The Integrated Seed Sector Development in the Sahel (ISSD Sahel) project, operational in Mali and Niger since late 2020, set out with a clear but complex mission: to improve smallholder farmers’ access to and use of quality seed. In West Africa, both the availability and the utilization of improved seed remain persistent challenges. Seed may not be sufficiently produced or distributed, and even when available, it may not be trusted, affordable, or accessible to the farmers who need it. By targeting both ends of the seed value chain, ISSD Sahel aimed not only to increase the production of quality seed, but to ensure it reaches and is used by those who depend on it.

To address these challenges, ISSD Sahel implemented a five-pronged approach:

• Increasing the supply of early generation seed; 

• Strengthening the capacity of seed enterprises and cooperatives to produce certified seed; 

• Promoting the actual use of quality seed among farmers; 

• Supporting policy improvements to foster a more enabling business environment; 

• Building stronger links between domestic seed actors and international markets, particularly Dutch seed companies. 

This combination of technical, institutional and market-oriented interventions was designed to lay the groundwork for a more robust and inclusive seed sector in the region.

Collaboration was central to ISSD Sahel’s implementation. The project was led by IFDC and implemented in partnership with KIT Royal Tropical Institute, Sasakawa Africa Association (SAA), and ICRISAT. Together, these organizations brought complementary expertise in seed systems development, capacity building, and agricultural research. Dutch seed companies such as East-West Seed and Bakker Brothers were also engaged to explore market linkages and technology transfer opportunities. While Wageningen University and Plantum were not part of the core consortium, they were consulted on specific activities. This multi-actor setup allowed the project to operate across both formal institutional frameworks and more localized, informal networks of seed production.

Over its implementation period, ISSD Sahel recorded several meaningful outcomes. With the support of national research institutions, the availability of early generation seed improved significantly. This was a foundational achievement, as this category of seed is critical for the production of quality certified seed. Seed enterprises and cooperatives received technical assistance and training that helped professionalize their operations, resulting in more consistent and reliable seed production. The project also introduced measures to boost sales and marketing, including the rollout of small packaging formats and the establishment of both fixed and mobile seed sale points. These innovations made seed more accessible to smallholder farmers, especially women and youth, and expanded the market reach of local producers.

One of the most notable outcomes was the project’s unexpected but important role in facilitating access to finance for seed cooperatives. While this had not been part of the original project design, growing demand from local actors prompted the team to act. By presenting cooperatives’ business plans and vouching for their operational progress, the project helped position them as credible loan recipients in the eyes of local banks. This approach led to 22 cooperatives in Mali securing financing, with several already beginning repayments. The experience highlights how programmatic flexibility can generate impactful solutions when implementers remain responsive to emerging needs.

Despite these successes, ISSD Sahel faced significant implementation challenges. One of the most pressing was the issue of security. Large parts of Mali and Niger remained inaccessible due to conflict and instability, particularly for international staff. As a result, IFDC and its partners relied on local NGOs to carry out activities in these regions. These organizations, more mobile and less encumbered by security restrictions, were essential to maintaining a presence on the ground. A second major constraint was access to finance. Many cooperatives lacked the capital or collateral needed to secure loans, limiting their ability to invest in seed production. While the project made strides in addressing this gap, systemic financial barriers remain a persistent hurdle in the region.

Several lessons emerged from these experiences that may be valuable to other seed sector initiatives. Increasing the number of seed sale points and offering smaller packaging sizes proved essential for improving local distribution and affordability, especially in areas where producers struggled to reach smallholder farmers. Similarly, supporting rural cooperatives to produce and market quality seed locally helped bring improved varieties closer to the communities that need them most. These strategies, adapted in part from exposure visits to Uganda and Burundi, underscore not only the value of localized approaches but also the importance of cross-country learning. Seed sector development projects benefit greatly from drawing on each other’s experiences, adapting proven models to new contexts and challenges.

While the team is exploring options for a second phase, ISSD Sahel is now formally concluding its current activities. Insecurity in parts of Mali and Niger restricted field access and data collection, limiting the ability to fully capture the project’s outcomes. Even so, the initiative introduced important innovations, such as introducing pre-order systems adapted from Burundi, which enabled seed producers to better plan their production cycles, and supporting smallholder-oriented packaging and marketing strategies. It also fostered local entrepreneurship and helped demonstrate how informal and semi-formal actors, like rural cooperatives, can play a formal role in strengthening seed systems. For those working in similarly fragile contexts, ISSD Sahel offers practical lessons in adaptability and resilient project design.