Vegetable business networks empower women and youth: a new report highlights lessons from East Africa
Vegetable production and marketing offer a viable avenue for women and youth in East Africa to generate income through self-employment. Compared to other agricultural activities, vegetables yield higher earnings per square meter than most other crops. Access to land is a major obstacle for youth and women; however, small plots can often be leased. Vegetables grow quickly, especially leafy varieties, providing a fast return on investment—a crucial factor for youth, who may lose interest without immediate financial results. But vegetable production and marketing are economically viable only when markets are conducive and reliable. One solution is for farmers to organize into groups to exchange market information and increase their bargaining power with traders, but this requires organizational and leadership skills, a shift in mindset to accept diverse roles within the group, and trust among members.
To address these challenges, the Veggies 4 Planet & People (V4P&P) project, coordinated by WorldVeg in collaboration with SNV and funded by the IKEA Foundation, developed the vegetable business network (VBN) concept in 2020. In addition to fostering social cohesion and market access, the project added innovation to vegetable production and the entire value chain by integrating regenerative agriculture, making vegetable farming more environmentally friendly, safer to handle, and healthier for consumption.
What are vegetable business networks?
The vegetable business network (VBN) model is a structured approach designed to enhance employment and income opportunities for women and youth by integrating regenerative agricultural practices, business development, and market linkages. It fosters entrepreneurship, financial inclusion, and policy engagement to create resilient vegetable enterprises. Vegetable business networks (VBNs) are farmer-led groups designed to strengthen market access and enhance the profitability of vegetable farming, particularly for women and youth in Kenya and Ethiopia. These networks bring together key players in the vegetable value chain to improve business opportunities, knowledge exchange, and financial inclusion. The main purpose of VBNs is to generate income and employment for women and youth by organizing them into structured clusters based on the agribusiness cluster approach developed by the International Centre for Development-Oriented Research in Agriculture (iCRA). This model connects vegetable producers with key actors in the local vegetable value chains, including agro-input providers, microfinance institutions, traders, wholesalers, retailers, and technology providers, creating a well-integrated market system.
This report summarizes results from experiences over five years with the 229 VBNs established, incorporating not only producers but also other key actors in the local vegetable value chains, including agro-input providers, micro-finance institutions, information and technology providers, traders, wholesalers, and retailers. Each VBN consists of 20 to 50 members, primarily women and youth interested in developing viable vegetable businesses. The VBNs are guided by business coaches who receive intensive training in regenerative agricultural technologies and business development skills, which they, in turn, pass on to VBN members and other farmers. These coaches also act as facilitators, linking VBNs to markets and business services, such as input suppliers, financial services, and market information.
The project targeted vegetable-producing areas within a 120 km radius of three major cities: Nairobi and Kisumu in Kenya and Addis Ababa in Ethiopia. These cities offer high vegetable demand, and limiting the transportation radius helps reduce the carbon footprint. The VBN approach has been well received by partners and development organizations. A case study by AMEA, a network of NGOs working with farmer organizations, concluded: “The establishment of effective VBNs in the agricultural sector can serve as a model for replication across different regions and crops. The collaborative approach employed in this project, where farmers, distributors, and other stakeholders optimize the supply chain and distribution together, can be applied to other agricultural sectors, promoting efficient resource allocation, reducing waste, and ensuring fair compensation for all parties involved”.
A core aspect of the model is capacity building and knowledge transfer. Business coaches, selected from within the community, receive continuous mentorship to develop sustainable business support services. Training covers key areas such as regenerative agriculture—focusing on soil health, integrated pest management, water management, seed production, and post-harvest handling—as well as business and social skills, including leadership, marketing, and entrepreneurship. Additionally, business coaches are trained in monitoring and evaluation (M&E) to track progress and outcomes effectively. Central demonstration plots serve as training hubs for practical learning, while learning plots established at the VBN level facilitate hands-on experimentation and innovation.
The model also emphasizes market linkages and enterprise growth, equipping VBN members with an understanding of value chains and the importance of trust among market actors. Given the diversity of market opportunities—including wet markets, niche markets, digital platforms, and direct farm sales—field officers and business coaches play a crucial role in guiding VBNs toward the most viable options. Additionally, aggregation centers, strategically located near major markets, provide collective marketing opportunities for farmers. However, their success depends on strong management capacity rather than just infrastructure. Participatory Guarantee Systems (PGS) further support market access by distinguishing agroecologically grown vegetables from conventional produce, enhancing consumer confidence and demand.
Financial access remains a key factor in sustaining and expanding vegetable enterprises. To address this, VBNs are linked to various financial mechanisms, including village savings and loan associations (VSLAs), which enable members to access small loans on a rotational basis. Additionally, VBNs can partner with agricultural equipment suppliers offering credit facilities or leverage digital platforms that provide financing based on transaction records. Where traditional financing is insufficient, co-investment opportunities allow businesses to scale, with entrepreneurs required to contribute at least 50% of the investment while the project finances the remainder.
Recognizing that policy barriers can hinder business growth, the model incorporates policy engagement and advocacy to address restrictive regulations, such as government-imposed limitations on seed trade and biopesticides. Rather than working in isolation, the project collaborates with like-minded NGOs, research institutions, and policymakers to advocate for enabling policies. Providing evidence through policy briefs and reports strengthens the case for reforms that support small-scale vegetable enterprises.
The model includes a clear sustainability and exit strategy for long-term impact. VBNs are structured to operate independently, with sustainability hinging on strong leadership, social cohesion, and financial viability. Additionally, business coaches are encouraged to develop their business development services to continue supporting VBNs beyond the project’s lifespan. In cases where external coaches are engaged, their mentorship responsibilities gradually transition to their employing organizations to ensure continuity.
In conclusion, the VBN model presents a practical and scalable solution for empowering women and youth through sustainable vegetable enterprises. The model fosters economic resilience, regenerative agriculture, and food security by integrating capacity building, financial access, market development, and policy engagement. Its structured approach ensures that VBNs evolve into self-sustaining networks that continue to drive employment and income generation beyond the project’s intervention.
This report is an output of the Veggies 4 Planet & People (V4P&P) project. Funding for this research was provided by the IKEA Foundation and long-term strategic donors to the World Vegetable Center: Taiwan, United Kingdom, United States, Australia, Germany, Thailand, Philippines, South Korea, and Japan.
