Unveiling the Impact of Village-Based Advisors in Tanzania’s Agricultural Transformation

By Juma Msafiri

The Alliance for a Green Revolution in Africa (AGRA) has pioneered the Village-Based Advisors (VBA) model to enhance agricultural productivity and sustainability in Tanzania. This innovative approach seeks to fill the critical gap left by the insufficient number of government agricultural extension officers. By leveraging local farmers as extension agents, AGRA aims to promote good agronomic practices (GAP), improve access to agricultural inputs, and enhance market opportunities for farmers across Tanzania’s diverse regions. A comprehensive research study commissioned by AGRA and conducted by ENVICON offers deep insights into the effectiveness, challenges, and sustainability of this model. This article explores the study’s key findings and their implications for Tanzania’s agricultural sector.

The VBA Model: A Grassroots Approach to Agricultural Extension

The VBA model, initiated by AGRA, is a private sector-led last-mile agricultural extension delivery system designed to be a farmer-to-farmer network. Under this model, local farmers are selected based on their reliability, trustworthiness, and farming knowledge. These Village-Based Advisors are then trained to provide essential agricultural services to their peers, including crop management, post-harvest handling (PHH) technologies, and market linkages. The VBAs also serve as sales agents for seed and fertilizer companies and aggregators for grain buyers. This grassroots approach is designed to overcome the limitations of Tanzania’s current agricultural extension system, characterized by a low agent-to-farmer ratio of 1:1,877—far below the World Bank’s recommended ratio of 1:200-500.

The VBA model also aims to create a sustainable, self-replicating system where trained VBAs generate income by providing valuable services to other farmers. This model fosters a more inclusive agricultural extension system by integrating private sector actors such as seed and fertilizer companies, enhancing farmers’ access to quality inputs and improving overall agricultural productivity.

Research Objectives and Methodology

To evaluate the performance and sustainability of the VBA model, AGRA commissioned a study that focused on several key objectives:

• To determine the proportion of VBAs generating income from the services provided.
• To assess income differences between male and female VBAs.
• To identify factors influencing VBAs’ willingness to continue in their roles and serve as agents for seed companies, agro-dealers, or aggregators.
• To explore the constraints affecting VBAs’ decisions to continue their advisory roles.

The study employed a cross-sectional survey design involving 702 VBAs randomly selected from seven regions in Tanzania: Kigoma, Kagera, Ruvuma, Iringa, Rukwa, Njombe, and Katavi. The research utilized a combination of descriptive statistics, t-tests, factor analysis, and multivariate probit regression models to analyze the data collected. This robust methodology provided a comprehensive overview of the VBA model’s effectiveness and the determinants influencing VBAs’ decisions and performance.

Key Findings: Successes and Shortcomings of the VBA Model

1. Income Generation and Economic Viability

One of the core objectives of the VBA model was to create a sustainable income-generating opportunity for local farmers serving as VBAs. However, the study found that only about 10% of VBAs earned income from their services, a figure significantly lower than the hypothesized 30%. This outcome suggests that while the VBA model has potential, there are significant gaps in its current implementation that need to be addressed.

Moreover, the study highlighted a critical failure in establishing effective linkages between VBAs and private sector companies. Only 3% of VBAs reported having connections with private companies such as seed, fertilizer, and agro-dealer firms. This lack of private sector engagement has hindered the VBAs’ ability to generate substantial earnings from their advisory roles, undermining the economic viability of the model.

The research also revealed that the VBA model has positively impacted farming enterprises, with an 11% increase in the area planted and a significant rise in gross margins per crop, amounting to approximately 1.76 million Tanzanian shillings. These improvements suggest that, where effectively implemented, the VBA model can enhance agricultural productivity and profitability.

2. Gender Dynamics and Equity in the VBA Model

A significant finding of the study was the impact of the VBA model on gender equity in agriculture. Before adopting the VBA role, male VBAs earned significantly more than their female counterparts. However, after becoming VBAs, the gender income gap was eliminated, with no significant difference in earnings between male and female VBAs. This outcome indicates that the VBA model has successfully promoted gender equity in agricultural income generation, an essential step towards more inclusive agricultural development.

Despite this progress, the study also highlighted ongoing challenges in gender equity. Female VBAs were found to be disadvantaged in terms of ownership of productive assets and served fewer farmers on average than male VBAs. For instance, male VBAs served an average of 65 farmers, while female VBAs served only 43. This discrepancy points to the need for targeted interventions to support female VBAs, particularly in accessing and owning productive resources.

3. Factors Influencing VBA Continuation and Sub-Sectoral Choices

The study identified several factors that positively influence VBAs’ willingness to continue in their roles and expand into other sub-sectors. These factors include linkages to private sector companies, membership in farmer-based organizations, ownership of productive assets, earnings from the VBA role, and income from off-farm activities. These findings underscore the importance of a supportive ecosystem that fosters VBAs’ growth and sustainability.

Conversely, the study also identified several constraints that hinder VBAs’ willingness to continue in their roles. These constraints include age (with younger VBAs facing fewer barriers than older ones), distance to suppliers (such as seed companies and agro-dealers), and a lack of cooperation from other actors in the agricultural value chain. These challenges highlight the need for targeted strategies to overcome these barriers and enhance the effectiveness of the VBA model.

4. Sustainability of the VBA Model and Recommendations

Despite the challenges, the study found that a remarkable 96.3% of VBAs expressed a willingness to continue in their roles, indicating strong potential for the sustainability of the model. However, 28.9% of VBAs also indicated a desire to transition into specialized training roles, suggesting a need for diversification within the program.

To enhance the sustainability and effectiveness of the VBA model, the study recommended several strategies:

• Formalizing the VBA Network: Recognizing VBAs as formal entities at the village, district, and regional levels would ensure better support from agricultural authorities and development partners.
• Strengthening Private Sector Linkages: Enhancing connections between VBAs and private sector companies, such as seed and fertilizer firms, would improve VBAs’ ability to generate income and sustain their advisory roles.
• Reducing Distance to Input Suppliers: By minimizing the physical distance between VBAs and input suppliers, such as seed companies and agro-dealers, the model would become more efficient and accessible.
• Promoting Farmer-Based Organizations: Encouraging VBAs to participate in farmer-based organizations would provide additional support and resources, enhancing their effectiveness and sustainability.
• Empowering Female VBAs: Implementing targeted interventions to support female VBAs, such as improving access to productive assets and resources, would promote greater gender equity within the model.
• Diversifying VBA Services: Encouraging VBAs to offer a broader range of services, including livestock support, crop protection expertise, and market facilitation, would enhance their income-generating potential and sustainability.

Implications for Agricultural Policy and Development

The findings from this study have several implications for agricultural policy and development in Tanzania and other countries with similar challenges. Firstly, the economic sustainability of the VBA model needs to be strengthened through enhanced private sector engagement and support. Ensuring that VBAs have reliable and sustainable income sources is critical for the model’s long-term success.

Secondly, addressing gender disparities remains a priority. While the VBA model has made significant strides in promoting gender equity in agricultural income, there is still a need for targeted interventions to support female VBAs, particularly in accessing and owning productive resources. The Reach-Benefit-Empower (RBE) framework, which emphasizes women’s empowerment through access to resources, could be instrumental in this regard.

Moreover, the study’s findings suggest that the VBA model could be replicated in other regions facing similar challenges. The model’s emphasis on grassroots, farmer-led development and its integration of private sector actors offer a promising approach to agricultural extension services that could be adapted to different contexts.

Conclusion: A Pathway to Sustainable Agricultural Development

The Village-Based Advisors model represents a significant innovation in agricultural extension services, offering a pathway to sustainable, farmer-led development in Tanzania’s rural communities. While the model has shown promise in improving agricultural productivity, income generation, and gender equity, several challenges remain to be addressed. Enhancing private sector engagement, supporting female VBAs, and promoting a more inclusive and diversified approach to agricultural services are critical steps to ensure the model’s long-term success.

As AGRA and its partners continue to refine and expand this model, the insights from this study provide a valuable roadmap for enhancing the effectiveness and sustainability of agricultural extension services in Tanzania and potentially in other regions facing similar challenges. With the right support and policy interventions, the VBA model has the potential to transform agricultural practices and livelihoods across Tanzania, contributing to a more prosperous and sustainable agricultural sector.

Future Directions: Building on the VBA Model’s Success

Looking ahead, there are several opportunities to build on the successes of the VBA model and address its challenges:

1. Expanding the VBA Model to New Regions: The success of the VBA model in Tanzania suggests that it could be effectively replicated in other regions facing similar challenges. By expanding the model to new areas, AGRA and its partners could further enhance the reach and impact of agricultural extension services, promoting greater agricultural productivity and sustainability.
2. Integrating Digital Technologies: Digital technologies, such as mobile applications and online training platforms, offer significant potential to enhance the effectiveness of the VBA model. By integrating these technologies into the model, VBAs could access training materials, market information, and other resources more easily, enhancing their ability to provide high-quality services to farmers.
3. Promoting Youth Involvement: Engaging more young people in the VBA model could help address the challenge of an aging agricultural workforce and promote greater innovation and sustainability in the sector. By providing targeted support and incentives for young farmers to become VBAs, AGRA could help ensure the model’s long-term success and relevance.
4. Enhancing Monitoring and Evaluation: To ensure the continued effectiveness and sustainability of the VBA model, ongoing monitoring and evaluation are essential. By regularly assessing the model’s impact and identifying areas for improvement, AGRA and its partners can make informed decisions and adjust their strategies as needed.
5. Strengthening Partnerships with Local Institutions: Building stronger partnerships with local institutions, such as agricultural universities and research centers, could enhance the VBA model’s impact. These institutions could provide valuable training and resources to VBAs, helping them stay up-to-date with the latest agricultural innovations and best practices.

A Model for the Future of Agricultural Extension Services

The VBA model offers a promising approach to agricultural extension services that is both innovative and sustainable. By building on the model’s successes and addressing its challenges, AGRA and its partners have the opportunity to transform agricultural practices and livelihoods across Tanzania and beyond. With continued support and investment, the VBA model could play a crucial role in promoting a more prosperous and sustainable agricultural sector for years to come.