faceted approach to empowering women across our areas of work
Unlocking Farming as a Business
Promoting technologies and approaches that drive equitable access to farming inputs,
finance, markets, labour-saving devices and extension services. Examples:
• Upscaling mechanization to reduce post-harvest handling drudgery
• Engaging women and youth as profitable Village Based Advisors
• Providing women and youth farmers with finance, inputs and markets; resilience
Accelerating Agribusiness
Working with businesswomen and the youth in the agribusiness sector to:
• Strengthen existing businesswomen and youth networks to enhance linkages with
mentorship, business development services, finance and markets
• Drive market-led women/youth market inclusion initiatives
• Remove barriers to cross-border trade
Raising Women’s voice
Build advocacy platforms for women in agriculture to enable greater influence on
government policy and private sector investments by:
• Working with women’s groups to strengthen or create apex organizations that
effectively represent women farmer & agribusinesses
• Building women’s capacity in evidence-based advocacy
i
ii
iii

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CURRENT GOVERNMENT REQUESTS THAT REQUIRE SUPPORT FROM INTERNATIONAL
PARTNERS
SHORT TERM LONG TERM
• Mobilize PPEs (i.e.. Face masks, gloves,
sanitizers, etc.) for Ag Extension Agents and
Advisors (CBAs).
• Purchase grain (Maize , Rice etc ) for millers to
process to meet the short-term supply gap
• Mobilize maize & beans for emergency food
security stocks
• Promote digital extension and Mobile Phone
access for Ag Extension agents /VBA’s
• Surveillance of Food availability and prices of
key food staples and imported food items to
inform policy action.
• Provide targeted support (TA & Affordable
finance) to producers to ramp up production.
• Ministries of Finance to pay suppliers of 2019
seeds and fertilizers to ensure they supply more
inputs for 2020 production
• Information Education and Communication
campaign to ensure the safety of farmers,
extension staff, agrodealers for 2020 planting
season (radio, TV, SMS messages)
• Invest in the mechanization, irrigation and
harvesting machinery to scale production
• Targeted support to selected aggregators &
processors to guarantee markets to produce.
• Support sectoral committees to accelerate
implementation of actions to scale production.
• Seek public and private partnerships to mobilize
both technical and financial resources for the
implementation of flagships.
• Cross-border policy interventions to enable
food movement
• Enhance resilience of the value chains

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AGRA PROPOSED ENGAGMENT AND INTERVENTION
1. Government Engagement: Assist governments in playing leading role in helping farmers and
agribusiness in recovering from the shock
• Support Governments in efficient application of input subsidy to ramp up production.
• Tap into resources available from IDBs to scale up food production.
• Facilitate provision of inputs and technology
• Strengthen digitization of services to farmers
2. Development Partners Cooperation: Coordinate implementation of country specific action plans.
• Crowd in additional investment in AGRA interventions to deliver at scale.
• Target and coordinate support to local program implementers – especially digital solutions.
2. Private Sector Engagement:- Leverage our network to mobilize private sectors.
• Actively work with input suppliers on time, quantity, quality, price.
• Promote samples and other capacity building materials available to farmers
• Encourage private sector to provide donations support in addition to investments.
3. Intensification of AGRA’s Programs: where possible within COVID-19 constraints.

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Digital Ag VBA Supply Chain Linkages, SME
Investment and Financial Facilitation Response to
COVID19
• Digitization of VBAs: Partnering with current and new digital and technology partners to supply smart
and SMS extension content.
• Digitization of mechanization: Partner with hub-agrodealers and mechanization service providers to
reach SHF digitally, and with cashless payments, to intensify production safely.
• Facilitation of Data for Evidence-based Decision Making: For governments juggling inputs
subsidies, strategic food reserves, accessing price and storage service providers and information, as
well as private sector suppliers and off-takers.
• Digitalize the investment mobilization space: Virtual agribusiness deal room targeting 50
investors and financial, offtakers, inputs and service provider institutions and 300 agribusiness SMEs.
Launch of a virtual food and agribusiness virtual dealroom that will operate year-round. The portfolio will
showcase critical and relevant investment opportunities and continue the momentum of investment
mobilization and private partnerships for African agriculture. AGRA will build a community of circa 20
committed partners to the dealroom
• 200-300 COVID19 relevant private sector investment opportunities. Virtual pitching and
matchmaking of 300+ investment opportunities in the coming 12 months through the virtual deal room,
representing SMEs with a capital need (equity and loans) from USD500k-USD 50m
• Sourcing in Africa strategic alliance. AGRA will establish a strategic alliance with the key anchor
buyers in African Agriculture to explore immediate and long-term partnership opportunities to improve
sourcing opportunities in Africa.
• Country-Investor engagement. AGRA will support 2 of the most effected countries in identifying and
promoting short and long-term private sector

37. CALL TO ACTION

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An Agenda for collective Action
• COVID 19 is a global crisis which requires collective action;
 The pandemic is likely to trigger a health, economic and food crisis
which challenges the lives and livelihood of millions of people across the
Globe;
 The consequences of COVID19 would be disastrous in Africa where the
health and food systems are under extreme stress;
• The global pandemic drive a significant imperative: the resilience of
health and food systems have to be strengthened;
• The nature and magnitude of the crisis call for short, medium and
long term responses
 The short term responses should rightly focus on preventive measures
to save lives
 A strong emphasis should be on advocacy activities to make sure that
agriculture is not forgotten in the hype and panic of trying to save lives;
• In the medium and Long term the priority should be on strengthening
Country-Led Inclusive Agricultural transformation agenda.

39. Partnershipplatform: AGRA engages broad range of coalition of partners with
unique competencies to deliver a year-round investment mobilization platform
Support team
SME Matchmaking
Government Platform
Sourcing in Africa
Virtual Platform
Portfolio Monitoring &
Investment Facilitation
Support team responsible for:
• Managing stakeholder (private & public) relationships
• Coordinating monthly calls with partner & implementing organizations
• Submitting quarterly reports with status update on platform progress
• Aligning with overall AGRF secretariat on logistics for the AGRF Deal Room event
• 500 SMEs Sourced and profiled with investment opportunities 200 active in Dealroom
• 50 Investors profiled
• Developing SME masterclass session
• Supporting 15 governments in preparing their investment opportunities and
presentations
• In-country engagement
• Show case some successful initiatives form 2019 dealroom & Announce new Africa
sourcing commitments
• Showcase 3 new initiatives in value chains, logistics and regional food trade
• 2 Roundtables on Investment challenges
• Actionable roadmap to address bottlenecks across the agriculture value chain
•
• Developing a partner engagement model incl. nature of participation i.e., in kind
and/or cash budget support
• Developing and managing an ongoing virtual platform that will run in parallel to
the Agribusiness Deal Room
• Monitoring deals and offering transaction advisory support to 5 transactions to
bring deals to financial close
Potential
partners* Lead*
Enabling Environment and
investment dialogues
Knowledge sharing
Deal Room Partner
Platform
*Indicative
DFID/CASA Investment Summit

40. Thank You
vadams@agra.org