1. Impacting at Scale: ½% to
40%
Grahame Dixie, Executive Director

2. The Grow Asia Network: Linked Globally
Myanmar Agriculture
Network
121 Partners
13 Working Groups
www.man-growasia.org
Cambodia Partnership for
Sustainable Agriculture
28 Partners
5 Working Groups
www.cpsa-growasia.org
Partnership for Sustainable
Agriculture in Vietnam
76 Partners
7 Working Groups
www.psav-mard.org.vn
Philippines Partnership for
Sustainable Agriculture
60 Partners
7 Working Groups
www.ppsa-ph.org
Partnership for Indonesia’s
Sustainable Agriculture
79 Partners
12 Working Groups
www.pisagro.org
480+ Partners
1,340,000+ Farmers Reached
44 Working Groups
37 Value Chains
16 In-Country Staff
World Economic Forum /
New Vision for Agriculture
(Switzerland)
Grow PNG
Based in Lae,
Est. May 1st 2019

3. The Network’s Measure Progress & Future Impact
472,534
523,436
690,710
1,341,248
159,772
417,993
778,035
2015 2016 2017 2018
Reached (awareness raised through demo plots, government extension services, farmer trainers, field
staff outreach)
Participating (engaged directly in Working Group activities)
Number of Smallholders Reached and Participating

4. Vietnam Coffee Sector – Pilot to National Platform to large Local
Implementation
2010 2013 2015 2016-17 2019
Formation
of PSAV
PPP Coffee
TF formed
VCCB
established
Developed
Tested GAP
Provincial
Steering
Committee
Policy Dialogue: Development & Enforcement:
Landscape apparoach, National Action Plans, Adoption of GAP as
NSC, Alignment with WB project, VAT changes, Agro chemical usage
refined
District
Coordination
Scaling up demonstration plots
Huge expansion in scale
thru farmer training

5. Governance Structure of Vietnam Coffee Sector
PSAV
PPP Coffee
TF formed
VCCB
Agrochemical
TF
3 District
Coordination
Units
Production
Sub-
Committee
Processing &
Trade Sub-
Committee
Sustainability
& Policy Sub-
Committee
Chair: Vice Minister,
Vice Chair & Secretariat :
Policy Think Tank , MARD/DCP
Provincial Area
Commitee
Sustainable
GAP
Improving
Pesticide use
Delivery &
Coordination of field
delivery GAP
VAT change
Policy development
& enforcement,
Learning,
Landscape +
Value Chain
Field level
feedback loops to
refine policy
Field level
feedback loops to
refine policy

6. 220,000 Farmer Trained in Sustainable GAP, of which 2/3 have
adopted the practices
220,000

7. Preliminary calculations of economic benefits per
year of coffee project for Vietnam’s farmers.
Farmers Engaged 220,000 @ 50%* adoption = 110,000 (approx.)
Coffee area / farmer typically 1.3 to 3 ha each = 1.3 Ha (low av.)
No Assumption on yield change (existing yields difficult to improve)
Cost savings / ha at 13% of input costs $ 283 = $ 270 / ha ( conserative)
110,000 farms x 1.3/ha x US$ 275/ha = $ 40,000,000 pa
* Weighted av @ 69%

8. Summary of Benefits delivered by the VCCB: Farmer Incomes,
GHG emissions, Policy development and improved co-operation
in the national value chain
 over 150,000 farmers adopted in GAP and Sustainable Practises,
 The revised production have lowered costs, GHG and lifted yields. Farmer
benefits at some $ 75 MN/year
 The change in VAT collection saved exporters some $ 175 MN p.a. in cashflow
 Dramatic drop in the use of band pesticides by farmers – from 15.8% to 0.5% -
pilot training
 VCCB created a national Coffee community, shared learnings, policy
development & action.
 Process enables strategy, policy & activities to be refined and improved in the light
of feedback from producers

9.  Training & demonstration plots with GHG reduction alone do not necessarily
lead to adoption of new techniques, cost savings more important
 Ground level implementation only happened at scale when local level PPP
Coordination units were in place,
 Top down processes, without being complimented by bottom-up feedback loops,
are in danger of not addressing the real issues that farmers are facing on the
ground
 Individual projects will not, in themselves, achieve scale. They are useful for
piloting and proving effectiveness and creditability. Scale is dependent on
creating a wider network of multi-stakeholder partners
Mistakes to avoid

10.  The process takes time: 4 years pilots & demos, 3 years since the start of scale
trainings
 Multiple Partners involved: Initial Task Force 23 - 5 were key. VCCB membership
15,
 Field results scaled through the impact of local Area action committees;
mirroring the Public-Private-Producer representation of VCCB,
 PPP Dialogue platform has multiple positive spill over effects: bottom up-
feedback loops, community of practice, informed research, learning agenda, &
public spending choices
 Major policy change possible : through joint voices of 3 private-public-producers,
plus credibility through field results
 Government is a vital part of the solution: GoV played key role in convening
sector/VCCB. Learning to work with Private sector companies
Core Lessons

11. Grahame Dixie
Executive Director
grahame@growasia.org
www.growasia.org
Thank You