business plan agriculture senegal

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Business plan exploitation agricole

Téléchargez notre modèle gratuit de business plan pour projet agricole et suivez nos conseils pour bien le remplir !

Vous êtes sur le point de lancer un projet agricole et cherchez à faire un business plan, sans doute pour obtenir un financement pour votre future ferme ou exploitation agricole ? Découvrez notre modèle de business plan d’exploitation agricole à télécharger gratuitement et suivez nos conseils et exemples le remplir correctement et créer votre entreprise agricole sereinement !

L’importance du business plan pour une exploitation agricole

Qu’est-ce qu’un business plan .

Le business plan (plan d’affaires, en français) est un dossier synthétique qui présente un projet de reprise ou création d’entreprise, en définissant sa stratégie commerciale et financière. Vous pouvez en quelque sorte le considérer comme un CV destiné à structurer et à vendre votre projet.

Pourquoi faire un business plan pour votre entreprise agricole ?

Un business plan vous sert d’abord à vous-même : il permet de structurer votre projet agricole et de mettre à plat vos idées. Il n’est pas obligatoire. Vous n’êtes donc pas contraint de vous coller à sa conception, assez chronophage. Ceci dit, voici quelques exemples concrets pour lesquels on risque fort de vous demander un business plan pour votre projet : 

• lorsque vous désirez ouvrir un compte ou obtenir un prêt bancaire pour financer votre exploitation agricole ;
• lorsque vous recherchez des fournisseurs ;
• lorsque vous comptez vous associer et/ou trouver des partenaires, notamment dans le cas des fermes associatives ;
• lorsque vous souhaitez lever des fonds.

Les différentes parties d’un business plan pour un projet agricole

Si sa structure et sa présentation peuvent varier, tout business plan pour une la création d’une exploitation agricole doit néanmoins comporter des éléments essentiels que l’on a regroupés en 2 grands domaines :

• La présentation de votre projet d’entreprise agricole : c’est le modèle de business plan que nous vous avons fourni ci-dessous
• Les projections financières : en général un fichier Excel, nécessaires pour en faire un projet agricole rentable

Business plan pour projet agricole à télécharger

Modèle de business plan de ferme et exploitation agricole.

Vous trouverez ci-dessous un modèle de business plan à télécharger gratuitement au format Word en suivant ce lien . Il vous suffira de remplir les différentes parties en suivants nos conseils et en l’adaptant aux spécificités de votre projet agricole.

Nous vous fournissons uniquement le modèle Word pour votre projet d’exploitation agricole. Sachez que certains sites fournissent des modèles payants qui vous permettront de recevoir à la fois un modèle Word et aussi un outil Excel pour simuler les projections financières de votre future exploitation ainsi que de l’aide pour le remplir. Chez Créer-mon-business-plan par exemple vous trouverez un modèle de business plan d’une quinzaine de page dédié spécialement aux projets agricoles (maraichage bio, ferme…), avec l’Excel prêt à remplir.

• Frais de fonctionnement
• Coût de la terre et autres investissements (matériel, bêtes, équipements…)
• Description du concept, des produits proposés et leur prix unitaire
• Nombre de ventes estimées sur 1 à 3 ans.
• Nombre d’employés
• Capital, fonds propres et subventions

Enfin, certains cherchent un modèle de business plan en PDF pour leur projet d’entreprise agricole. Aucun intérêt à notre avis, il sera beaucoup plus facile de le modifier sous Word et d’en télécharger ensuite une version finalisée en PDF.

Exemple de business plan maraîchage bio

Le modèle de business plan pour exploitation agricole que nous vous fournissons gratuitement intègre la trame suivante, que vous pouvez très facilement adapter pour un projet de maraîchage bio, ou encore une ferme.

Dans le résumé opérationnel du business plan de maraichage bio, vous devrez présenter les points clés du projet. Présentez l’emplacement des terres choisies (et les raisons de ce choix) ainsi que la taille du terrain et surtout les produits que vous prévoyez de faire pousser, ainsi que votre stratégie de distribution. Il faudra ensuite donner quelques chiffres sur le marché du maraîchage bio en France . Décrivez en détail la clientèle cible de votre projet (clients particuliers ou professionnels notamment…). Terminez cette partie en donnant quelques chiffres clés de chiffres d’affaires attendu à 1 et 3 ans, ainsi qu’une prévision de l’excédent brut d’exploitation de votre projet agricole, qui vous permettront d’embrayer sur votre demande de financement (combien, et pour financier quoi ?).

Nos conseils pour rédiger le business plan de votre projet agricole

Maintenant que vous avez en tête la structure et les éléments incontournables du business plan pour une exploitation agricole, il est temps de vous livrer quelques conseils pour concevoir un business plan simple et efficace :

• misez sur la clarté et la simplicité ;
• pensez à faire concis et synthétique ;
• aérez votre texte ;
• ajoutez des visuels lorsque c’est pertinent ;
• faites-vous relire ;
• pensez aussi aux annexes ;
• étayez votre propos en citant vos sources.

Faites relire votre document finalisé un ou plusieurs personnes extérieures à votre projet (et pas uniquement des proches). Elles pourront vous livrer des retours précieux sur la compréhension générale du concept de votre projet agricole et vous pourrez rectifier le tir, si besoin.

Quelles sont vos options pour faire le business plan d’une activité agricole ?

Plusieurs options s’offrent à vous pour réaliser le business plan de votre projet de ferme ou d’exploitation agricole. Chaque solution présente des avantages et des inconvénients que nous vous résumons ici.

Vous pouvez tout à fait partir de notre modèle gratuit, c’est la solution les plus avantageuse économiquement. Par contre, préparez-vous à y passer du temps. La conception d’un business plan pour un projet agricole peut se révéler fastidieuse, surtout lorsque l’on attaque les prévisions financières (que nous n’avons absolument pas détaillées dans notre modèle), mais aussi le choix de la forme juridique.

Notez enfin que certains acteurs (comme Créer-mon-business-plan par exemple), proposent à la fois des modèles plus complets à télécharger et la possibilité de les remplir en ligne. Comptez quelques dizaines d’euros pour un modèle parfaitement adapté à votre projet agricole, ce qui à notre avis peut valoir le coup pour éviter de repartir d’une feuille blanche :

• Business plan thématisé au format Word de 10 à 20 pages
• Exemples de textes fournis tout à long du modèle
• Volet financier au format Excel.

La deuxième option consiste à se faire accompagner un peu plus en réalisant votre business plan en ligne, à l’aide d’un logiciel de business plan dédié. De nombreux sites sont en concurrence sur le marché.

Enfin, si vous cherchez de l’aide pour faire un plan d’affaires personnalisé pour votre projet agricole sans utiliser un modèle, rien ne vous empêche de vous attacher les services d’un professionnel ( expert-comptable en ligne ou local, ou encore consultants spécialisés). Vous vous assurez de gagner du temps et disposez des conseils et du savoir-faire d’un expert, mais le coût sera évidemment beaucoup plus élevé.

Au final, quelle que soit la méthode choisie, gardez bien cela en tête : comme le dit l’expression, “on n’a qu’une seule chance de faire bonne impression.” Alors appliquez-vous, et utilisez nos conseils pour réaliser un business plan solide pour votre projet d’exploitation agricole !

Combien coûte un business plan pour une ferme ?

Le coût d’une business plan dépend de l’option que vous allez choisir. Si vous vous utilisez notre business plan gratuit, vous n’y passerez que du temps. Si vous choisissez un modèle payant, vous en aurez pour entre 50 et 100€ environ. Si vous optez pour un logiciel de business plan en ligne , les prix varient d’une solution à l’autre.

La solution la moins économique consiste à passer par un professionnel. Les tarifs dépendent de la complexité et de la technicité du projet. Pour vous donner un ordre d’idées, on a recensé des tarifs partant de 300€ et pouvant aller jusqu’à 4 000€.

Quels sont les coûts à prévoir pour une exploitation agricole ?

Ouvrir une exploitation agricole implique un investissement important, notamment pour l’acquisition des terres qui servira à accueillir votre projet. En plus de l’achat des terres, vous devez prévoir d’autres dépenses pour les assurances, le personnel, l’équipement, les animaux et leur nourriture dans le cas de l’élevage…entre autres. D’où l’importance de réaliser un business plan précis pour votre projet, afin de ne rien oublier.

Les personnes ayant téléchargé le modèle de Business plan exploitation agricole ont également été intéressés par :

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Agriculture is an important barometer of the economy, accounting for about 16 percent of GDP and providing 30 percent of total employment in 2020.  Despite agriculture’s importance, Senegal lies within the drought-prone Sahel region, with irregular rainfall and generally poor soils.  As a result, Senegal relies on imports to meet approximately 70 percent of its food needs.  Top agricultural imports in Senegal are rice, wheat, corn, onions, palm oil, dairy products, fresh vegetables, sugar, potatoes, and food preparations and ingredients for food processing. 

President Macky Sall’s economic program focuses on agriculture as an engine for development and plans to invest $4 billion in agriculture.  The agricultural plan calls for massive investments in irrigation and rural roads, access to finance through the creation of a Guarantee Fund, the construction of storage facilities, the development of the fishing sector, and the creation of an agricultural stock exchange market.  U.S. total exports of agricultural products to Senegal totaled nearly $8.6 million in 2022.  Senegal ranked number 145 among U.S. Agricultural export markets.  In 2022, top 10 U.S. agricultural exports to Senegal included food preparations, vegetable oils (excluding soybeans), condiments and sauces, sugar and sweeteners, fish and seafood, rice, pulses, soybeans, processed vegetables, non-alcoholic beverage (excluding juices), and distillers’ dried grains with solubles (DDGS). Top prospects for U.S. agricultural exports to Senegal include feed ingredients, food preparations and ingredients for food processing, and select consumer-oriented products.  

Leading Sub-Sectors

• Senegal has growing demand for tractors, farming equipment, expanded irrigation systems, postharvest handling systems, storage, and silo facilities. 
• Increased commodity output should also stimulate demand for processing technology or innovation and growth in the packaging industry.  There are plans for a cereal (import oriented) and fruit (export oriented) terminal and associated warehousing facilities in the Port of Dakar. 

Opportunities

Investment opportunities in the agricultural sector can be viewed at https://www.afdb.org/en/projectsoperations/project-portfolio/1/

• The Ministry of Agriculture – www.agriculture.gouv.sn 
• USDA Exporter Guide - https://gain.fas.usda.gov   
• FONSIS (sovereign wealth fund):  https://www.fonsis.org/en
• USAID Economic Growth Office:  https://www.usaid.gov/what-we-do/economic-growthand-trade

West Africa Trade Hub:  https://westafricatradehub.com/   

The future of agriculture in Senegal: 2030 – 2063

In future decades, Senegal will face challenges to ensure its food security and improve the income of its rapidly expanding and urbanizing population. It will not only be a question of producing more for more people despite the threat of climate change on yields and their regularity, but also of producing better (in terms of quality and diversity of products) while preserving natural resources. Agricultural and non-agricultural incomes will have to increase and ensure food security, a major component of lifting vulnerable populations out of poverty.

The outlook for agriculture is set against several major trends that are shaping the development of the sector. Among them are rapid population growth, urbanization, income growth, rural emigration, strengthened links between rural and urban areas and the integration of sectors and economic actors. These trends, lead to an integrated food policy made up of increasingly numerous and complex agri-food value chains, conducive to the creation of employment. The importance of the agricultural sector for food security is reflected in the “Programme d’Accélération de la Cadence de l’Agriculture Sénégalaise-PRACAS” in which the needs to strengthen agricultural potential and to diversify horizontal and vertical production/ export profiles are designed. The decline of controlled products such as groundnuts and fishing has forced the country to shift from traditional agriculture to more commercial agriculture. Non-traditional sectors such as fruit and vegetables have seized incurring business opportunities at the national, regional and international levels. These products are emerging as new profitable export channels. Producer and exporter organizations have proven their driving capacity by adapting their business models to the needs of emerging markets. Vertical diversification, which involves the transformation of local products, represents another growth potential and enjoys growing policy support.

Food needs are expected to increase, especially between 2050 and 2100, and will not be met by production, except for pulses. In order to produce sufficient food, cultivated areas would need to triple, which is not realistic. Another way to achieve these targets would be to increase productivity, which requires heavy investment. It is estimated that current investment levels would need to be multiplied by 20 by 2100. This can only be met through substantial reallocation of public expenditure, external public development aid, as well as by defining a support policy for producers and other national and foreign private actors to increase their investments. Promoting well-targeted investments in agriculture requires a clear strategy that identifies the major agricultural products and their value chains most in need of investment, as well as the investors. The following priority areas of investment are likely to improve integrated food security in an active agricultural sector: i) control of irrigation water through hydro-agricultural facilities. Senegal is supposed to have 349,000 ha of irrigable land, of which less than a third is developed; ii) promoting technological change and productivity growth suitable to local contexts. Research and development, together with improved extension services generates high rates of return on investment on change in production and processing systems; iii) improvement of the infrastructure for access, storage, processing, marketing of inputs and products, etc. for the enhancement of the agricultural value chains which generate multiplier effects on jobs and the economy as a whole; iv) permanent and regular physical and financial access to suitable agricultural inputs and equipment, through appropriate trade and pricing policies. Subsidies can, in the short term, address failures in infrastructure, credit and input markets, and facilitate introduction of improved inputs. They are nevertheless an obstacle to the development of private input markets and impede resources allocation.

Ultimately, agriculture plays a major role in the structural transformation of rural areas through the following vectors: i) intensive small familial agriculture on sustainable basis and resilient to climate change; ii) the development of agrifood value chains that offer agricultural and non-agricultural employment and income opportunities, and facilitate access to adapted and diversified food systems; iii) strengthening links between rural and urban areas, a link that enables the integration of sectors, actors and services. Because of its effects on income, food security, nutrition and socio-economic benefits, the transformation is of critical interest to the entire rural population.

From the Field Farmers in Senegal adopt farming as a business to beat climate change

• Climate action
• Farming systems
• Irrigation systems

Onions and rice are a conspicuous part of every meal in Senegal, including the famous Poulet Yassa. However, climate change makes it hard for smallholder farmers to grow enough staple food with extra to sell for income.

Senegal is vulnerable to the impacts of climate change from droughts, flooding, sea-level rise, coastal erosion, and bush fires, according to the Climate Change Knowledge portal of the World Bank.

“For some time, we have been facing climatic risks such as the scarcity of rains that persist more and more, high heat and a decline in productivity leading to food insecurity,” says Coumba Diallo, a smallholder farmer from Gourel Baydi village in the Tambacounda region.

Diallo (47) is the President of the Kawral Women’s Group of Gourel Baydi, whose members have been trained to farm sustainably to beat climate change while increasing productivity and profits.

A regional project is helping farmers adapt to the impacts of climate change which has made agricultural production a gamble. Under the Adaptation and Valorization of Entrepreneurship in Irrigated Agriculture ( AVENIR ) project led by Mennonite Economic Development Associates ( MEDA ), in partnership with the Alliance of Bioversity International and the International Center for Tropical Agriculture (CIAT), smallholder farmers in Senegal are being trained in farming as a business in agroforestry, horticulture and rice.

The AVENIR project aims to improve the social and economic well-being and the resilience of farming households in the Sedhiou and Tambacounda regions of Senegal. The two areas in the southwest and east of the country are vulnerable to climate change, experiencing drought spells, flooding, coastal erosion and soil salinity.

Commending the project, Diallo commented that demonstration activities had armed her with the tools to deal with climate change, such as using adapted seeds and learning new agricultural practices to increase her crop yields and income while being more resilient to the climate.

“Learning through practice has helped us to have a better knowledge of adapted varieties, a good mastery of fertility management practices, agroforestry and the drip system to make efficient production with good yields,” Diallo explained.

Another farmer, Clément Sambou, co-founder, and coordinator Startup-sociale in the Sedhiou Region, says the water salinity, silting, loss of arable land and water erosion are major risks in his region. They are tackling these through the adoption of better agriculture practices.

The AVENIR project encourages women and young people to treat farming as a business by promoting climate-adapted irrigation and agricultural practices. It increases the profitability of agribusinesses in the production of baobab, mango, cashew, onion, okra, ditakh, madd, pepper and rice. 

The project will benefit more than 10 000 women and youth from farming households and indirectly impact another estimated 35 000 individuals.

“We want to ensure that farmers have increased their ability to cope with the climate risks they face in the regions where they are producing food,” says Caroline Mwongera, a senior scientist at the Alliance of Bioversity International and CIAT, based in Nairobi, Kenya.

Mbene Diagne, a farmer from Thioro Bougou village in the Tambacounda region, has found practical training helpful. It’s boosted his knowledge of soil fertility management technologies, especially with moisture conservation techniques in an excessively hot area.

“There is a very big difference between our practices and those current conveyed through the demonstration sites,” said Diagne (29), vice-president of a group of young modern farmers in Tambacounda.

“With these new technologies, there is a reduction in workload for irrigation with better control of water and working time,” Diagne noted.

Farming is good business

The project has focused on adaptation and agribusiness after realizing that horticulture was an easy market entry option for women because of the high demand for horticulture products.

“We wanted to create opportunities for women and young people to engage and sell their produce in the local markets,” says Mwongera. “The varieties we selected for horticulture are locally demanded. For example, onion is a big part of the Senegalese diet,  tomatoes, pepper, and okra. In addition, horticulture is a good fit for women and youth who have limited access to irrigated land,  which can measure as small as twenty square metres. “

The project has promoted salinity and drought-tolerant rice varieties. The Senegalese research organization, ISRA and the Africa Rice Centre developed the rice. For agroforestry, quick maturing varieties of mango, cashew and baobab have been introduced.

“If you have food and income, you can cope with climate risks. We want the food system to be diversified. That is why we are focusing on the three commodity groups: rice, agroforestry, and horticulture because that helps you to withstand risks better, says Mwongera. She adds that farmers are also trained to intensify their production to grow short-season crop varieties under irrigation.

Farmers get high-yielding and drought-tolerant seeds and are trained using climate-smart technologies and efficient, affordable irrigation techniques.

Increasing incomes through irrigation

Farmers have been introduced to affordable and labour efficient water technologies to save on scarce water resources.

“We are now training farmers to use drip irrigation, which is water efficient and has low labour demand, especially for women,” Mwongera told IPS, explaining that farmers have shifted from manual flood irrigation, sprinklers and watering cans which used a lot of water.

To encourage farmers to use water-efficient technologies, the project has introduced an incentive-based purchase programme (e-voucher) to provide discounts for farmers. Farmers get technologies at a fraction of the value with an option to pay the balance when they produce and sell their crops. 

A multi-actor platform brings together local actors, producer organizations, local administration, and researchers to help farmers share information and experiences on climate information services and equitable water resource management to improve their productivity.

Mwongera noted that farmers had poor access to viable markets, which meant they could not increase their production if they had nowhere to sell their produce. There is a need for a market value chain that includes producers, processors, transport providers and the financial sector.

“We need market-led development to enhance resilience and profitability of farmers,” says Mwongera noting that the project was also teaching farmers about integrated soil management, proper composting and using climate information services.

“We also provide weather information using SMS and integrated voice through a service provider who gets weather forecasts from the National Agency for Civil Aviation and Meteorology of Senegal ( ANACIM ). Farmers use this information to plan when to plant and what varieties to plant,” said Mwongera.

Climate change threatens Senegal’s social and economic development, which is vulnerable to droughts, floods, and high temperatures, which impact the agricultural sector. Agriculture employs 70 percent of the country’s workforce and contributes about 17 percent of the Gross Domestic Product.

Top climate scientists have warned of the urgency of reducing carbon emissions as human-induced climate change affects all development sectors, including agriculture. The latest report from the Intergovernmental Panel on Climate Change (IPCC) says the increased frequency and intensity of extreme weather has reduced food and water security, hindering efforts to meet Sustainable Development Goals.

“Increasing weather and climate extreme events have exposed millions of people to acute food insecurity and reduced water security, with the largest impacts observed in many locations and/or communities in Africa, Asia, Central and South America, Small Islands and the Arctic Jointly,” scientists said. They noted that sudden food production losses and access to food compounded by decreased diet diversity had increased malnutrition in many communities, especially small-scale food producers and low-income households.

The Emerging Senegal Plan to Develop Agriculture

What is the Emerging Senegal Plan?

The Government of Senegal’s Emerging Senegal Plan, also known by its French acronym PSE, serves as a strategy to substantially transform the economy of the country. By 2035, Senegal aims to achieve emerging market status, which refers to a low-income, high-growth economy. This development is the next step towards making Senegal a significantly more developed nation. To help reach emerging market status, Senegal’s government emphasizes the expansion of private investment as a way to grow the nation’s economy. This emphasis, in tandem with a prioritization of agricultural development, puts Senegal in a strong position to strengthen the country economically and, therefore, help lift portions of the population out of poverty.

PSE and Agricultural Development

An emphasis on private sectors and agriculture has been especially successful for Senegal in recent years. After the COVID-19 pandemic slowed down Senegal’s economic growth, the country injected the economy with a $1.7 billion stimulus package. Of the sectors targeted, the private and agricultural sectors had been especially impactful on the growth of Senegal’s economy following the stimulus package. Senegal’s real GDP grew by 4.4%, indicating that the strategy was a success. 

The PSE aims to continue the successes found through the private and agricultural sectors. The next step in this goal is to encourage the private sector to invest in smart agriculture, which refers to the implementation of modern technology into the farming process. Smart farming improves the quality and efficiency of the agricultural process and is also more eco-friendly. This new investment would allow Senegal to be more self-sustainable due to its ability to rely on local production rather than spend significant funds on imported goods.

PSE’s Effect on Poverty

A greater quality and quantity of goods will also directly improve the well-being of Senegal’s population. This is especially the case for communities in Senegal that suffer from extreme poverty. Food insecurity affects roughly 10% of the global population, and as a result, an improvement in food security in Senegal will directly lead to benefits in fighting poverty in the country. 

In addition, the newfound economic growth that Senegal sees from this emphasis on agricultural investment will lift even more of the population out of poverty, as farmers receive more sustainable income. The Emerging Senegal Plan has immense potential to fight against the impoverished communities of Senegal on a large scale. With smart agriculture and private sector investments as the new priorities under the Emerging Senegal Plan, this potential is already being realized.

– Liam Kahan Photo: Flickr

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Senegal country strategic plan (2019–2024)

Operation id: sn02.

CSP approved by EB.2/2018

Revision 01 approved by the RD in August 2020

Revision 02 approved by the CD in December 2020

Revision 03 approved by the RD in July 2023

Revision 04 approved by the CD in March 2024

Despite significant economic growth and democratic stability, Senegal is a least-developed and food-deficit country; some regions have high rates of food and nutrition insecurity, particularly in the north, south and east. The agriculture sector is dominated by subsistence farming and constrained by limited access to inputs, technology, finance and credit; most of the population is employed in the sector. Poverty and food insecurity are closely related to unsustainable resource management, climate change and gender inequality. Rural poverty, under-development and climate change are drivers of migration, with women, children and the elderly left at home and increasingly vulnerable.

WFP will support the Government in operationalizing sustainable safety nets and shock-responsive social protection programmes with a view to addressing food and nutrition insecurity, resource degradation, climate change adaptation, disaster risk reduction and educational development through school meals based on local smallholder production aiming for inclusive economic growth as part of a sustainable hand-over strategy.

The country strategic plan for 2019–2023 is informed by a national zero hunger strategic review conducted in 2017. Under the CSP WFP will focus on gender-transformative and adaptive social protection and resilience programmes aimed at four strategic outcomes as investments in the humanitarian-development nexus. The four strategic outcomes are:

• Strategic outcome 1: Food-insecure populations in targeted areas, including school-aged children, have access to adequate and nutritious food all year. Strategic outcome 2: Vulnerable populations in targeted departments, including children, pregnant and lactating women and girls and other nutritionally vulnerable people, have improved nutritional status all year.
• Strategic outcome 3: Food-insecure populations and communities exposed to climatic shocks and other risks in targeted areas have resilient livelihoods and sustainable food systems all year.
• Strategic outcome 4: National and local institutions have strengthened capacities to manage food security, nutrition security, social protection and resilience-building programmes by 2023.

WFP will target the poorest regions, integrating its activities to build resilience in vulnerable rural communities, with the school meals programme serving as a central entry point for a suite of nutrition, disaster risk reduction and local procurement programmes that will be implemented in the same localities to maximize impact.

WFP will pursue synergies by enhancing the convergence1 and integration of its own activities and those of its partners in order to address issues across the humanitarian-development-peace nexus. A gender-transformative approach will ensure that women are included as beneficiaries and decision-makers, with economic opportunities and strengthened capacities that give them a stronger voice and improve their position in society. WFP will contribute to the enhancement of national systems, including social safety nets, focusing on capacity strengthening across all activities with a view to their gradual transfer to government partners.

WFP’s primary partner is the Government, at all levels from national to local. Other partners include United Nations agencies – particularly the Rome-based agencies – private-sector partners, civil society and non-governmental organizations.

The country strategic plan will contribute to the achievement of the Government’s national socio-economic development plan ( Plan Sénégal Emergent ); the United Nations development assistance framework for 2019–2023, Strategic Development Goals 2 and 17 and WFP’s Strategic Results 1, 2, 4 and 5

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Innovation is happening in the crowded suburb of Dakar, and women are at the forefront of it all.

In Senegal, AICCRA supports partnership development, co-innovation and climate advisory services to scale innovations in climate-smart agriculture (CSA) and climate information services (CIS) value chains.

The team's partnerships build on existing scientific and educational networks in Senegal and across West Africa. Through these partnerships, AICCRA is enhancing the capacity of public institutions and private enterprise to deliver climate information services and climate-smart agriculture knowledge along value chains vital to the Senegalese economy. 

To sustainably support climate information services and climate-smart agriculture beyond the scope of the project, AICCRA-Senegal is helping to train agricultural researchers and extension workers, while establishing 'AgriTech' innovation platforms. 

"Thanks to AICCRA, we now have the possibility to get information on rainfall, duration of the rainy season, and the right seeds to use in case of abundant or scarce rainfall. And this is effortless because the information reaches us directly on our mobile phones." Aissatou Ndimbrane, farmer in Daga-Birame, Senegal

Building vibrant national partnerships for scaling and impact

With AICCRA Senegal, five key implementing institutions, ANACIM (meteorological service), ISRA-CERAAS (research), Jokalante (agritech), ANCAR (extension system) and URAC (media) have worked together for the first time to develop integrated climate information services and climate-smart agriculture technologies and processes.

Linking with their activity portfolios, these partners have boosted farmers’ actions towards resilience:

• Under the leadership of ISRA-CERAAS, 65 farmers have been trained on good agronomic practices for selected crops, 5 technology parks were established to promote adapted improved varieties and dairy production, 100+ demonstration plots were installed in 18 villages to showcase pearl millet and groundnut cultivars under integrated soil fertility management (ISFM) approach.
• In collaboration with ANCAR, 5 field schools, 5 showcase plots and 24 demonstration plots were installed. 297 producers including 207 women (70%) and 21 actors (next users and authorities) participated in the farmers' field days.
• AICCRA facilitated weekly consultations where ANACIM, ISRA-CERAAS and private agri-tech company Jokalante generated agro-advisories based primarily on iSAT . Jokalante provided additional pathways for creating and distributing context-specific advisories to farmers and key value chain players adjusted for language, literacy, demographic, and gender in 3 districts (Méouane, Daga Birame and Thiel).
• Through URAC, climate information reached more than 274,677 listeners (136,773 women) via 92 radio programs focused on allowing farmers to make better informed decisions on the use of fertilizer, planting and other farming-related activities. In a recent survey, 76% of the population reached (equally distributed men and women) have found the programs very useful.

Strengthening ANACIM's capacity to provide highly accurate climate data and to facilitate access to this information for its users

With AICCRA’s support, Senegal’s national meteorological service, ANACIM, has extended its merged gridded data, installed the Automatic Weather Station Data Tool (ADT) , prototyped soil water balance tools, and trained staff in the most recent PyCPT version for seasonal and sub-seasonal forecasting. These capabilities will be further expanded in 2023.

Under AICCRA Senegal, ILRI worked closely with ANACIM and the International Research Institute for Climate and Society (IRI) to support the design and initial development of the AgDataHub , and to link it with existing ANACIM climate and weather data and Maproom tools . IRI work under this activity focused on agricultural extension and advisory service (EAS) capacity strengthening, and curriculum and digital platform development.

Livestock and dairy sectors support climate-smart food systems in Senegal .

Identifying suitable climate-smart options for cereals, legumes, livestock value chains to be integrated into tailored agro-advisory systems for Senegalese smallholder farmers

Building on the expertise of ICRISAT, AICCRA and partners are integrating multi-dimensional knowledge and climate information to develop tailored climate-informed agro-advisory systems for specific value chains.

By validating existing infrastructure and using downscaled climate data (with ANACIM), the whole farm household base model will be able to run a scenario analysis to identify the most profitable and resilient options considering climate, market, labour, and farmer preferences.

Supporting the development and strengthening of agribusinesses and business models for scaling climate-smart agriculture in a gender-focused approach

The AICCRA Senegal Gender Smart Accelerator Challenge seeks to support SMEs with a gender-smart focus (for example, being women-led or with a strong gender inclusion plan) to scale the integration of climate solutions by promoting gender-smart investments in partnership with national, regional and the private sector actors.

Following an open call, 20 entrepreneurs (17 women, 3 men) were selected out of 250 applicants to participate in the capacity building program including modules on business development, investment readiness, CSA practices and climate information services. In mid-February, the program closed in Dakar during innovation presentation days in front of a jury composed of public and private investors with grants of up to USD 25 000.

The 2022/23 Accelerator program produced two major outcomes:

• The 20 finalists of the activity (representing 250 employees and 7,500 smallholder farmers cumulatively) are better equipped to access to capital and resources necessary to sustainably scale their climate-smart businesses
• Building awareness in the local financial ecosystem on the importance of de-risking agricultural investments by adopting CSA and resilient practices. By engaging with local financial actors, through seminars, panel discussions in industry forums, AICCRA was able to emphasize on the use of science-based tools to provide more detailed risk and impact assessment, enhancing the transparency of potential agri-food investments to potentially influence more capital allocation to the agricultural sector by private investors.

"During the rainy season, we used to have huge difficulties with water, insects and even rodents during the harvest period. But since we started receiving climate information, we are able to anticipate all these thanks to advisories provided by AICCRA project partners." - Mor Talla Cissé, farmer in Daga-Birame, Senegal

AICCRA Senegal is led by the International Livestock Research Institute (ILRI) in collaboration with:

• The Alliance of Bioversity International and CIAT
• International Research Institute for Climate and Society (IRI)
• Agence Nationale de Conseil Agricole et Rural (ANCAR)
• International Crops Research Institute for the Semi-Arid Tropics (ICRISAT)

To learn more about AICCRA Senegal's activities, please contact:

Nadine Worou , Senegal Coordinator - [email protected]

Lamine Diedhiou , Communications Specialist - [email protected]

Further Reading

• AICCRA Brief: Building resilient crop-livestock farming systems in Senegal
• AICCRA InfoNote: Catalyzing the use of climate information in agriculture decision making through datahubs
• AICCRA Brief: iSAT, the new generation digital agro advisory tool that empowers farmers to manage climate risks
• Note: AICCRA-Senegal Gender-Smart Accelerator Grant
• Other publications for AICCRA Senegal

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IDEA Program Senegal

Advancing agribusiness while creating jobs in the regions that need it most.

As one of the activities of the INOE (Investments for New Opportunities of Employment) multi-year project, IDEA Program Senegal provides incubation training and mentorship to 100 Senegalese founders to build solid and resilient agribusinesses, especially in the retrieved Casamance region.

Value chains impacted

Cashew nuts, agroforestry.

Agriculture is one of the dominant parts of Senegal’s economy as it occupies about 75% of the workforce. Despite a relatively wide variety of agricultural production, most farmers produce for subsistence needs. Moreover, climate change in Senegal will severely harm the farm economy due to extreme weather such as drought and increased temperatures.

IDEA Program supports Senegalese entrepreneurs to turn this around by creating innovative solutions that can boost, protect or scale the most relevant value chains in the country while generating new decent job opportunities.

How does the model work?

UNIDO select two IDEA Centers to be Bridge for Billions’ implementation partners and undergo a “Training of Trainers” program to build their entrepreneurship program management and incubation capacity. The training consists of 6 sessions covering topics from creating a mentors network to mastering the IDEA platform to facilitating best practices.

Bridge for Billions co-manages the entrepreneurship program with the two IDEA Centers in Senegal: Baziness Lands and Lycée Technique Agricole Emile Badiane de Bignona (LTAEB)

Amongst all program partners, 100 Senegalese entrepreneurs and 115 local and international mentors are selected out of hundreds of applications to participate in the IDEA Program. All of them are trained and onboarded during Kickoff Day.

As part of the program, all founders access structured guidance in 8 business tools, constant support from the incubation management team, personalized weekly mentorship, and a global community of founders, workshops, and sectorial resources.

Baziness Lands and Lycée Technique Agricole Emile Badiane de Bignona (LTAEB) provide local support and knowledge to the founders, additional in-person workshops and resources, and physical space for founders to work from.

Entrepreneurs work in teams to develop their businesses while working weekly with volunteer mentors through the IDEA platform.

Once the program is complete, entrepreneurs have bankable business plans and the opportunity to get funding through our partner, the Direction de l’Entrepreneuriat Rapide (DER), whose focus is entrepreneurship development in Senegal.

Impact goals in Senegal

Enterprises supported, of enterprises belong to female founders, of enterprises are still working on their projects 1 year after the program has ended, of enterprises create an average of 5 jobs two years after the program has ended, mentors accepted into the program, onboarding and training sessions for entrepreneurs, idea centers trained in casamance, where are the entrepreneurs from, entrepreneurship support everywhere, entrepreneurship opportunities for all, sectors of the entrepreneurs, some of the participants from idea program senegal, entrepreneurs, agriculture intégré.

Looking to create agricultural farms under an agroforestry system model to increase production, improve the quality of fruits, vegetables, and meat to better nutrition, and reduce unemployment. 

He started with 50 chickens, currently at 300 chickens.

Matar Badiane

Agriculture intégré founder, goodness green inc..

With the mission to popularize the adoption and practice of hydroponics in the Sahel to promote innovation and agricultural development. 

They are the first to have carried out the cultivation of 100% hydroponic vegetables, with 90% local materials, and is a self-taught way in Senegal.

Fatoumata Binetou Fall

Goodness green inc. founder.

Agripreneur seeking to save the forests of Casamance,  improve her communities’ diet and create jobs by producing fruits and vegetables.

She already has one fenced hectare producing fruits and vegetables. 

Samy Cécile Lucie Ndecky

Namakara founder, transfo des produits agro.

The project involves transforming agricultural products like cereals, fruits and vegetables, milk, and fish products from the primary sector into finished products with the goal of promoting a nutritious diet in their communities. 

They are in the second year of the BTS food industry training at the Lycée Technique Agricole Emile Badiane de Bignona (LTAEB).

Abdou Gueye

Transfo des produits agro founder, abdourahmane dia.

Directeur Centre de Gestion et d’Economie Rurale de Matam/Bakel (CGERMB)

Motivation: “Entrepreneurs need support for keeping their accounts and training in leadership and on the development of a business plan to find technical or financial partners.”

Delphine Huet

Humanitarian Project Coordinator

Motivation: “In order to be able to share my experience and to be able to participate in the world of entrepreneurship with my skills. I don’t necessarily have the ideas but I have the method.”

Yatma Dieye

Directeur de l’Environnement et de la Libération des Emprises

Senegal Motivation: “I received a lot and for me, it’s a way of giving back. By working alongside project leaders, I realize the need they have to be accompanied and the gap there is with the business world.”

Abdoulaye Simon Pierre Diatta

Motivation: “To enable entrepreneurs to transform problems identified in their region into business opportunities and simply allow them to realize their dreams.”

With the support of

UNIDO and Bridge for Billions designed each entrepreneurship program taking into account the most critical value chains for each country, and found entrepreneurs working on the fundamental challenges for the sector with the support of local incubators. 

Ziguinchor, Senegal

Baziness lands, program administrator.

Moussa Barry

Incubator for micro-enterprises and promotion of territorial development.

Bignona, Senegal

Lycée technique agricole badiane.

Proviseur Ibrahima Ficou

Local partner with expertise in the processing of agricultural products

We are looking for partners!

IDEA Program Senegal is on the lookout for public and private institutional partners and donors to make the program sustainable and amplify its impact over the next few years. Send us an email and make a difference in developing the entrepreneurial ecosystem of your country or region.

The United Nations Industrial Development Organization (UNIDO) partnered with Bridge for Billions to create IDEA, an online program to connect young entrepreneurs with mentors from all over the world to accelerate the growth of new entrepreneurship communities and foster an entrepreneurial culture.

UNIDO & Bridge for Billions ©2021   Privacy Policy | Terms and conditions

Index Insurance Forum

Improving the agriculture sector and protecting farmers in senegal.

In May 2020, the World Bank Grroup (WBG) approved a  $150 million IDA credit  to support Senegal in boosting agricultural productivity and helping build resilient, climate-smart, and competitive food systems while improving the livelihoods of farmers and herders in the extended groundnut basin and agro-pastoral areas. In the country, the WBG’s  Agriculture and Livestock Competitiveness Program for Results  aims to increase exports of high-value crops such as shelled groundnuts and horticultural products as well as dairy farming productivity and reduce the mortality rate of small ruminants.

The Program will also increase the financial resilience of smallholder farmers from climate-induced agriculture risks by scaling up  agriculture insurance in the country provided through its National Agriculture Insurance Company of Senegal (CNAAS) . To this end, GIIF in collaboration with the WBG’s  Global Risk Financing Facility (GRiF)  will design a smart premium subsidy program to maximize utilization of public funds and establish a viable graduation/exit strategy as well as assist in the digital transformation of CNAAS by operationalizing mobile insurance and other digital initiatives.

The Task Team Leader (TTL)   Laurent Gonnet , Lead Financial Sector Specialist based in Dakar, Senegal, and Mouhamadou Moustapha Fall , General Director from CNAAS shared insights on these initiatives in the broader context of agriculture and insurance in Senegal.

Part I: Insights shared by Mr. Gonnet, TTL in Dakar, Senegal. 

GIIF : Mr. Gonnet, could you please give us an overview of the challenges of the agriculture sector in Senegal and the potential role the recently approved  Agriculture and Livestock Competitiveness Program for Results  may play in the economy and overall development?

Laurent Gonnet : Agriculture accounts for about 16% of national GDP, employing over 60% of the Senegalese labor force. Senegal’s dominant commodities are groundnuts grown as a cash crop, rice, meat and millet, followed by fruits such as mangoes and watermelons, and vegetables: onions and tomatoes. Most of the agricultural land is worked by small-scale, family-based farms engaged in subsistence agriculture.

Government of Senegal employs two national programs  Programme d’Accélération de la Cadence de l’Agriculture Sénégalaise (PRACAS)  and  the Plan National de Développement de l’Elevage (PNDE)  to boost crop and livestock production. They include a broad range of measures from the development of sedentary mixed crop-livestock production systems, provision of safety nets for farmers, and subsidized input to the dissemination of production enhancement techniques.

Despite some boost in agriculture output, which mainly stemmed from the expansion of cultivated area and increase in input use, the overall agricultural productivity remains low and the incidence of poverty among farmers and herders is still high in the country. The poor agricultural performance has multiple causes:

• most cultivated land is rain-fed, vulnerable to increasing impact of climate change;
• the production system is still archaic;
• land degradation and weak soil fertility are widespread;
• there are significant post-harvest losses; sustainable access to productive assets is difficult;
• rural communication and market infrastructure are rather inadequate.

Just to name a few challenges we face. Low productivity inevitably leads to low income to farmers, keeping them in the poverty trap.

Against this backdrop, this recently approved operation will support activities and reforms embedded in PRACAS and PNDE to promote sustainable, resilient, and inclusive growth with a special focus on groundnut and livestock.

The main areas include creating employment, expanding exports, promoting Senegal’s integration into the global economy, increasing value-chain efficiency, and helping agriculture adapt to climate change. At the same time, the Program addresses the cross-cutting priorities of gender and youth by supporting greater access to opportunities and resources. If appropriately implemented, the Program has the potential to attract/retain youth and entrepreneurs to the agriculture sector by modernizing agriculture through technology and supporting their future with a gender lens. Overall, with sound governance and collaborative efforts, I am hopeful that this Program can lay a strong foundation for future initiatives in the country. 

GIIF : Could you please share with us some highlights of the WBG’s efforts to increase the livelihoods of smallholder farmers in Senegal?

Laurent Gonnet : Smallholder farmers often have limited access to quality inputs, finance and infrastructure. Our interventions are designed to remove the barriers while taking into consideration the unique needs of beneficiary groups such as youth, women, and the poorest households. 

Alongside a few agriculture projects, the Bank has been financing social safety nets, which include support to cash transfers to facilitate access to the subsidized agricultural inputs program among the poorest households. The Universal Health Insurance Program that offers free premiums and copayments for the most vulnerable is also part of the larger safety net program. In addition, there is a project targeted to youth and women in the poverty-stricken Casamance region to promote investments in agricultural supply chains and aquaculture. The inclusive and sustainable agribusiness development project builds irrigation infrastructure and sustainable natural resources management while providing matching grants to small-scale farmers and inputs packages for smallholders.

The recently approved operation has a focus on investing in water and soil management infrastructure as well as improving market access for farmers and herders. In terms of finance, we focus on two areas -warehouse receipt system and agriculture insurance – which are used to improve rural credit and compensate farmers for crop/livestock losses. GIIF’s foundational work on developing the agriculture insurance system in Senegal is an important contributor to enhance smallholder resilience in front of weather-induced production failure, allowing them to invest more in economic activities and eventually increasing productivity and income. 

GIIF : Given GIIF’s decade-long involvement in developing agriculture insurance in the country, how do you see these new initiatives by GIIF and GRiF contributing to the next phase of development for long-term sustainability?

Laurent Gonnet : Agriculture insurance is relatively new in Senegal and managed through public-private partnerships reaping the lessons learned along the way. The Government is very supportive of the development by providing a 50% premium subsidy and tax waiver; however, other competing priorities tend to delay the premium payment to CNAAS in recent years. Now is a good time to do deep dive and design a new smart government premium subsidy program incorporating international best practices, ensuring the operational integrity of CNAAS.

It is important to understand that to serve smallholder farmers, agriculture insurance needs to operate on a high-volume-low-margin business model that requires product and process innovation. The rapid increase in mobile phone ownership, along with the available success story of mobile insurance in East Africa serves as a viable basis to experiment digitally-enabled insurance solutions. In 2018, GIIF commissioned an insurtech feasibility study that provided a roadmap for digital insurance in Senegal.

The follow-up implementation entails modernizing CNAAS’s data/IT infrastructure to support the scale-up of their risk protection to farmers. This project aligns with the Government’s Digital Senegal Strategy 2025 which has generated favorable policy dialogue and reforms. We believe that the new initiatives will help CNAAS become a sustainable insurer to lead the agriculture insurance space and relieve fiscal space through market-based solutions for livelihood protection.

GIIF : This is indeed a potentially transformative time for the agriculture sector in Senegal with the WBG’s multi-dimensional support to improve sectoral performance, sustainability, and resilience leveraging technology with a focus on welfare and livelihoods protection of farmers and the most vulnerable.

Part II: Mr. Fall gives us an overall picture of Senegal’s national agriculture insurance company - CNAAS.

GIIF:   Mr. Fall, based on your experience could you please tell us the main achievements and challenges so far towards the development of agriculture insurance in the country?

Mouhamadou Moustapha Fall : In 2007, the Government of Senegal decided to establish CNAAS to promote agriculture development and support rural agrarian communities. The operation officially commenced in 2009. Even today, a public-private partnership for insurance is rare and innovative in West Africa. However, we keep evolving and accumulating institutional capacity and operational know-how thanks to GIIF and other partners, engaging with our rural customers to develop products that are more tailored towards their needs and aspirations. So far, we have reached close to half of the farming households and over 500,000 policies issued.

Building financial awareness amongst farmers is a challenge. Lack of awareness of insurance remains one of the main obstacles for insurance uptake in rural areas. We have trained field staff and updated educational materials to better engage with farmers to promote understanding of the benefits of risk protection. Data, modeling, and analytics are core in insurance operations. We have invested in talent and information technology systems with the help of development partners and created dedicated teams to institutionalize best practices. For example, we have established an Index Design team to collaborate with international insurers for product development/improvement.

Making agriculture insurance available and affordable is a grant task due to the highly volatile nature of agriculture risks. It needs experience, expertise, and consideration for localities (risk profiling). Moreover, the case of selling standalone insurance policies is still rare and we are moving toward a more customer-centric approach of bundling insurance with other financial services and inputs to increase client value. We have started to offer credit-linked insurance. To best serve smallholders, we continue seeking and working on new partnership opportunities with aggregators, input providers, banks, and mobile network operators.

Finally, to drive scale-up, innovation is needed in all processes of insurance from rating, distribution, claims adjudication to payment facilitation. It is imperative to be agile to changes and cultivate a culture of innovation. We are in the process of formulating a comprehensive digital strategy to bring our company to the next level.

GIIF : Regarding CNAAS and looking ahead, what is your vision in this field and your views on digitalization efforts to realize this vision and organizational goals?

Mouhamadou Moustapha Fall :  CNAAS’s vision is to be the most valued partner to de-risk farmers and the agriculture sector in the country. As I mentioned earlier, we are developing our strategy on digitalization and are excited about this new journey thanks to GIIF’s assistance. As COVID-19 boosts adaptation of digital systems in many countries, it becomes even more crucial to redesign our operating model to fit the digital age and leverage new technologies to build operational resilience and serve our customers better. Our next big product innovation with new partners will be mobile insurance.

To get ready for the launch, an interactive insurance platform will be built to ease farmer enrollment, policy administration, premium collection, and claims payment. The back-office IT system and database portal will be enhanced to prepare for scale-up and information processing. The back-end portal needs to be interlinked with the front-end platform through a centralized database. This will be a huge IT project that will require upskilling trainings for multiple departments and smart organizational change management.

The road ahead will not be a smooth one but only by challenging ourselves and learning to adapt to new possibilities can we realize our full potential as an organization to close the protection gap, empower farmers and restore a sense of pride in farming. I think all the digital initiatives and transformational journey not only help us increase our competency to serve and serve better, but also position us as a trusted partner in the larger insurance ecosystem.

We thank Mr. Gonnet and Mr. Fall for their valuable insights.

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Leading forward Senegal’s growth through the Plan for an Emerging Senegal

The Plan for an Emerging Senegal (PES) targets middle-income status for Senegal, and the BOS is leading it forward. The Director General of BOS describes the role of his office and what the PES has accomplished so far.

April 4th, 2023

Conversation with

Ousseyni Kane

African Business

This article is sponsored by BOS PSE

African Business: What are the functions of the Operational Monitoring Office of the Plan for an Emerging Senegal (BOS PSE)?

The mission of the Operational Monitoring Office (BOS) is the coordination, monitoring, resolution of bottlenecks and evaluation of the performance achieved in the Plan for an Emerging Senegal (PES), which aims to make Senegal an emerging market economy in the near future. 

The BOS is the control tower for strategic actions. Its information and decision-making tools are examined each week by the Council of Ministers. It also evaluates the real impact of public policies on the beneficiary populations. 

The BOS acts as a consultancy and support agency for all state structures in the implementation of their flagship actions, as well as providing assistance to the private sector.

Ousseyni Kane: President Macky Sall set up the PES in 2014. How successful has it been so far?

The first 10-year implementation phase of the PES is based on two Priority Action Plans, namely PAP I (2014-18) and PAP II (2019-23).

The first operational phase saw sustained growth of 6% on average per year, driven by the tertiary sector, followed by the secondary and primary sectors. This growth made it possible to reduce Senegal’s poverty rate by 5%, from 42.8% in 2011 to 37.8% in 2018. As a result, Senegal has the lowest poverty rate in the countries of the West African Economic and Monetary Union (WAEMU).

Over the 2019-22 period, average annual growth was 4.4%. The exploitation of oil in 2023 should make it possible to achieve a much higher level of growth in the future.

This first decade has clearly demonstrated that the PES is a success. Nearly 10 years on, it is undeniable that Senegal presents a very different picture to the one it did in 2014.

Two key factors underly the success of the PES. It brings a focus to projects and reforms that avoids dispersion of efforts. It also monitors success in all sectors of the economy – including energy, infrastructure, services, mining and agriculture, and social areas – and makes different actors accountable for achieving it.

The figures speak for themselves. The country has seen: 

• a quadrupling of the installed electrical capacity (1787 MW in 2022);
• achievement of a rural electrification rate of 55% vs 24% in 2012;
• the completion of Dakar’s Regional Express Train project (38 km);
• the completion of 233km of motorway;
• the commissioning of Blaise Diagne International Airport, which welcomed 2.6m passengers in 2022;
• the delivery of phase 1 (Saint-Louis, Matam, Ourossogui, Kolda and Ziguinchor) of the Secondary Airports Renovation Programme;
• the construction of four regional hospitals (Touba, Kaffrine, Kédougou and Sédhiou); 
• the production of 2.4m tonnes of phosphates (+ 118% compared to 2012);
• the tripling of rice production (469,649 tonnes of paddy in 2012 vs 1,409,120 in 2022);
• the creation of four special economic zones (SEZs).

At the macroeconomic level, these achievements are reflected in:

• average GDP growth of 6.6% recorded over the period 2014-18.
• GDP growth of 4.8% in 2022, despite Covid-19 and the Russia-Ukraine crisis.

What have been the main challenges and difficulties encountered?

One of the major challenges is the slow implementation of reforms. The implementation of the first 10-year phase has focused on priorities. In this respect, there have been undeniable successes in strategic sectors such as energy, health, agriculture, social affairs, etc. 

However, a number of strategic reforms have not been implemented in an optimal manner. We have seen major progress, notably in the World Bank’s Doing Business Index and measures to strengthen the private sector. But some components have not made the progress desired due to the international situation and administrative holdups. 

This is why the BOS has begun to structure its flagship Modernisation of the Public Service reform to give a new impetus to the implementation of the state’s priority actions. Without a strong, modern, digitalised administration that is focused on priorities our path towards middle-income status will be slowed down.

How exactly does the BOS influence government processes?

The PES monitoring and coordination mechanism allows us to trace the progress of projects and the execution of reforms with a focus on the risks and critical problems that jeopardise their implementation. It also makes it possible to structure and evaluate the impacts of flagship actions through vigorous mobilisation of the relevant ministries and project managers. This mechanism, with more than 60 people behind it, enables the BOS to interact on a daily basis with the actors involved in the implementation of these priority actions, to both challenge these activities and support them.

Has the public sector been modernised by the PES?

The establishment of a special monitoring and coordination mechanism reflects a new departure in the management of strategic projects and reforms and is thus part of the process of improving the performance of the public authorities.

The objective is to ensure a qualitative leap in the effectiveness of public investments through not only better structuring projects and reforms but also making sure they are implemented within the timeframe and budget allocated, in order to achieve the desired outcomes.

Significant progress has been made in this area, even though we recognise while the need to go much further. We have launched the Modernisation of the Public Service project in conjunction with the Ministry of Public Service and all the actors concerned. This flagship reform aims to promote productivity gains in the public administration, which are essential for building an attractive and competitive business environment.  

How has the PES influenced food security in the country?

The agricultural sector is one of the priorities of the PES, with flagship projects focusing on food sovereignty.

Recent crises such as the Covid pandemic and the Russia-Ukraine conflict have shown the relevance of this strategy, which is based on improving agricultural productivity and local supply chains, increasing production and supporting research and innovation.

Significant progress has been made thanks to major public and private investments (since 2012), including:

a tripling of rice production;

• a 65% increase in millet production;
• a tenfold increase in potato production;
• a doubling of onion production;
• a 42% increase in milk production.

The increase in the budget for the agricultural programme to CFA66bn ($109m) reflects the political will to create the basis for sustainable development of the agricultural sector, in particular through:

• increasing cultivated areas;
• hydro-agricultural development;
• provision of (subsidised) seeds and fertilisers 
• mechanisation of agriculture;

In addition, there is the import-substitution strategy, the aim of which is to reduce our dependence on imports through the development of local production.

Read more about Senegal’s booming economy in our Senegal Dossier.

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Strengthening transformative approaches in senegal’s climate action plans.

October 2021- Sixty-percent of the Senegalese rural population works in the agriculture sector, producing cash crops like groundnuts and food crops like cereals, according to FAO Senegal. Livestock and fisheries are also important sub-sectors, contributing to food and nutritional security and wealth creation. In rural areas, small-scale, rainfed family farms predominate and are critical for livelihoods and food security. Nevertheless, the country imports the majority of its food, which means households are vulnerable to fluctuations in global markets.

Further, climate change is projected to lead to rising temperatures, increased droughts and decreased rainfall in Senegal, which would have significant impacts on the agriculture sector and food security. In response to these challenges, the government of Senegal recognizes the urgent need to implement adaptation and mitigation measures to increase the resilience of its ecosystems and populations to the impacts of climate change and to reduce greenhouse gas (GHG) emissions by 2030.

Senegal embarked on the process of developing its National Adaptation Plan (NAP) in 2015, adopting a sectoral and participatory approach that identified priority sectors based on the analysis of the national climate change action plan NAPA (2006). The process of developing sectoral NAPs, including the agriculture NAP, is currently underway at the national level, in coordination with various partners. Following its first submission of the nationally determined contribution (NDC) to the UNFCCC in December 2020, Senegal partnered with FAO and UNDP to accelerate climate solutions in agriculture and land use through the Scaling up Climate Ambition on Land Use and Agriculture through NDCs and National Adaptation Plans (SCALA) programme, funded by the German International Climate Initiative (IKI).

The programme was officially launched during a two-day inception workshop in September 2021, where key stakeholders discussed SCALA’s activities and objectives to be implemented over the next four years. The discussion centered on the agroecological solutions (such as composting), improving crop varieties, agroforestry and the importance of operationalizing the concept of “agripreneur”. To learn more about the national priorities discussed, the SCALA programme sat down with two technical advisers from the Ministry of Agriculture and Rural Equipment, Mr. Boubacar Drame and Mr. Younoussa Mballo, to unpack the opportunities and objectives of the programme.

SCALA: What are the key priorities for the agriculture and land use sector that have been outlined in your country's NDC?

Mr. Drame and Mr. Mballo: In the NDC, Senegal has emphasized the agriculture, livestock, fisheries and forestry sectors, which are all highly dependent on natural resources and land use (soil, water, biodiversity) and strongly threatened by climate change. Particularly in the crop production sector, the mitigation priorities are focused on the Intensive Rice Cultivation System, composting and assisted natural regeneration. Regarding adaptation priorities, we will focus on our most vulnerable ecosystems and populations and will work to increase their resilience to climate change impacts.

SCALA: What are the main obstacles encountered in achieving adaptation and mitigation objectives?

Mr. Drame and Mr. Mballo: In Senegal, there has been a low level of integration of the NDC and NAP priorities in the planning and budgeting process of the agriculture, livestock and fisheries sectors involved in climate action. Moreover, there is a lack of coordination and capacity in intersectoral planning and implementation of climate actions, which decelerates the advancement of adaptation and mitigation objectives. Another obstacle is the availability of data and information to actors, especially at the family farming level, on issues like climate risks and access to adaptation and mitigation measures. Lastly, there is a need to strengthen the information system measures for the effective monitoring and evaluation of transformative climate mitigation and adaptation actions.

SCALA: Senegal is part of the SCALA Programme. How can SCALA support the country in these efforts?

Mr. Drame and Mr. Mballo: Human capital is one of the priority pillars of the future vision of the Plan for Emerging Senegal . In this context, any programme contributing to the strengthening of organizational capacities contributes to the achievement of the development objectives of our country. Given that, Senegal plans to achieve its climate objectives in terms of land use and agriculture through the transformation of agri-food systems. The systemic approach adopted by the SCALA programme with all stakeholders constitutes an innovative approach to overcome obstacles and help define actionable priorities. Through fostering stakeholder commitments, the SCALA programme will further support the government of Senegal in accessing sustainable solutions, by considering cross-cutting issues and promoting synergies between ongoing initiatives.

SCALA: Keeping in mind the key priorities set for the agriculture and land use sector, where do you think the private sector can contribute the most?

Mr. Drame and Mr. Mballo: Establishing a dialogue with local communities and the private sector will catalyze more effective implementation of on-the-ground action planned in the NDC and sectorial NAPs. The private sector will also play a role in promoting risk reduction measures by creating funding mechanisms for sustainable mitigation/adaptation actions. We also wish to mobilize the private sector to invest in compost, organic materials and locally adapted varieties.

SCALA: In what ways has the COVID-19 pandemic affected the climate agenda in your country?

Mr. Drame and Mr. Mballo: The COVID-19 pandemic has affected the whole population, all sectors, and the economy. COVID-19 abruptly interrupted the implementation of many development goals and even annihilated the improvements noted in recent years in Senegal. This has resulted in redefining our priorities through the second Priority Action Plan in all sectors including agriculture, as well as other priority sectors as we recover the economy.

Senegal has a strong motivation to enhance its climate strategies and create more sustainable production patterns and food systems. To reduce GHG emissions and build resilience, Senegal will first create synergies between local community stakeholders and the private sector to reinforce acquired knowledge and build on good practices in terms of mitigation/adaptation to scale up action. The SCALA programme is supporting Senegal over the next four years to achieve climate plans through a national multi-stakeholder dynamic to build institutional, financial and technical capacities and foster transformation actions such as agroecology and agroforestry. It will work closely with other initiatives in the country such as the Global Environment Fund funded National Adaptation Plan , the Strengthening Agriculture Adaptation project and the Scaling up Agroecology projects.

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Toutes les ressources pour lancer son restaurant vegan 🥗

Mettez toutes les chances de votre côté pour monter un projet rentable.

Voici le Business Model Canvas pour votre restaurant vegan

Cet article a été écrit par un expert qui a étudié l’industrie et a confectionné le business plan pour un restaurant vegan

Vous retrouverez une analyse PESTEL complète, modifiable et sans copyright dans notre modèle de business plan

Nous avons rédigé de nombreux business plans pour des restaurants vegan .

Bien trop souvent, les gérants de ces établissements ne prennent pas le temps de structurer leur projet de manière claire et efficace.

Pourquoi? Parce qu'ils n'ont pas les bons outils et les bonnes structures. Parmi ceux-là, il y a le Business Model Canvas.

Qu'est-ce qu'un Business Model Canvas ? Est-ce que j'en ai besoin pour mon restaurant vegan ?

Soyons honnêtes avec vous.

Ce n’est pas un remède miracle, mais le Business Model Canvas est un outil précieux pour structurer votre projet de manière stratégique.

Il permet de visualiser l'ensemble des éléments clés de votre entreprise.

Si vous êtes sur le point d'ouvrir un restaurant vegan , utiliser un Business Model Canvas n’est pas juste utile, c’est indispensable.

Il vous aidera à :

• définir clairement votre proposition de valeur, comme une cuisine 100% végétale, locale et de saison
• identifier vos segments de clientèle, qu'il s'agisse de végétaliens convaincus, de flexitariens curieux ou de personnes soucieuses de leur santé
• structurer vos canaux de distribution, qu'il s'agisse de votre présence en ligne, de partenariats avec des producteurs locaux ou de services de livraison
• cerner vos principales sources de revenus, que ce soit la vente de plats à emporter, les repas sur place ou des ateliers de cuisine vegan
• mettre en lumière vos ressources clés, telles qu'un chef spécialisé en cuisine végétale, un réseau de fournisseurs bio ou un emplacement stratégique

Bien sûr, le Business Model Canvas ne garantit pas le succès à lui seul, mais il vous offre une vue d'ensemble claire et une feuille de route pour votre restaurant vegan.

Et si vous rédigez un business plan pour votre restaurant vegan , le Business Model Canvas est un excellent outil pour vous guider tout au long du processus.

Notre business plan pour un restaurant vegan vous aidera à réussir votre projet.

Des exemples pour chaque partie du Business Model Canvas d'un restaurant vegan

- Végétaliens et végétariens à la recherche d'options alimentaires - Personnes soucieuses de leur santé et de l'environnement - Groupes d'amis et familles intéressés par une cuisine innovante et durable

- Expérience culinaire unique avec des plats vegans créatifs et savoureux - Ambiance accueillante et moderne avec un personnel bien informé sur le véganisme - Ateliers de cuisine vegan et événements éducatifs sur la nutrition et la durabilité

- Restaurant physique - Réseaux sociaux (Instagram, Facebook) pour attirer et engager la clientèle - Services de livraison et partenariats avec des plateformes de livraison de repas

- Service personnalisé avec des recommandations de plats adaptés aux goûts et besoins nutritionnels - Programmes de fidélité pour clients réguliers - Organisation d’événements exclusifs (dîners thématiques, ateliers de cuisine vegan)

- Vente de plats et boissons vegan - Frais pour des ateliers de cuisine et événements privés - Ventes de produits dérivés (livres de recettes, produits alimentaires vegan)

- Sélection de produits frais et de qualité, issus de l'agriculture biologique et locale - Chefs et personnel formé en cuisine vegan - Local bien situé avec une ambiance moderne et accueillante

- Sélection et achat de produits alimentaires auprès de producteurs locaux et bio - Création de menus et d’événements culinaires innovants - Gestion de l'expérience client en salle (service, ambiance)

- Producteurs locaux et fournisseurs de produits bio - Associations et organisations promouvant le véganisme et la durabilité - Influenceurs et critiques dans le domaine de la cuisine vegan

- Achat de produits alimentaires bio et locaux - Coût du personnel (chefs, serveurs) - Frais d’exploitation (loyer, licences, marketing)

Nous avons également un article dédié à l'analyse SWOT pour ce projet

Ne confondez pas Business Model Canvas, Business Model et Business Plan

Vous êtes nombreux à vous tromper entre ces trois concepts : le business model, le business model canvas, et le business plan.

Le business model canvas, comme on vient de le voir, est un outil pratique pour résumer votre concept sur une seule page.

Vous y mettez vos segments de clientèle (végétaliens, personnes soucieuses de leur santé, amateurs de cuisine éthique), votre proposition de valeur (plats savoureux et 100% végétaliens, ingrédients locaux et bio, ambiance conviviale), et vos flux de revenus (vente de repas, ateliers de cuisine, abonnements à des repas hebdomadaires).

C'est visuel, rapide à remplir, et ça vous permet de voir en un coup d'œil si tout se tient.

Le business model, c'est simplement la manière dont votre restaurant vegan va gagner de l'argent.

Par exemple, allez-vous proposer uniquement des repas sur place, offrir des options de livraison, organiser des ateliers de cuisine vegan, ou peut-être vendre des produits dérivés comme des livres de recettes ou des ingrédients spécifiques ? C'est l'idée centrale de votre activité.

Enfin, le business plan, c'est un document beaucoup plus détaillé. Il inclut tout : votre stratégie marketing (comment attirer des clients dans votre restaurant), vos prévisions financières (ce que vous allez dépenser et gagner), et votre plan opérationnel (comment vous allez gérer les stocks d'ingrédients, le personnel, etc.). C'est celui que vous présenterez à un investisseur ou une banque.

En résumé : le business model, c'est le concept ; le canvas, c'est un outil de synthèse ; et le business plan, c'est votre feuille de route complète.

Des exemples de Business Model Canvas complétés pour des restaurants vegan

Un business model canvas pour un restaurant vegan gastronomique.

Fournisseurs de produits bio et locaux, chefs spécialisés en cuisine vegan, associations de promotion de l'alimentation durable, distributeurs de produits vegan.

Création de menus gastronomiques vegan, formation continue des chefs, organisation de soirées dégustation, promotion de la cuisine vegan à travers des ateliers culinaires.

Offrir une expérience culinaire raffinée et innovante, mettant en avant des plats vegan élaborés avec des ingrédients de qualité supérieure.

Fidélisation par des événements exclusifs, ateliers de cuisine vegan, programme de fidélité pour les clients réguliers.

Site web, réseaux sociaux, collaborations avec influenceurs culinaires, événements gastronomiques.

Gourmets soucieux de leur santé, amateurs de cuisine innovante, consommateurs urbains intéressés par une alimentation durable.

Achat de produits bio et locaux, rémunération des chefs, coûts de formation continue, investissements en marketing digital.

Vente de repas gastronomiques, organisation de soirées dégustation, ateliers de cuisine vegan.

Un Business Model Canvas pour un restaurant vegan fast-casual

Fournisseurs de produits frais et locaux, entreprises de livraison, partenaires technologiques pour les commandes en ligne, influenceurs vegan.

Préparation rapide de plats vegan, gestion des commandes en ligne et des livraisons, promotion de la cuisine vegan à travers des campagnes marketing.

Offrir des repas vegan savoureux, rapides et abordables, adaptés à un mode de vie urbain et actif.

Programme de fidélité, interactions régulières sur les réseaux sociaux, offres spéciales pour les clients réguliers.

Application mobile, site web, réseaux sociaux, partenariats avec des plateformes de livraison.

Jeunes professionnels, étudiants, consommateurs soucieux de leur santé et de l'environnement.

Achat de produits frais, coûts de livraison, investissements technologiques, coûts de marketing digital.

Vente de repas vegan, commandes en ligne, abonnements pour des repas réguliers.

Un Business Model Canvas pour un restaurant vegan de terroir

Producteurs locaux, coopératives agricoles, associations de promotion des produits du terroir, distributeurs de produits artisanaux.

Création de menus mettant en avant les produits locaux, organisation de rencontres avec les producteurs, événements de dégustation axés sur le terroir.

Valorisation du savoir-faire local à travers une cuisine vegan authentique, mettant en avant la qualité et l'origine des ingrédients.

Organisation de dégustations exclusives avec les producteurs, événements locaux, abonnements pour découvrir régulièrement des plats de terroir.

Publicité locale, réseaux sociaux, partenariats avec des événements régionaux, présence dans les foires gastronomiques.

Amateurs de produits locaux, consommateurs attachés au terroir, touristes à la recherche d’expériences authentiques.

Approvisionnement en produits locaux, partenariats avec les producteurs, coûts de promotion locale et événements, coûts logistiques liés aux circuits courts.

Vente de repas de terroir, organisation de soirées dégustation, abonnements pour des coffrets de produits locaux.

Un Business Model Canvas vierge à télécharger gratuitement

Si vous ne souhaitez pas modifier le Business Model Canvas de notre business plan, vous pouvez télécharger celui-ci et la remplir avec vos propres éléments.

Bonne utilisation du Business Model Canvas et bon business plan !

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