Result areas

Delivering outcomes

We defined four result areas as part of our 2016-2020 strategy: good practices, robust infrastructures in agriculture, mining and industry, landscape innovations, and enabling policy environments. These four areas contribute to two overarching aims: sustainable and inclusive sectors, and sustainable landscapes. Good agriculture practices will remain a focus point for Solidaridad's work in the years to come. We can only make a difference in the field by working directly with farmers.

Participants in a better practices workshop for gold miners in Busia, Uganda
  • Good practices

    To support the adoption of good practices at scale, we set up multi-stakeholder partnerships and public-private partnerships. We also provide digital solutions to access knowledge and support. And we enable impact investment, mobilizing a blend of grants, equity, and credit to obtain sustainable financial support. 

    In 2019, we provided good practices support to over 700,000 small scale farmers and workers. This translated into bringing 1.9 million hectares under sustainable management practices. We also supported 350 local companies in good social and environmental management at the mill and factory level. Employers began implementing and enforcing health and safety measures, providing personal protective equipment, formalizing contracts, regulating working hours and payments and incorporating grievance procedures. To support the adoption of good practices at scale, we set up multi-stakeholder platforms and public-private partnerships. We also provide digital solutions to access knowledge and support. By 2019, most of our projects embraced digital solutions, such as remote sensing, a cattle grading app, and our business solution to record farm investments and costs. These digital solutions reached about 130,000 people, helping them manage their businesses and make informed decisions.

  • Robust Infrastructures

    This year, we directly supported 791 service providers. They included individual entrepreneurs, small and growing businesses, producer groups and cooperatives, and extension agencies. This directly increased access to inputs, knowledge, credits and other agri-services for about 270,000 producers.


    As in previous years, our Robust Infrastructure intervention strategy aimed at providing and enhancing producers’ access to necessary services, inputs, knowledge, and capital as well as markets. We developed new service infrastructure, including rural service centres in Ghana and Liberia, and individual (youth) entrepreneurship in service delivery, such as haulage and planting services in South Africa, and a women’s resource centre in India. Producer groups and cooperatives continued to play an important role in aggregating demand for services and inputs, and aggregating supply, thereby creating important economies of scale for small-scale producers. We supported existing producer organizations and cooperatives to develop services such as formalization support, cluster farming, and collective selling. Where national extension services existed, we engaged with them to develop and adapt to new support methodology and proven concepts.

  • Enabling policy environment

    Solidaridad is committed to policy engagement. We have a number of approaches available to us, depending on the context, the existing relationship between the decision makers and the stakeholders, and the sensitivity of the issue being addressed.

    We built and empowered networks – we enabled civil society, producer organizations, and local government authorities to participate meaningfully and contribute to the dialogue by improving their knowledge and understanding, negotiation skills and resources. We also provided advice, support, and practical tools to public and private decision makers to improve policy making and enforcement. Establishing multi-stakeholder platforms and other structures which facilitate dialogue was another crucial focus area. We brought together key stakeholders to increase mutual understanding and recognition, and to identify opportunities to commit to joint action to address (pre-competitive) sustainability issues. In 2019, we convened, participated and joined stakeholders in about 142 multi-stakeholder platforms to discuss and define required policy frameworks. We directed our support to a diverse range of stakeholders, the majority being producer and local civil society organizations, but also grassroot organizations and governmental institutions.

  • Landscape

    We address policy related, environmental, and finance issues prevalent in landscapes. We bring together stakeholders who are either contributing to these issues, or experiencing the consequences. In 2019, we piloted solutions related to water management, deforestation, and land degradation.

    This year, we succeeded in improving management practices on over 1.9 million hectares of land, both on the farms and across the wider landscapes where we work. We brought together 202 stakeholders and piloted a wide variety of solutions. For example, in the Kilimanjaro Landscape programme in Tanzania we piloted a land governance assessment using a scenario modelling tool designed by the Netherlands Environmental Assessment Agency (PBL). This predicts future trends and trade-offs in land use, and recommends improved governance arrangements for sustainable land and water management. We also focused on capacity building for our own landscape specialists and external partners. Training opportunities included a ‘Securing rights in landscapes’ workshop developed in partnership with Wageningen University’s Centre for Development Innovation.