The transformation of SAGCOT into AGCOT, launched on April 27, 2025, and briefed to President Samia Suluhu Hassan on April 28, represents a nationwide scaling of Tanzania’s agricultural success. AGCOT builds on SAGCOT’s achievements—$6.34 billion in investments, 1 million farmers reached, and 253,000 jobs—and extends its impact to new corridors under the Agriculture Master Plan 2050, aiming to revolutionize Tanzania’s agriculture by 2050

Kilimokwanza.org Team

The launch of the Agricultural Growth Corridors of Tanzania (AGCOT) on April 27, 2025, by Prime Minister Kassim Majaliwa, represents a significant strategic evolution in Tanzania’s approach to agricultural development. This initiative expands the model pioneered by the Southern Agricultural Growth Corridor of Tanzania (SAGCOT) since 2010 into a nationwide framework, encompassing new Central, Northern, and Mtwara corridors alongside the original Southern zone. AGCOT is explicitly aligned with the ambitious goals of Tanzania’s Vision 2050 and the Agriculture Master Plan 2050 (AMP 2050), notably the target of achieving a $100 billion agricultural economy.

This report provides an in-depth analysis of this transition, examining the performance and lessons learned from the SAGCOT era (2010-2024), the strategic drivers underpinning the shift to AGCOT, its institutional architecture, and its anticipated long-term impacts. SAGCOT achieved considerable success, mobilizing substantial investment (reported figures vary, with totals cited up to $6.34 billion), empowering a large number of smallholder farmers (estimates range up to 1 million), creating significant employment (up to 253,000 jobs reported), and contributing over 65% of national food production. However, it also faced challenges, including initial difficulties in ensuring broad smallholder inclusion, persistent issues related to land governance, and navigating a complex enabling environment.

The transition to AGCOT was driven by high-level political commitment, spearheaded by President Samia Suluhu Hassan, and strong stakeholder demand to replicate SAGCOT’s cluster-based, public-private partnership (PPP) model across the country. AGCOT’s framework retains core principles of inclusivity, sustainability, and commercialization, coordinated nationally by the restructured AGCOT Centre. A key feature is its designed synergy with other major initiatives launched concurrently, particularly the Cooperative Bank of Tanzania (CBT), aimed at improving financial access for farmers and cooperatives, and the Building a Better Tomorrow (BBT) program focusing on youth and large-scale farming.

AGCOT is anticipated to catalyze substantial economic growth, enhance national food security, further empower smallholders, promote environmental sustainability through climate-resilient practices, and drive investments in infrastructure and policy reforms. However, realizing this potential requires navigating significant challenges. These include ensuring genuine inclusivity for smallholders, women, and youth; securing sustained, large-scale funding; building institutional and farmer capacity nationwide; strengthening governance and transparency, particularly around land; and establishing robust monitoring and evaluation systems. The institutional capacity of the AGCOT Centre and its partners to manage this vastly expanded and complex initiative is paramount.

Recommendations focus on prioritizing transparent governance structures, diversifying funding sources, investing heavily in capacity building at all levels, systematically embedding inclusivity and sustainability criteria, ensuring policy coherence, and implementing adaptive M&E systems. The coordinated launch of AGCOT and the Coop Bank signals a potentially more integrated approach to tackling agricultural transformation. Ultimately, AGCOT’s success hinges on sustained political will, effective implementation, strong partnerships, and a commitment to addressing the systemic challenges confronting Tanzania’s agricultural sector as it strives to become a regional food systems leader.

1. Introduction: Tanzania’s Agricultural Transformation Agenda

Agriculture serves as the bedrock of the Tanzanian economy, employing over 65% of the workforce and acting as a significant driver of Gross Domestic Product (GDP).¹ Recognizing its pivotal role, successive government policies have aimed to modernize and commercialize the sector. A key policy milestone was the Kilimo Kwanza (Agriculture First) vision, launched in 2009, which emphasized the need for strategic collaboration between the public and private sectors to unlock agricultural potential.³ It was under this vision that the Southern Agricultural Growth Corridor of Tanzania (SAGCOT) initiative was conceived and subsequently launched in 2010, marking a focused effort to catalyze agricultural development through a geographically targeted, partnership-based approach.² SAGCOT was formally presented internationally at the World Economic Forum in Davos in January 2011 and launched nationally later that year.⁷

Building upon the experiences and perceived successes of SAGCOT, Tanzania embarked on a major strategic expansion in 2025. On April 27, 2025, Prime Minister Kassim Majaliwa officially launched the Agricultural Growth Corridors of Tanzania (AGCOT) in Dodoma.⁸ This event signified a deliberate government strategy to scale up the SAGCOT model from a regional focus to a comprehensive nationwide initiative, integrating multiple agricultural zones under a unified framework.

The national importance and high-level political backing for AGCOT were further underscored the following day, April 28, 2025. President Samia Suluhu Hassan engaged directly with the initiative during the launch ceremony of the Cooperative Bank of Tanzania (CBT) in Dodoma. Her activities included visiting the AGCOT exhibition booth, receiving briefings, and interacting with various stakeholders, ranging from smallholder entrepreneurs supported by AGCOT and the related Building a Better Tomorrow (BBT) initiative (such as Raha Vegetable Farm and Get Aroma) to large-scale private investors like ASAS Dairies and Kisutu Winery.⁸ This direct presidential engagement, immediately following the Prime Minister’s launch, signals strong, unified leadership commitment to the AGCOT agenda.⁸

The coordinated timing of these major events – the AGCOT launch on April 27th and the Cooperative Bank launch attended by the President on April 28th, both in Dodoma – strongly suggests a deliberate and integrated policy approach.⁸ AGCOT provides the framework for enhancing production, value addition, and market access, while the Cooperative Bank aims to address a critical enabling factor: access to finance, particularly for the cooperative movement and smallholder farmers who form the backbone of the sector.⁸ This synchronized rollout implies a strategic effort to create synergies and proactively tackle potential bottlenecks, such as financial constraints that may have limited impact in previous initiatives, reflecting a potentially more holistic strategy for agricultural transformation.

This report provides a detailed analysis of Tanzania’s agricultural corridor strategy, examining the evolution from SAGCOT to AGCOT. It synthesizes information from available web sources and public communications to assess SAGCOT’s performance, including its achievements and shortcomings. It explores the strategic rationale driving the transformation into AGCOT, outlines its implementation framework and architecture, and projects its anticipated impacts through 2050. The analysis considers AGCOT’s alignment with overarching national development goals, including Tanzania’s Vision 2050 and the Agriculture Master Plan 2050 (AMP 2050), which targets a $100 billion agricultural economy.⁸ Finally, the report identifies key challenges facing AGCOT’s implementation and offers recommendations for maximizing its potential contribution to inclusive and sustainable agricultural development in Tanzania.

2. The SAGCOT Era (2010-2024): Foundation for Growth

The Southern Agricultural Growth Corridor of Tanzania (SAGCOT), operational from 2010, served as the precursor and pilot for the expanded AGCOT initiative. Its establishment represented a significant shift towards a partnership-driven model for agricultural development in a geographically defined, high-potential region.

2.1 Objectives, Structure, and Implementation Model

Launched under the Kilimo Kwanza policy framework ³, SAGCOT aimed to transform agriculture in Tanzania’s Southern Highlands. Its core objectives were to boost agricultural productivity, enhance national and household food security, alleviate rural poverty, and ensure the environmental sustainability of agricultural practices, primarily through the commercialization of smallholder agriculture.²

The defining feature of SAGCOT was its implementation as a Public-Private Partnership (PPP). This involved collaboration between the Government of Tanzania, private sector entities (ranging from smallholders to large agribusiness investors), development partners providing financial and technical support, civil society organizations (CSOs), and the farming community itself.³ This multi-stakeholder approach was intended to leverage the strengths and resources of each group to address systemic challenges hindering the sector.³

Coordination was facilitated by SAGCOT Centre Limited (SCL), established as an institutionally neutral entity.¹ SCL’s mandate included facilitating planning, investment promotion, partnership brokering, policy dialogue, and monitoring and evaluation within the corridor.⁴

Geographically, SAGCOT focused on the Southern Highlands corridor, a vast area covering regions such as Morogoro, Iringa, Njombe, Mbeya, Songwe, Rukwa, and Katavi, along with connections to Dar es Salaam and Coast regions.⁴ Within this corridor, SAGCOT employed a cluster development approach. Specific geographic clusters, such as Ihemi, Mbarali, and Kilombero, were identified as focal points for investment and activity.² This model aimed to create economies of scale by concentrating infrastructure development and connecting investors (often large-scale farms) with smallholder farmers through outgrower schemes, alongside agribusinesses and service providers within defined value chains.³ Priority value chains included staples like rice and maize, but also soybean, tea, dairy, tomatoes, potatoes, sugarcane, avocado, and sunflower.⁶

2.2 Measured Success: A Decade of Impact

Over its operational period (roughly 2010-2024), SAGCOT reported significant achievements across several key performance indicators, although specific figures cited in different sources show some variation.

• Investment Mobilization: SAGCOT successfully attracted substantial public and private investment into the corridor’s agricultural sector. One source indicates that by 2024, the initiative had mobilized approximately $1.3 billion USD in private investment and $2.2 billion USD in public investment.³ Another summary figure suggests a total of $6.34 billion USD in investments ($1.32 billion private, $5.02 billion public), reportedly surpassing initial targets. Earlier targets mentioned attracting $3.4 billion or $3.5 billion in investment over a longer timeframe.⁶ These variations may reflect different reporting periods, methodologies, or definitions of ‘mobilized’ investment, but consistently point to billions of dollars flowing into the corridor. Foreign Direct Investment (FDI) was a key component, aligning with broader trends of increasing FDI into African agriculture.²⁰
• Farmer Empowerment & Productivity: The initiative reached a large number of smallholder farmers. Estimates suggest nearly 900,000 farmers benefited, with over 859,000 hectares brought under more profitable production.³ Other reports cite over 1 million smallholders reached, with 1.3 million hectares cultivated using climate-resilient practices. Project-specific data from the SAGCOT Centre website indicates over 81,000 smallholders directly impacted and 77,000 hectares under improved technology through certain interventions.⁷ While targets varied (e.g., transitioning 100,000 smallholders to commercial agriculture ²), the scale of outreach was considerable. Evidence suggests positive impacts on productivity and income; for instance, smallholder farm incomes reportedly grew by 17% in 2022 compared to 2021, with female farmers experiencing the highest gains.²¹
• Job Creation: SAGCOT contributed significantly to employment in the region. One cumulative figure reports the creation of 253,000 jobs. Earlier ambitious targets aimed for 420,000 new jobs.²
• Farm Revenues & Economic Impact: The initiative generated substantial revenues at the farm level. One source cites cumulative farm revenues reaching $254 million USD ³, while another summary mentions over $600 million USD. Annual figures, likely representing a subset of activities, showed revenues reaching $54.3 million USD in 2022.²¹ The long-term target was to generate $1.2 billion USD in annual agricultural income.²
• Food Security Contribution: The SAGCOT corridor became critically important for Tanzania’s food supply, accounting for over 65% of the nation’s total food production.⁷
• Innovative Practices: SAGCOT promoted and demonstrated the success of improved agricultural practices. A notable example involved the use of agricultural lime to improve soil health, reportedly increasing maize yields dramatically from 2 tonnes per hectare to 7–8 tonnes per hectare. The adoption of Climate-Smart Agriculture (CSA) practices was also a focus.²¹
• Partnerships: A wide array of partners contributed to SAGCOT’s implementation. Key development partners included the Government of Norway, the World Bank, the Alliance for a Green Revolution in Africa (AGRA), USAID, the UK’s DFID (now FCDO), the European Union, and UNDP.³ Private sector partners included major international agribusinesses like Yara, Unilever, DuPont, and Syngenta.²⁴

Table 2.1: Summary of SAGCOT Key Performance Indicators (KPIs) (c. 2010-2024)

Key Performance Indicator	Reported Figure / Target	Source / Note
Total Investment Mobilized	$3.5B (Target 19); $3.4B Private (Target 6); $3.5B ($1.3B Private, $2.2B Public) 3; $6.34B ($1.32B Private, $5.02B Public)	Variations likely due to timeframe, methodology, definition. Exec Summary figure is highest.
Farmers Reached / Impacted	100k transitioned to commercial (Target 2); ~900k benefiting 3; >1M reached; 81k+ impacted (project-specific 7); 230k households income increase (Target 5)	Different metrics (reached, benefiting, impacted, income increase). Figures suggest large-scale outreach.
Hectares under Improved Practices/Production	350k Ha profitable production (Target 2); >859k Ha profitable production 3; 1.3M Ha climate-resilient practices; 77k Ha improved tech (project-specific 7)	Reported achievement 3 significantly exceeds target.2 Exec Summary figure is largest.
Jobs Created	420k new jobs (Target 2); 253k jobs created	Reported achievement is substantial but below the ambitious target.
Farm Revenues Generated	$1.2B annual income (Target 2); $254M farm revenues 3; >$600M farm revenues; $54.3M income (2022 annual 21)	Significant revenue generation reported, though variations exist. Annual target was very high.
Food Security Contribution	>65% of national food production 7	Consistently cited figure highlighting the corridor’s importance.

Note: This table synthesizes figures from various sources within the provided material. Discrepancies exist and may be due to different reporting periods, methodologies, or specific project scopes versus overall initiative impact.

2.3 Lessons Learned: Innovations and Challenges

The SAGCOT experience yielded valuable lessons, highlighting both successful innovations and persistent challenges relevant to the design and implementation of AGCOT.

Success Factors: The PPP model, despite initial challenges in coordination ⁵, proved effective in mobilizing resources and expertise. The cluster approach facilitated targeted interventions and fostered linkages between smallholders and larger commercial entities.² Focusing on specific, high-potential value chains allowed for more tailored support.⁶ Furthermore, SAGCOT played a role in policy advocacy, contributing to reforms aimed at improving the agricultural investment climate.⁵ Its activities were also designed to align with and support broader national strategies like the Agriculture Sector Development Programme (ASDP) II.³

Challenges Identified:

• Inclusivity and Equity: Evidence suggests an evolution in SAGCOT’s approach to inclusivity. Some analyses indicate that early rhetoric and potentially focus leaned towards large-scale agribusiness, with a later, perhaps “expedient,” shift in emphasis towards showcasing smallholder empowerment and outgrower schemes.¹ This aligns with reports of an initial focus on large farms being adjusted to prioritize smallholder benefits. Integrating Women’s Economic Empowerment (WEE) systematically was also identified as an area needing improvement.²⁶ This suggests that ensuring genuine, equitable benefits for smallholders, particularly vulnerable groups like women and youth, required conscious effort and adaptation, rather than being an automatic outcome of the investment model. Pressure from CSOs, researchers, and adherence to international principles like Responsible Agricultural Investment (RAI) likely influenced this shift.¹ This historical context underscores the importance for AGCOT to embed deep inclusivity from its inception.
• Land Governance: Land issues emerged as a significant and complex challenge. Concerns were raised regarding transparency in land allocation processes. Research highlighted the dynamics of land fragmentation among smallholders versus land consolidation by wealthier farmers and investors, potentially marginalizing poorer farmers.²⁷ Securing adequate and suitable land for smallholders was identified as crucial.²⁷ The potential for land-related conflicts, such as those involving migrating agro-pastoralists, was also noted.²³ Barriers to land acquisition for investment were reported ², and the need for formal Resettlement Policy Frameworks (RPFs) to manage displacement indicates the sensitivity of land access.²³
• Enabling Environment: SAGCOT operated within a challenging broader context. Its initial progress was reportedly slow due to difficulties in effectively bringing together public and private sector actors around the ambitious agenda.⁵ Concerns were raised about a potentially deteriorating business environment and a perceived move towards increased state control, which could compromise the vision of private sector-led commercial agriculture.⁵ Persistent systemic constraints included limited access for smallholders to essential resources like appropriate technology, adequate storage facilities, reliable markets, and affordable credit.² Addressing these required ongoing policy and regulatory reforms.⁵
• Sustainability: Balancing agricultural intensification with environmental protection was a key consideration, given the corridor’s rich natural resource base, including biodiversity hotspots like the Eastern Arc mountains and critical wetlands.¹⁷ Promoting responsible investment and mitigating potential negative externalities (e.g., pollution, water depletion, biodiversity loss) required careful planning and adherence to sustainability principles.¹
• Implementation Pace and Coordination: The complexity of the multi-stakeholder model and the challenging operating environment contributed to a slower-than-anticipated pace of progress, particularly in the early years.⁵ Effective coordination remained crucial but demanding.

The persistence of systemic constraints related to land governance, the broader business environment, and reliable smallholder access to resources, despite SAGCOT’s targeted interventions, suggests these are deep-rooted issues.¹ While SAGCOT achieved significant impact within its designated corridor, it could not single-handedly resolve these national-level structural problems. AGCOT inherits these challenges, and its nationwide scope makes tackling them effectively—perhaps through stronger national policy reforms and synergies with initiatives like the Coop Bank—even more critical for success.

3. The Strategic Pivot to AGCOT: Rationale for National Expansion

The decision to transform SAGCOT into the nationwide AGCOT initiative was driven by a confluence of political will, alignment with long-term national planning, and the perceived success of the SAGCOT model itself.

3.1 Political Impetus and High-Level Commitment

The transition received strong backing from the highest levels of the Tanzanian government. A key catalyst was President Samia Suluhu Hassan’s directive issued on March 17, 2023, explicitly instructing the expansion of the SAGCOT model across the country. This directive was followed by a government decision during the 2022-2023 fiscal year to establish three new agricultural zones, explicitly citing SAGCOT’s success as the rationale.⁹

The official launch of AGCOT by Prime Minister Kassim Majaliwa on April 27, 2025, in Dodoma, marked the formal commencement of this national strategy.⁸ The Prime Minister, during the launch, specifically commended SAGCOT for its “exemplary role” and “significant success” over the preceding 14 years, framing AGCOT as the logical next step.⁹ President Hassan’s visible engagement the following day at the related Cooperative Bank launch further solidified the government’s unified commitment to the initiative.⁸ This consistent high-level political endorsement is presented as a critical factor driving the AGCOT agenda forward.⁸

3.2 Alignment with National Development Visions

The expansion to AGCOT is strategically positioned as a core component of Tanzania’s long-term development aspirations. It is explicitly linked to the goals outlined in Tanzania’s Development Vision 2050 and the Agriculture Master Plan 2050 (AMP 2050).⁸ This alignment elevates AGCOT beyond a mere sectoral program to a key instrument for achieving national transformation.

Specifically, AGCOT is intended to contribute significantly to the AMP 2050 targets, which include developing a $100 billion USD agricultural economy and achieving $20 billion USD in agricultural exports within the next decade.⁸ By scaling up the corridor approach, AGCOT aims to reinforce agriculture’s central role in driving overall economic growth, ensuring national food security, reducing poverty (particularly in rural areas), and supporting the country’s industrialization agenda.¹ It also builds upon the foundational principles of the earlier Kilimo Kwanza initiative.⁴

The framing of AGCOT within these ambitious national plans suggests that it is viewed as the primary government strategy for agricultural modernization and growth for the coming decades. Its success is therefore directly linked to the credibility and achievement of Tanzania’s overarching long-term vision for the agricultural sector. This elevates the political stakes and expectations associated with AGCOT significantly compared to its predecessor, SAGCOT, demanding greater resources, enhanced coordination, and demonstrable national-level impact.

3.3 Building on a Proven Model: Stakeholder Demand and Scalability

The justification for national expansion heavily relied on the perceived success and positive track record of SAGCOT. Achievements in attracting investment, creating jobs, empowering farmers, and boosting food security were cited by government officials as evidence of the model’s effectiveness.⁹ This provided a strong argument for replicating the approach in other parts of the country.

Furthermore, there was reportedly widespread demand from agricultural stakeholders located outside the original Southern corridor—specifically in the Mtwara, Central, and Northern regions—to be included in a similar initiative.⁴ These stakeholders saw the SAGCOT model, particularly its cluster-based PPP approach, as a potential solution to challenges they faced, such as market fragmentation, logistical bottlenecks, and limited access to finance and quality inputs. The desire to “popularize the SAGCOT model” nationwide was expressed.²

AGCOT was therefore designed to meet this demand, extending the core principles and structures of SAGCOT across the country. It aims to serve as a unifying, non-partisan national platform, fostering collaboration among smallholders, cooperatives, investors, researchers, and government institutions.⁸ The initiative’s ambitious motto, “Fostering Sustainable Agriculture, Feeding Africa and the World,” reflects this scaled-up vision and aspiration.⁸

4. AGCOT’s Architecture: A Framework for Nationwide Agricultural Growth

The Agricultural Growth Corridors of Tanzania (AGCOT) initiative establishes a comprehensive national framework designed to replicate and scale the principles and practices of SAGCOT across the country’s diverse agricultural landscape.

4.1 Geographic Expansion and Corridor-Specific Strategies

AGCOT consolidates Tanzania’s agricultural potential into four strategic corridors, integrating the original SAGCOT area with three newly designated zones ⁴:

1. Southern Corridor (SAGCOT): Continuing focus on the established regions of Morogoro, Iringa, Njombe, Mbeya, Songwe, Rukwa, Katavi, Dar es Salaam, and Coast.⁹
2. Northern Corridor: Encompassing the regions of Arusha, Kilimanjaro, Manyara, and Tanga.⁸
3. Mtwara Corridor (Southern Zone): Covering Lindi, Mtwara, and Ruvuma regions.⁸
4. Central and Lake Corridor: A large zone including Dodoma, Singida, Tabora, Shinyanga, Mwanza, Geita, Simiyu, Mara, and Kagera regions.⁸

A key principle of AGCOT is a tailored approach to development within each corridor. Strategies are intended to be customized based on the specific agro-ecological conditions (climate, soil, geography), existing agricultural strengths, and potential high-value chains unique to each region.⁸ Corridor-specific investment blueprints are planned to map out business opportunities, identify key stakeholders, and define priority clusters for targeted development efforts. This includes providing farmers with tailored information on suitable crop types and introducing specific planting schedules to optimize productivity and minimize losses due to inappropriate practices.⁹

4.2 Institutional Framework: The AGCOT Centre and Partnerships

The institutional core of the initiative is the AGCOT Centre, representing an evolution and expansion of the former SAGCOT Centre Ltd..⁴ While maintaining its function as a neutral facilitator and coordination unit, the AGCOT Centre now operates with a national mandate, overseeing activities across all four corridors.

Its key functions include coordinating investment promotion and facilitation, leading policy advocacy efforts to improve the enabling environment, managing stakeholder engagement across the diverse range of actors (government bodies, private companies, farmer groups, CSOs, research institutions), and monitoring the overall performance of the AGCOT initiative.⁴ The Centre aims to be an “honest facilitator of relationships” to foster growth and transformation in agricultural value chains.⁷ Its official communication channels and contact points are maintained through its website.⁴

Partnerships remain central to the AGCOT model, continuing the emphasis on PPPs. Collaboration is envisaged with numerous government ministries and agencies (including Agriculture, Finance, Livestock and Fisheries, PMO-RALG, TARI, TIC, NEMC) ¹¹, the private sector (local and international investors, agribusinesses, SMEs), development partners (with Norway, AGRA, World Bank, AfDB, FCDO/DFID, EU, UNDP mentioned across various contexts) ³, research and academic institutions, and crucially, farmer organizations, particularly cooperative societies.⁸

A specific example of these renewed partnerships is a $1.35 million USD, three-year project (2025–2027) funded by Norway and AGRA, explicitly aimed at supporting AGCOT by streamlining regulations and attracting further investment. Norway reaffirmed its commitment to supporting the transition from SAGCOT to AGCOT through a Memorandum of Understanding signed in February 2025.³¹

4.3 Core Principles: Inclusivity, Sustainability, Commercialization

AGCOT is founded on extending SAGCOT’s core principles of inclusivity, sustainability, and commercialization to a national scale.

• Inclusivity: There is a stated focus on ensuring smallholder farmers are integrated into and benefit from agricultural commercialization. This is planned through mechanisms like the cluster model, commodity compacts linking farmers to buyers, and the promotion of outgrower schemes.³ Specific initiatives like Mkulima kwa Mkulima (Farmer to Farmer) are mentioned. Explicit attention is given to the inclusion of youth and women in agricultural value chains.⁸ The overall aim is to facilitate the transition of smallholders from subsistence farming to viable agribusinesses.²
• Sustainability: AGCOT aims to promote environmentally sound agricultural practices. This includes advocating for climate-resilient approaches such as efficient water use (e.g., drip irrigation), Climate-Smart Agriculture (CSA) techniques, and improving soil health.²¹ The principle of responsible natural resource management and environmental protection remains integral, building on SAGCOT’s experience.³
• Commercialization: The initiative seeks to drive agricultural growth by enhancing productivity, improving value addition along the chain, and strengthening market access for farmers and agribusinesses.⁸ Developing commercially viable value chains and attracting significant private investment are key components of the strategy.³

4.4 Synergies: Integrating with the Cooperative Bank, BBT, and SAPZs

A distinguishing feature of the AGCOT framework is its designed integration with other major government initiatives launched around the same time, creating potential synergies.

• Cooperative Bank of Tanzania (CBT / Coop Bank): Launched officially by President Hassan on April 28, 2025, in Dodoma, immediately following the AGCOT launch.⁸ The bank is explicitly positioned as a key financial partner for AGCOT.⁸ Its primary objective is to address the long-standing challenge of inadequate access to finance for farmers and cooperatives, offering services tailored to their needs, which commercial banks often fail to provide.¹¹ Established with an initial capital base reported between TZS 50 billion and TZS 58 billion ¹¹, the bank is structured with 51% ownership by cooperative societies (including SACCOS and AMCOS), aiming to ensure member-driven priorities.¹¹ It commenced operations with branches in key agricultural zones (Dodoma, Mtwara, Kilimanjaro, Tabora) and plans further expansion, utilizing cooperative unions as agents to extend its reach into rural areas.¹¹ A significant policy measure requires major crop buyers (e.g., in coffee, tobacco, cashew sectors) to open accounts with the Coop Bank, potentially channeling significant funds through the institution and increasing transparency.³⁴ The bank is intended to complement the role of the Tanzania Agricultural Development Bank (TADB), likely focusing more on short-term operational and input financing while TADB handles longer-term infrastructure lending.¹¹
• Building a Better Tomorrow (BBT) Initiative: This program focuses particularly on empowering youth and women in agriculture.⁸ A major component, BBT Project 1 (Large-Scale Farming Project), was launched by Prime Minister Majaliwa concurrently with AGCOT on April 27, 2025.¹⁰ This five-year project (2025-2030), valued at $241.27 million USD, is co-financed by the African Development Bank (AfDB contributing $129.71 million USD or approx. TZS 347 billion) and the Government of Tanzania.¹⁴ It aims to boost agricultural production through modern, sustainable practices, contributing to food security and poverty reduction goals.¹⁴ Entrepreneurs supported under BBT were showcased during the Coop Bank launch, highlighting the intended linkages with AGCOT.⁸
• Special Agro-Processing Zones (SAPZs): The development of SAPZs is identified as a central element of the AGCOT strategy.⁸ These zones are planned to stimulate industrial-scale food processing, enhance value addition, and attract significant investment into related infrastructure, including irrigation systems, rural roads, market facilities, and electrification.⁸

The structure of AGCOT suggests a role beyond direct project implementation. It appears designed as a national orchestrator, coordinating a complex ecosystem involving multiple government initiatives (Coop Bank, BBT, SAPZs), diverse stakeholders (public, private, civil society, farmers), various funding streams, and activities across four distinct corridors.⁴ The success of this model will heavily depend on the institutional capacity and political influence of the AGCOT Centre to effectively align these disparate elements towards the common goals of AMP 2050 and Vision 2050. This orchestration task is considerably more complex than managing the single SAGCOT corridor.

Furthermore, the deliberate, concurrent launch and planned integration of the Coop Bank signify an embedded financial strategy within the AGCOT framework.⁸ This represents a proactive attempt to tackle the critical bottleneck of financial access for smallholders and cooperatives, a lesson likely learned from the SAGCOT experience.² By creating a dedicated, state-backed financial institution tailored to the agricultural sector and majority-owned by cooperatives themselves, the government aims to channel capital more effectively towards AGCOT’s objectives, potentially de-risking investments and enhancing the viability of smallholder commercialization on a national scale.

5. Projecting the Future: Anticipated Impacts of AGCOT (Towards 2050)

The nationwide implementation of the AGCOT framework is anticipated to generate profound and transformative impacts on Tanzania’s agricultural sector and broader economy by 2050, provided it is implemented effectively and overcomes inherent challenges.

5.1 Economic Prosperity and Job Creation

By scaling the PPP and cluster development model that demonstrated success under SAGCOT, AGCOT is expected to attract billions of dollars in new public and private investments across the four national corridors. This investment drive is central to achieving the ambitious target of a $100 billion USD agricultural economy, as envisioned in AMP 2050.⁸ Significant job creation is anticipated, building on SAGCOT’s reported achievement of 253,000 jobs and potentially moving towards earlier targets of over 400,000 jobs.² This economic activity is expected to stimulate growth in rural areas, increase agriculture’s contribution to national GDP, and enhance overall national prosperity.¹

5.2 National Food Security and Nutritional Outcomes

The expansion of productive agricultural activities across multiple corridors is projected to substantially bolster national food production, strengthening Tanzania’s food self-sufficiency. Building on the SAGCOT corridor’s existing contribution of over 65% of national food output ⁷, AGCOT aims to further secure domestic food supplies and potentially position Tanzania as a significant food exporter within the region, aligning with the motto of “Feeding Africa and the World”.⁸ Beyond staple crops, the focus on diverse value chains, including horticulture and dairy ⁶, coupled with goals related to improved nutrition ⁴, suggests an anticipated impact on dietary diversity and nutritional outcomes as well.

5.3 Smallholder Empowerment and Poverty Reduction

A core promise of AGCOT is the enhancement of livelihoods for millions of smallholder farming families. The explicit focus on smallholder inclusion through mechanisms like outgrower schemes, compacts, and improved access to inputs, finance (via Coop Bank), and markets aims to facilitate their transition towards more commercial and profitable agriculture.² Increased productivity and better market integration are expected to lead to higher incomes for farmers ², contributing significantly to rural poverty reduction, a goal explicitly targeted by earlier SAGCOT ambitions (lifting millions out of poverty).² Specific emphasis is placed on empowering women and youth within the agricultural sector, aiming for more equitable participation and benefits.⁸

5.4 Environmental Sustainability and Climate Resilience

AGCOT incorporates sustainability as a key principle, aiming to ensure that agricultural growth does not come at an unacceptable environmental cost. The promotion of climate-resilient practices, such as efficient irrigation, Climate-Smart Agriculture (CSA), soil health management, and responsible pest management, is intended to enhance the sector’s adaptability to climate change and ensure long-term environmental viability.²¹ Continued focus on responsible natural resource management, including the protection of vital ecosystems and biodiversity within the agricultural landscape, remains crucial.³

5.5 Infrastructure and Policy Environment

The AGCOT framework is expected to serve as a catalyst for significant investments in essential agricultural infrastructure. This includes irrigation systems to enable year-round cropping and expand arable land, rural roads to improve connectivity and reduce transport costs, post-harvest storage facilities to minimize losses, development of market infrastructure, and rural electrification, potentially linked to the establishment of Special Agro-Processing Zones (SAPZs).⁵ Concurrently, AGCOT, through the AGCOT Centre, is expected to drive ongoing policy and regulatory reforms aimed at creating a more stable, predictable, and conducive environment for agribusiness investment and operations.³ The partnership with Norway and AGRA specifically targets these regulatory improvements.³¹

The successful realization of AGCOT represents a critical test case for sustainable agricultural intensification in Tanzania and potentially beyond. The initiative aims to achieve ambitious economic and production targets ⁸ while simultaneously embedding principles of smallholder inclusivity and environmental sustainability across diverse national contexts.³ These objectives can sometimes create tensions – for example, between large-scale commercial interests and smallholder land security, or between intensification methods and environmental health.¹ AGCOT’s success will depend on its ability to proactively manage these trade-offs through its tailored corridor strategies, robust partnership models, and commitment to its core principles across vastly different agro-ecological and socio-economic zones.⁸ If Tanzania can successfully balance these competing demands under AGCOT, it could offer a valuable and scalable model for agricultural transformation applicable to other African nations facing similar complex challenges.⁶ Failure to achieve this balance, however, risks exacerbating inequality or accelerating environmental degradation.

6. Navigating Implementation: Key Challenges and Strategic Recommendations

While AGCOT holds immense promise, its successful implementation across Tanzania faces significant hurdles. Addressing these challenges proactively through strategic interventions will be critical to achieving the initiative’s ambitious goals.

6.1 Addressing Hurdles

Several key challenges, drawing from the experiences of SAGCOT and the increased complexity of a national rollout, must be anticipated and managed:

• Ensuring Genuine Inclusivity: Translating the principle of inclusivity into tangible, equitable benefits for the majority of smallholder farmers, particularly women and youth, remains a primary challenge. This requires moving beyond participation numbers to address power imbalances in value chains, ensuring fair terms in contract farming and outgrower schemes ¹, and implementing transparent land policies that protect smallholder rights and prevent displacement or marginalization.¹ Preventing the benefits from being captured primarily by larger, better-connected actors is essential.
• Securing Sustainable Funding: Mobilizing the substantial, long-term financial resources required for nationwide infrastructure development, capacity building, and operational support is a major undertaking. Over-reliance on fluctuating donor funding ³ needs to be balanced with increased domestic budget allocation and strategies to attract significant, responsible private investment, potentially managing risks associated with large-scale FDI.¹ Ensuring the financial sustainability and effective operation of key institutions like the Cooperative Bank is also crucial.
• Building Capacity: The scale of AGCOT necessitates a massive capacity-building effort. This includes equipping millions of smallholder farmers with the knowledge and skills to adopt modern agricultural practices, manage finances, and engage effectively in commercial value chains.² It also requires strengthening the management capacity of thousands of cooperatives and local agribusinesses, enhancing agricultural extension systems ²⁵, and ensuring the AGCOT Centre and partner government agencies have the technical and managerial capacity to coordinate this complex national initiative.
• Strengthening Governance and Enabling Environment: Improving governance across the agricultural sector is fundamental. This involves enhancing transparency and accountability in land administration and investment approval processes ¹, mitigating corruption risks, streamlining complex regulations, and reducing bureaucratic barriers that hinder agribusiness.⁵ Policy consistency and predictability are vital for building investor confidence.⁵ Effectively managing potential resource-based conflicts, such as those between farmers and herders ²³, is also necessary.
• Environmental Management: Implementing and enforcing environmental safeguards consistently across diverse ecological zones presents a significant challenge.²³ Mitigating the potential negative environmental impacts of agricultural intensification – such as water pollution from agrochemicals, increased water demand for irrigation, soil degradation, and loss of biodiversity – requires robust monitoring and mitigation strategies.²⁹
• Monitoring and Evaluation (M&E): Establishing comprehensive and reliable M&E systems capable of tracking progress across vast geographic areas and diverse interventions is critical. This system needs to capture not only economic outputs but also social impacts (disaggregated by gender, age, farm size) and environmental outcomes.²³ Addressing existing data gaps and inconsistencies (as highlighted by variations in reported SAGCOT KPIs) and ensuring data is used for accountability and adaptive management are key.²⁵

6.2 Recommendations for Maximizing AGCOT’s Success

Based on the analysis of SAGCOT’s experience and the anticipated challenges of AGCOT, the following strategic recommendations are proposed:

• Prioritize Transparent Governance: Establish formal, multi-stakeholder platforms at corridor, cluster, and potentially district levels. These platforms should facilitate participatory planning, joint monitoring of activities, and accessible grievance redress mechanisms.⁷ Implement and enforce clear, publicly available guidelines for land access, investment screening, and benefit-sharing arrangements. Heed the Prime Minister’s call to strengthen monitoring of cooperative society governance to ensure ethics and accountability.¹⁴
• Diversify and Sustain Funding: Develop a comprehensive, long-term financing strategy for AGCOT. This should actively combine increased government budget allocations for agriculture, strategic leveraging of ongoing and new donor partnerships ³, exploration of innovative financing mechanisms (e.g., blended finance, green bonds ⁴), and sustained efforts to attract responsible private investment, potentially using public funds or guarantees to de-risk strategic areas.²⁴ Ensure robust oversight for the Cooperative Bank to maintain its financial health and achieve its mandate.¹¹
• Invest Heavily in Capacity Building: Launch large-scale, coordinated capacity-building programs. Utilize diverse methods like farmer field schools, digital extension platforms leveraging mobile technology, vocational training specifically targeting youth in agribusiness skills, and dedicated programs to strengthen the managerial, financial, and governance capacity of cooperatives and farmer organizations. Leverage partners with expertise in this area, such as AGRA ²⁵, and integrate with initiatives like BBT.⁸ Provide targeted support for local SMEs to grow and participate effectively in value chains.
• Systematically Integrate Inclusivity and Sustainability: Move beyond policy statements by embedding criteria for Women’s Economic Empowerment (WEE) ²⁶, youth engagement, smallholder benefit-sharing, and environmental protection into all stages of AGCOT – from corridor planning and investment screening to project implementation and M&E. Actively promote and incentivize the adoption of Climate-Smart Agriculture ²¹ and sustainable land management practices. Ensure rigorous application and monitoring of environmental and social management frameworks (ESMFs) and strategic assessments (SRESAs).²³
• Strengthen Policy Coherence and Implementation: Ensure strong alignment and coordination between AGCOT activities and other relevant national policies (e.g., land tenure, water resource management, trade policy, financial sector regulation). Establish clear mechanisms, potentially coordinated by the AGCOT Centre, for identifying and rapidly addressing policy and regulatory bottlenecks reported by stakeholders operating within the corridors.
• Implement Adaptive M&E: Develop and resource a robust national M&E framework for AGCOT with clearly defined indicators covering economic, social (disaggregated), and environmental dimensions. Invest in data collection systems (potentially using digital tools for efficiency and reach) capable of providing timely, reliable data across all corridors. Establish clear feedback loops to ensure M&E findings inform ongoing decision-making and allow for adaptive management. Promote transparency by publicly reporting on progress, challenges, and impacts.

The successful implementation of AGCOT, with its significantly expanded scope and complexity compared to SAGCOT, fundamentally depends on the institutional capacity of the coordinating bodies and implementing partners.¹ The AGCOT Centre, relevant government ministries, local government authorities, private sector organizations, and CSOs all require adequate resources, technical expertise, and effective coordination mechanisms to manage this national undertaking. Strengthening this institutional foundation must be a central priority, potentially requiring targeted support from government and development partners that goes beyond funding specific projects and focuses on building core institutional capabilities for the long term.

7. Conclusion: AGCOT – Charting Tanzania’s Agricultural Future

The official launch of the Agricultural Growth Corridors of Tanzania (AGCOT) on April 27, 2025, by Prime Minister Kassim Majaliwa, and its subsequent endorsement by President Samia Suluhu Hassan, marks a defining moment in the nation’s agricultural development trajectory. It represents a strategic commitment to scale up a partnership-driven, cluster-based approach, moving from a successful regional pilot to a comprehensive national framework.

AGCOT builds upon the considerable legacy of SAGCOT, which, despite facing challenges and demonstrating variations in reported metrics, demonstrably mobilized significant investment (figures cited up to $6.34 billion), reached large numbers of farmers (up to 1 million), generated substantial employment (up to 253,000 jobs), and became vital to national food security.³ AGCOT aims to replicate and amplify these successes across new Central, Northern, and Mtwara corridors, alongside the original Southern zone.

Crucially, AGCOT is positioned not merely as an agricultural program but as a central pillar of Tanzania’s long-term national development strategy. Its explicit alignment with Vision 2050 and the Agriculture Master Plan 2050 underscores its role as the primary vehicle for achieving ambitious goals, including the transformation towards a $100 billion agricultural economy and establishing Tanzania as a regional agricultural powerhouse.⁸

The initiative’s architecture reflects an integrated approach, combining geographic expansion with tailored strategies, coordination by the national AGCOT Centre, a continued reliance on strong public-private partnerships, and designed synergies with complementary initiatives like the newly established Cooperative Bank of Tanzania and the Building a Better Tomorrow program. This suggests a more holistic attempt to address the multifaceted challenges of agricultural transformation.

AGCOT holds immense potential to drive inclusive economic growth, enhance food and nutrition security, empower smallholder farmers, women, and youth, and promote environmental sustainability. However, realizing this potential requires navigating a complex landscape fraught with significant challenges. Sustainable funding mobilization, nationwide capacity building, ensuring genuine inclusivity, strengthening governance and transparency (particularly concerning land), managing environmental impacts, and establishing robust monitoring systems are critical hurdles that demand proactive and sustained attention.

Ultimately, AGCOT represents a bold and ambitious national undertaking. Its success will be contingent upon unwavering political will, the effective operationalization of its comprehensive framework, deep and functional collaboration among all stakeholders, a commitment to adaptive management informed by rigorous evidence, and a genuine resolve to tackle the persistent systemic constraints that have historically hindered Tanzania’s agricultural sector. If these conditions are met, AGCOT could indeed chart a transformative future for agriculture in Tanzania, positioning the nation as a leader in sustainable food systems development in Africa.

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