Resource Library

Dairy farmers in northern Senegal are pastoralists who travel nomadically and seasonally to find greener pastures for their animals. This makes it difficult for processors like Laiterie de Berger (LDB) to collect milk. Therefore, LDB has set up a collection system that allows independent or salaried collectors to collect milk from farmers daily by motorcycle or tricycle. LDB created a subsidiary company, Kossam SDE, that provides milk collection and services to farmers to build their loyalty.

Introduction This case study provides examples of some of the experiences and challenges of implementing a business-to-business (B2B) approach that intentionally incorporates sustainable economic development principles.

The Women-Inclusive Return on Investment (WI-ROI) Framework builds on an existing body of evidence and research around the business case for investing in women’s inclusion.

This Rough Guide has been written to highlight special considerations for the funders and implementers of youth employment-focused programmes that use the MSD approach in Sub-Saharan Africa.  It builds on core MSD guidance, existing literature and practitioner experience. It aims to contribute by helping funders and implementers think systemically about the youth employment challenge and support sustainable, inclusive, and scalable solutions:

The climate crisis and the ability to find decent jobs are two of the most urgent and significant issues facing young people.

USAID is pleased to announce the publication of the Amazon Vision 2021 Report,  an update on the Agency’s strategy to respond to threats to the biodiversity, ecosystems, and communities of the Amazon basin.  USAID’s Amazon Vision unifies the Agency’s goals to combat deforestation, conserve biodiversity, create environmentally friendly economic opportunities, improve the management of important landscapes, and support Indigenous rights in Brazil, Colombia, Ecuador, Guyana, Peru, and Suriname.

Anyone who has owned and operated a business knows that allocating a budget is a rigorous exercise, and every alternative benefit and cost must be carefully considered. Adding funds to one operational area always means taking them from another. And, if some cost can be sacrificed with relatively little pain, a company will likely do it.

The Local Capacity Strengthening Policy guides USAID decisions about why and how to invest in the capacity of local partners to better achieve inclusive and locally led development.

Jordan is one of the most water-scarce countries in the world. With its population rapidly growing, the demand for water has increased and is straining the country’s already limited resources. The five-year (2017-2022) USAID Water Innovation Technologies (WIT) Program used a market-based approach in Jordan to improve water use efficiency and water conservation in the agricultural sector, in communities, and in households.  

Image The

The USAID Women’s Economic Empowerment Community of Practice (USAID WEE CoP) developed this infographic to summarize the evidence and recommended actions from a USAID landscaping study conducted on women’s economic empowerment (WEE) and social norms. 

Since its inception in 2016, the Resilience, Evaluation, Analysis and Learning (REAL) Award has conducted extensive qualitative and quantitative resilience research and published several program evaluations, recurrent monitoring surveys, and case studies.

This employment framework helps USAID staff and development partners understand employment challenges in USAID host countries and design interventions that support more and better jobs for all. It describes the relationships between employment, economic development, and greater self-reliance in developing countries; provides a guide for diagnosing employment challenges; and recommends interventions to support employment and skills to navigate employment opportunities.  

The purpose of this playbook is to provide the user with clear and concise guidance on incorporating the USAID Employment Framework into their programming. Employment is a crucial link between two key dimensions of a country’s capacity for self-reliance: the capacity of its people and of its economic institutions.  

The World Trade Organization (WTO)’s recently adopted Trade Facilitation Agreement (TFA) calls for various types of cross-border cooperation and communication between Customs and the other border agencies of WTO members. Other multilateral and bilateral international agreements also authorize international cooperation between border agencies. 

In developing countries, incoherent regulatory environments can undermine economic growth by impeding competition and innovation, discouraging business development, and precluding trade and investment opportunities. Small and medium enterprises (SMEs) require a regulatory environment that provides certainty and the rule of law for investors while allowing entrepreneurs and established businesses to innovate, expand their domestic and international markets, improve productivity, and generate profits.

The Customs Internal Affairs Human Resources Guide was commissioned by the United States Agency for International Development (USAID) Bureau for Development, Democracy, and Innovation (DDI) Center for Economics and Market Development (EMD). This guide is intended to support the development and improvement of Internal Affairs (IA) units within Customs agencies worldwide. It is built with the recognition that IA units face unique hiring, training, and retention challenges, and it aims to provide a collection of resources and recommendations from experienced experts.  

The main purpose of this document is to provide Mission staff with an understanding of the role of customs and trade facilitation in strengthening domestic resource mobilization (DRM) and practical tips for project design and implementation in these areas. In addition, this guide hopes to support Mission personnel in their efforts to constructively engage and co-design with host country governments in two important ways. First, it will provide a base-level grounding in important concepts, principles, and interventions.

Domestic resource mobilization (DRM)—the process through which countries raise their own funds to provide for their people—is critical to the Journey to Self-Reliance. DRM not only provides governments with funds to alleviate poverty and deliver public services such as health and education; it also is a critical step on the path out of aid dependence.

While Micro, Small, and Medium-sized Enterprises (MSMEs) are widely acknowledged to contribute to the economic growth of a country, their participation in international trade has been constrained because they typically lack the skills, knowledge of international markets, and familiarity with border procedures to effectively engage in the global economy.

Significant improvements in access to information technology (IT) and Internet connectivity have dramatically increased opportunities for businesses around the world. However, the increased connectivity also creates new risks. As businesses rely more on digital tools, these tools create potential vulnerabilities to ever-evolving cyber threats.

The Customs Internal Affairs Human Resources Guide was commissioned by the United States Agency for International Development (USAID) Bureau for Development, Democracy, and Innovation (DDI) Center for Economics and Market Development (EMD). This guide is intended to support the development and improvement of Internal Affairs (IA) units within Customs agencies around the world. It is built with the recognition that IA units face unique challenges with hiring, training, and retention, and it aims to provide a collection of resources and recommendations from experienced experts.

United States Agency for International Development (USAID) has a long history of designing and implementing trade facilitation (TF) programs that can have a significant positive impact on national economies, but the organization has done relatively little research on how to ensure that the border communities closest to these reforms also benefit.

 This post was originally published on www. Agrilinks.org

The Senegal poultry industry has experienced significant growth since 2005 when the country halted imports due to an avian flu outbreak affecting many countries. This exceptional situation played an important role in securing investments, increasing local poultry meat production, and facilitating the vertical integration of poultry activities. A large industry has developed and now dominates the market with Senegalese companies comprising all links in the value chain from breeding and input supply to high-value-added processed products.