Roadmaps for tracking impacts of climate-smart investments. Insights from African small and medium-sized agribusinesses Andreea Nowak | December 2024 Content About this report INTRODUCTION 03 PART 1: A PRACTICAL APPROACH TO IMPACT MEASYREMENT & TRACKING 05 PART 2: THE IMPACT JOURNEY: INSIGHTS FROM AICCRA-SUPPORTED AGRIBUSINESSES 20 Overview of agribusinesses supported by AICCRA 21 Pain points 23 Activities 25 Results 27 Impacts 29 Learnings from using the approach 31 The approach 06 Map the impact pathway 08 Identify indicators 15 Collect & analyze data 17 Use data & information 19 MOVING FORWARD 33 Introduction Impact measurement and tracking is a critical framework for understanding and assessing the contributions agribusinesses make to smallholder farmers, their communities, and the environment. Unlike traditional business metrics that focus solely on financial returns, impact measurement expands the lens to encompass the social, environmental, and climate benefits generated by agribusiness activities. It moves beyond profit to capture meaningful changes that align with sustainability and resilience goals. Impact measurement helps to assess and quantify several goals, including: climate adaptation and resilience, capturing the capacity of farmers and ecosystems to adapt to climate risks while maintaining productivity; climate mitigation, capturing efforts to reduce greenhouse gas (GHG) emissions and implement practices that promote carbon sequestration; socio-economics, capturing the broader impacts on communities, including improvements in farmers' livelihoods, job creation, gender equity, and overall well- being; the natural environment, capturing the positive impacts on environmental sustainability, such as enhanced soil health, increased forest cover, better water resource management, and biodiversity conservation, among others. 3 For agribusinesses, measuring these impacts provides a dual benefit. It allows them to evaluate their contribution to pressing global challenges like climate change, food security, and biodiversity loss. Moreover, it makes them more attractive to investors who increasingly prioritize environmental, social, and governance criteria in their decision-making. By showcasing clear, evidence-based impacts, agribusinesses can secure funding, strengthen stakeholder trust, and build supply chain resilience. This report showcases an innovative approach we developed to empower agribusinesses in measuring and tracking their impacts on people and the environment, in a changing climate context. We summarize key elements and steps of the impact measurement process, which have been elaborated in more detail elsewhere (see https://aiccra.cgiar.org/)/. In the second part, we provide insights from collaborating with over fifty Africa-based agribusinesses between 2022 and 2024, who joined us on this journey of impact measurement. By distilling key elements of their diverse impact priorities, we aim to highlight the breadth of positive change that the agribusiness sector can drive across the continent, while also offering inspiration and practical guidance to those just beginning their own journey. Finally, we conclude by discussing critical learnings to strengthen the integration of impact measurement into agribusiness strategies, ensuring they contribute to more sustainable and resilient food systems. 4 https://aiccra.cgiar.org/)/ Part 1: A practical approach to impact measurement and tracking 5 Impact measurement approach 6 Our approach to impact measurement is centered on the concept of an impact pathway—a structured framework that maps the journey from business activities to long-term systemic changes. An impact pathway (see next pages) provides a narrative and visual representation of the mechanisms through which an organization addresses specific risks and challenges, contributing to meaningful results and impacts. Key steps of impact measurement include: Craft an impact pathway: Develop a compelling narrative linking business activities to local challenges, desired results and impacts. Identify indicators: Select relevant and feasible indicators and metrics to track activities and assess progress toward goals. Collect and analyze data: Establish data collection and analysis systems that are efficient, robust, and cost-effective. Use impact data: Leverage findings to inform decision-making, improve operations, and communicate with stakeholders. 7 Several principles guide our approach to impact measurement and tracking, including: RELEVANCE: Indicators and pathways must align with business goals, local contexts in which organizations operate, and investor expectations. PRACTICALITY: Impact measurement and tracking systems should be sustainable within the resource constraints of an organization. TRANSPARENCY AND ACCOUNTABILITY: Honest reporting, including acknowledging limitations, is essential for credibility. ADAPTABILITY: Systems must be flexible to accommodate changing conditions in an organization and the external environment (e.g., beneficiaries), as well as learnings from the processes. BALANCE BETWEEN SIMPLICIRY AND RIGOR: Practicality should not compromise the robustness needed for credibility and impact. 1. Map the impact pathway The impact pathway is a tool that helps organizations strategically plan their activities in alignment with intentional changes they seek to achieve in a community, region, country; and to communicate this change process in a simple, clear, and effective manner. The impact pathway is also known as impact or results chain Fig1. Key components of an impact pathway and questions they help to answer. Key pathway elements (circles) are connected to one another through logical linkages (arrows) 8 Pain points Responsive activities Realistic results Intentional impacts The pathway shows, in a logical order, how daily activities respond to existing pain points (or risks) and how they translate into tangible results and impacts. The impact pathway framework is like a "storyboard" that illustrates the causal chain from initial actions (activities) to ultimate desired changes (impacts) (Fig 1). WHAT IS THE PROBLEM? E.g.: Smallholder farmers in drought-prone regions face declining yields due to climate change, threatening food security and exacerbating poverty. WHAT IS THE SOLUTION? E.g.: An agribusiness introduces drought-resistant crops and provides training on sustainable farming practices, helping farmers adapt to changing climate conditions. HOW IS CHANGE CREATED? E.g.: These interventions help achieve higher yields, reduced environmental impact, and improved economic resilience for farmers, fostering long-term sustainability. ImpactsActivitiesPain points Results extensive, frequent droughts insufficient water for ag decreasing yields loss of livelihoods produce solar irrigation pumps commercialize solar pumps commercialize tolerant seeds farmer technical assistance farmers install pumps increased irrigated crop area increased/ stable yields increased/ stable incomes farmers use tolerant seeds enhanced water use efficiency climate-resilient production climate-resilient livelihoods low availability of seed 9 Fig 2. A visual summary of an impact pathway for an agribusiness investing in solar pumps for irrigation. Pain points (risks) The second approach (Approach 2) focuses on conducting in-depth risk assessments which is a more thorough approach, appropriate for larger-scale, long-term projects or when detailed, scientifically rigorous data is required. This method is better suited for securing funding, compliance, and long-term adaptation strategies. Use Case Approach 1: Existing knowledge / stakeholder input Approach 2: In-depth risk & impact assessments Reporting (unless detailed, high-stakes reporting) Funding requests Internal decision- making (for short-term) (for long-term) Market positioning & Communication (if aiming for market leadership) Risk tracking and evaluation Risk-based regulatory compliance Strategic partnerships 10 The starting point of any impact pathway is identifying the core challenges that agribusinesses seek to address. These pain points serve as a justification for the business’s existence, outlining why its efforts are essential. We distinguish between climate pain points or risks, such as extreme weather events such as droughts or floods directly threaten agricultural productivity, food security, and livelihoods; and social and environmental spillover risk, which refer to broader societal challenges like malnutrition, school dropout, and displacement, which are often magnified by climate impacts. There are two key approach to assessing pain points. One is focused on leveraging existing knowledge (Approach 1). This involves reviewing available reports, scientific literature, and stakeholder input. It is ideal for early-stage assessments or projects with limited budgets or timelines, and useful for small- scale projects, public communication, and general understanding. Activities (solutions) Designing an effective impact pathway hinges on identifying solutions that bridge the gap between climate risks and desired outcomes. Activities are the interventions agribusinesses implement to address climate challenges, build resilience, and create positive environmental, social, and economic change. They embody an organization’s unique value proposition, showcasing how it drives meaningful impact. The process begins with evaluating existing strategies and practices that the agribusiness is implementing and that address climate risks. Tools such as the Africa Agriculture Adaptation Atlas or the Climate Risk Planning & Managing Tool (CRISP) provide evidence on which adaptation strategies might be fit to address certain climate risks. Such resources can help agribusinesses benchmark their efforts, identify gaps, and refine their approach to align with industry best practices. 11 Effective solutions are those that directly address specific climate risks while remaining practical and impactful. For example, drought-prone regions might prioritize water-efficient practices such as rainwater harvesting or adopt drought-resistant crop varieties. Conversely, areas facing frequent flooding may turn to resilient infrastructure or ecosystem-based approaches like wetland restoration. By linking each solution to its corresponding risk, agribusinesses ensure their interventions are not only relevant but also strategically positioned to deliver measurable impacts. This approach highlights how businesses can address immediate challenges while contributing to broader resilience goals. Results Results are the measurable, short-term or intermediate outcomes of implementing solutions, offering the first tangible evidence that an impact pathway is realistic. They provide a first a snapshot of progress and critical insights into whether interventions are effectively addressing climate risks and laying the groundwork for sustained impact. Results encompass improvements in areas such as production, resource use, environmental benefits, social and learning aspects (see Part 2). For example, the adoption of drought-resistant crops might lead to increased yields in water- scarce areas, while the use of adequate irrigation systems may reduce water usage and enhance resilience to variable rainfall patterns. Effective results are characterized by their: • RELEVANCE: They directly address climate risks and align with the business’s mission. • FEASIBILITY: Achievable within existing resource and capacity constraints. • SCALABILITY: Capable of being expanded to broader operations or regions. • MEASURABILITY: Backed by clear data to assess progress and performance. • STAKEHOLDER VALUE: Resonating with the needs of farmers, investors, and communities. By focusing on actionable and measurable results, agribusinesses can build a foundation for long-term success, ensuring their impact pathways are robust, adaptable, and resilient. 12 Impacts Impacts are the enduring, broad changes that develop over time, link to the agribusiness activities, but are also heavy influenced by external factors beyond their control, such as market dynamics, government policies, or environmental conditions. Unlike immediate outcomes or results, impacts represent systemic shifts that align with broader global goals, such as climate resilience, food security, or conservation. 13 Social equity and justice, enhanced food security and health of communities, strengthened social and community networks, etc. Increased/ stable farmer incomes over time, increases in employment or job opportunities, access to markets, etc. Improved ecosystem health, reduced soil degradation, increased biodiversity, improved soil/ water quality, etc. Reduced pest and disease outbreaks, livestock mortality, increased/ sustained agricultural productivity over time, etc. Reduced production exposure to extreme events, increased climate adaptive capacity of people, reduced greenhouse gas emissions, etc. Impacts can be positive, such as improved nutrition, or negative, such as biodiversity loss or increased greenhouse gas emissions. They typically manifest at larger scales— affecting entire communities, ecosystems, or economies— and persist over a longer duration. See below illustrative examples of impacts. CLIMATE AGRONOMIC ENVIRONMENT ECONOMIC SOCIAL Key characteristics of impacts: BROAD REACH: Impacts resonate across larger interconnected systems, influencing not just individuals but entire communities, ecosystems, and economies. They often generate ripple effects, amplifying benefits beyond the immediate scope of the intervention. SUSTAINABILITY: Impacts last over time, continuing to deliver benefits well beyond the initial effort or intervention. They are built to remain effective without constant external support. ALIGNMENT WITH GLOBAL GOALS: Impacts are frequently interconnected with global frameworks such as the Sustainable Development Goals (SDGs), supporting broader objectives like poverty reduction, climate action, and sustainable resource management. COMPLEXITY: Unlike results, impacts are harder to directly attribute to one agribusiness only and may be more complex to quantify, due to the longer, uncertain timeframes that they take to be achieved. 14 2. Identify indicators Once the impact pathway is mapped, the next step is to identify the right indicators to measure success. These indicators serve as the benchmarks for tracking progress along the impact pathway. Therefore, we distinguish between: 15 Activity indicators measure the execution of activities, such as number of farmers trained, amount of product sold, revenue from sales, etc. Impact indicators measures long-term, large- scale changes, like improved community resilience, food security, or environmental restoration. Results indicators measure immediate or intermediate outcomes, like increases in crop yield, of water availability, employment, etc. Activities Impacts Fig 3. Typologies of indicators linked to impact pathway elements Results 16 Indicators must be carefully selected based on the specific goals and context of the organization. At this stage, systems to track these indicators may not be fully established, but the process of mapping them out is essential for future monitoring. Given resource constraints and the complexity of measuring numerous variables, one should filter through potential indicators. Some prioritization criteria to consider include: RELEVANCE: Does the indicator directly align with the impact pathway? AVAILABILITY: Is the data for this indicator readily available or easy to collect? SCALABILITY: Can the indicator be tracked over time and across scales (households, project, company portfolio)? FEASIBILITY: Are there simpler indicators that can be tracked in the short term before moving to more complex metrics? Other common principles of good performance indicators refer to: • SMART (Specific, Measurable, Attainable, Relevant, Time-bound) • CREAM (Clear, Relevant, Economic, Adequate, Monitorable) 3. Collect & analyze data This stage involves testing the impact pathway by collecting data on the indicators selected (see step 2). The purpose of this step is to understand the extent to which the implemented interventions (activities) are achieving expected results (and impacts, if the case), as outlined in the pathway. This means collecting quantitative and qualitative data that reflect both short-term outputs and longer-term impacts. We encourage to start small, testing easy-to-collect indicators, and gradually building their infrastructure to collect more difficult and robust data over time). Once data is collected, data analysis will help show if assumptions in the impact pathway hold true. This could involve basic descriptive statistics, trend analysis, or more advanced techniques such as regression models to understand what drives certain outcomes and impacts. 17 18 Agribusinesses can rely on various data sources, here are the most common ones: SECONDARY DATA. This involves using existing reports, studies, and databases to gather contextual information. This method is cost effective but may lack specificity for the business’ context BUSINESS OPERATIONS DATA. Collecting data on business operations, such as the number of farmers reached, or volume of products sold. Oftentimes, this is the long-hanging fruit for most agribusinesses. SPECIALIZED SURVEYS/INTERVIEWS. Gather firsthand insights from farmers, communities, and other stakeholders. These can provide deep insights but are time-consuming and may be subject to biases. REMOTE SENSING DATA. Using satellite/drone imagery or aerial photography to monitor land use, crop health, weather patterns, etc. Provides large-scale, real-time insights, but requires technical expertise to analyze. FIELD MEASUREMENTS, CONTROLLED EXPERIMENTS. Involves collecting data in controlled settings to assess specific interventions. Offers direct evidence but can be costly and logistically complex. 4. Use data & information 19 This final step involves turning the data and insights gathered into actionable business strategies and communication tools. The ultimate goals of validating and refining the impact pathway are to: Refine organizational or business models by using data to adjust strategies and interventions, based on what works and what doesn’t Craft compelling narratives for investor pitches, marketing materials, and stakeholder communications, highlighting the tangible results and broader impacts of the organization’s investments. Use the insights to continuously refine the impact pathway and align the organization’s/ business development and growth strategy with long-term sustainability goals Part 2: The impact journey. Insights from AICCRA-supported agribusinesses 20 21 414 18 b. Growth Scaling Start-up Rwanda (33) Zambia (16) Kenya (8) Zimbabwe (3) Uganda (2) Malawi (1) a. Fig 4. Geographical representation (a), development stage (b) and core innovations (c) of agribusinesses engaged in accelerator programs* *Numbers represent number of agribusinesses participating in the accelerator programs (N=63) c. financial services, 3 seed systems, 2 storage solutions, 1 The insights presented over the next pages are the result of our work with four distinct cohorts of African agribusinesses, supported through tailored technical assistance under the AICCRA Program, including: AICCRA Zambia (2022), CGIAR Food System Accelerator (2023 and 2024), and the Rwanda Adaptation Accelerator Program (2024). Over the course of these initiatives, we engaged with 63 African agribusiness representatives from various sectors, including crop production, agroforestry, and post- harvest innovations (Fig 4, 5). These agribusinesses were competitively selected for their active engagement in climate- resilient agricultural value chains and their commitment to advancing societal and environmental outcomes. Through the Accelerator programs, participants—representing small and medium-sized agribusinesses in sub-Saharan Africa— were equipped with the tools and knowledge to enhance their climate-smart business operations. The programs also focused on preparing these businesses to become "investor ready," helping them secure additional funding while integrating robust scientific evidence into their business strategies to boost credibility and appeal to potential investors. The capacity building on impact measurement and tracking involved webinars, online labs, and one-on-one technical assistance summarized in Part 1. These were delivered as part of broader training programs lasting two to four months. While all support was virtual, team representatives attended key events like onboarding sessions and pitch days. 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 22 Fig 5. A diversity of crop and livestock products form the core of agribusiness models *Numbers represent number of agribusinesses participating in the accelerator programs (N=63) livestock & fisheries cereal crops & legumes roots & tubbers vegetables & spices fruits & nuts agroforestry & cash crops other Pain points (risks) 23 Agribusinesses face a wide range of challenges, with climate risks emerging as the most frequently mentioned and pervasive (Fig 5). These risks include drought, prolonged dry periods, unpredictable and variable rainfall, very high temperatures, and heavy rains leading to soil erosion and landslides. For example, drought and unreliable rainfall are recurrent concerns that disrupt water availability, crop growth, and yields, directly threatening farm productivity. High temperatures exacerbate these challenges by stressing crops and livestock, while heavy rains not only damage infrastructure but also degrade soil health through erosion. These climate-related challenges create cascading effects across the agricultural value chain, from input supply to final market delivery. Agribusinesses that are directly engaged in farm production or work closely with smallholder farmers tend to be more aware of these risks. They frequently cite concerns such as declining soil fertility, limited soil water retention capacity, and inadequate irrigation systems, which are directly tied to climate stressors. For instance, degraded soils and insufficient water resources limit the effectiveness of farming practices, making it harder for producers to maintain sustainable yields. On the other hand, agribusinesses that operate further along the value chain, such as those focusing on market access, logistics, or processing, are less likely to explicitly identify climate risks. Instead, they tend to highlight challenges such as high post-harvest losses due to inadequate storage facilities or unstable market conditions caused by fluctuating prices and unreliable logistics networks. Other significant challenges include financial constraints, such as a lack of access to capital, high initial investment costs, and working capital shortages, which limit agribusinesses' ability to invest in improved inputs, infrastructure, or technology. Market- related issues are also prominent, with frequent mentions of limited access to stable and profitable markets, insufficient market information, and volatility in prices. Operational inefficiencies, such as inadequate post-harvest handling techniques, poor storage facilities, and high levels of food waste, further strain agribusiness operations, reducing profitability and sustainability. The absence of a clear climate rationale for many agribusinesses highlights the need for simple tools that can quickly identify climate impacts and cascading risks across social, economic, and market systems. These tools would enable agribusinesses to integrate climate considerations into their long-term strategies and build resilience into their operations, reducing the uncertainty and vulnerability associated with climate change. 24 Fig 6. Categories of key pain points addressed by agribusinesses with examples (italics). Number indicates the percentage of agribusinesses focusing on the pain point typology (N=58). One agribusiness typically focuses on more than one pain point. drought unreliable, unpredictable rainfall patterns heavy rain and landslides high temperatures, heat soil erosion water scarcity limited access to irrigation systems low soil water retention capacity water use inefficiency degraded, low fertility soils lack of access to weather forecasts lack of knowledge and skills in climate-smart agriculture limited awareness of climate-smart agriculture lack of skills in modern agric. & processing techniques poor farming methods and techniques lack of access to high-quality farm inputs (e.g., fertilizer, seed) overuse and underuse of fertilizers insect infestations in plantations poor post-harvest handling & storage techniques food loss and waste open dumping of food waste lack of access to markets and services market volatility and unstable prices lack of market information livelihood losses, poverty low farmers incomes limited economic opportunities for women and youth malnutrition and food insecurity lack of access to finance high initial setup costs inadequate and limited access to technology lack of adequate farm infrastructure (e.g., cold storage) inadequate facilities affecting livestock health dependency on charcoal or firewood for cooking limited access to clean energy sources Agribusinesses focused on addressing climate risks typically engage in a range of activities designed to enhance their value proposition and support smallholder farmers. Many business models center around farm production and climate-smart farming practices, followed by value addition and digital services like climate and weather information. By providing bundled solutions that integrate these activities, companies can address multiple risks simultaneously, delivering a broader array of results. Key activities that agribusinesses engage in include training and capacity building for farmers, which often involves disseminating knowledge on climate-smart agriculture and farm business management. Technology provision/development is also prominent, with companies facilitating access to innovations like irrigation systems, solar-powered water pumps, or digital platforms designed to improve efficiency and resilience. Developing market linkages–such as ensuring farmer access to market prices, developing platforms to connect producers with retailers– are examples of activities aimed to establish reliable supply chains. Input provision is also common, with businesses supplying high-quality inputs like seeds, fertilizers, and livestock breeds to help farmers enhance productivity and sustainability. Finally, many agribusinesses are engaged in value addition and processing activities, extending product shelf life, reducing waste. 25 Activities 26 Fig 7. Key activity areas representing core innovations of agribusinesses, with examples (italics). Number indicates the percentage of agribusinesses focusing on the activity area (N=58). One agribusiness typically focuses on more than one activity design digital tools to connect farmers with aggregators/input suppliers/information providers, design and deploy seed distribution system carry out farmer trainings: (climate-smart farming, agroforestry, integrated aquaculture, organic beekeeping, farm business management) provide consumer trainings (use and consumption of nutritious foods) promote adoption of soil conservation techniques, agroforestry/ afforestation, rainwater harvesting, integrated agri-aquaculture, compost manure design affordable finance products for farmer, offer credit facilities to farmers, design collateral-free loan products install weather stations and sensors, develop digital tools for technical advice and services, monitor market information monitoring via blockchain app, implement AI-based monitoring for aquaponics systems commercialize affordable drip irrigation systems, solar pumps/solar water kits for irrigation; rent farm machinery develop product drying facilities, install waste processing machines, develop organic fertilizer using black soldier fly larvae technology process agriculture products into nutritious/high-value foods, transform animal waste into compost/feed manufacture and commercialize organic fertilizer, distribute high-quality farm inputs on loan or contract partner with financial institutions to deploy financial products, with agricultural stakeholders s to deliver famer trainings The short-term results that agribusinesses track tend to focus on the adoption of climate-smart practices and the purchase of inputs or products. However, there are also more significant results to consider. For example, increased agricultural production—whether through improved crop yields or livestock productivity—is a key result of the adoption of better farming practices, higher- quality inputs, or new technologies. Similarly, improved market access is often a direct result of the business’s efforts to create new sales opportunities for farmers, which can lead to more stable incomes. In parallel, the enhanced incomes that come from better market access and higher productivity often contribute to improved livelihoods for farmers. Another important result that agribusinesses prioritize is the increased adoption of climate- smart practices across their supplier (farmers) or on their managed plots. As companies implement climate-resilient techniques such as soil conservation, agroforestry, and sustainable water management, the uptake of these practices among farmers has the potential to contribute to long-term agricultural sustainability. Furthermore, several agribusinesses prioritize reducing food loss and waste. Improved storage, processing, and distribution practices, are designed to help minimize waste at various points in the value chain, enhancing both food security and profitability on the longer term. 27 Results 28 Fig 8. Key results prioritized by agribusinesses, with examples (italics). Number indicates the percentage of agribusinesses focusing on the results area (N=58). One agribusiness typically focuses on achieving more than one result level of crop/fish/livestock production, quality of product harvested, quantity of animal feed used farmers using climate-smart agriculture practice(s), area of land under climate-smart agriculture farmers using/buying climate-smart input, quantity of improved/ climate-smart input sold availability of mobile banking/financial products, users of finance products (loan, credit) number of trainings/people trained, level of knowledge/awareness on climate-smart agriculture, product processing, solar pump operation/maintenance availability of digital tool for market access, users of digital tool for market access, volume of product sold through digital market platform availability of post-harvest infrastructure, shelf-life of products, volume of crops/agricultural product lost after post-harvest The long-term impacts of agribusinesses’ activities are often more challenging to measure but are critical in understanding the overall success of adaptation efforts. The most common impacts reported by agribusinesses focus on improving the livelihoods and incomes of smallholder farmers. Some companies also highlight their contributions to improved nutrition and food security, as increased agricultural production and better market access lead to more affordable and available food. Climate resilience, although a relatively new concept in this space, is increasingly being prioritized as businesses seek to build the capacity of farmers to adapt to climate change impacts, ensuring the long-term sustainability of their operations. Regarding environmental sustainability, many companies focusing on reducing deforestation, conserving soil, and decreasing pollution as part of their sustainability strategies. Economic growth is another critical impact, as businesses contribute to local economies through job creation, increased trade, and rural economic development. The alignment of these impacts with the priorities of investors is a crucial consideration to attract investment and sustain operations over the long term. Many investors are increasingly focused on both the social and environmental returns on their investments, especially in sectors like agribusiness, which has significant implications for climate resilience, food security, and economic development. 29 Impacts 30 Fig 8. Key impacts prioritized by agribusinesses, with examples (italics). Number indicates the percentage of agribusinesses focusing on the impact area (N=58). One agribusiness typically focuses on achieving more than one impact increased farmers income increased farm profitability enhanced livelihoods of farmers improved income for women improved food security increased nutrition security/intake improved dietary diversity improved health of the community reduced crops/livestock/fish losses after climate hazard event sustained/enhanced productivity despite climate hazard environmental conservation reduced soil erosion/land degradation improved soil fertility reduced deforestation improved ecosystems and wildlife habitats reduced pollution enhanced rural supply chains increased market availability of farm products premium market prices for farmers rural supply chain improvements sales/export growths business market expansion enhanced incomes for women/ vulnerable groups improved representation of women in decision-making roles (household, community, region) Reduced gender disparities in asset ownership enhanced job opportunities increased employment job diversification reduced carbon emissions from business operations enhanced carbon sequestration 31 Another participant credited the program for reviving an old idea, stating that the program helped them recognize its potential for significant social and environmental impact, through enhanced nutrition and reduced use of energy for cooking. Learnings Applying the impact measurement approach in Accelerator Program trainings has had a transformative impact on how agribusinesses think and use information about their impacts on people—especially smallholder farmers– and the environment, in a climate change context. Many businesses highlighted how the trainings enabled them to better define, measure, and communicate their impact. One participant shared, “Before the module, we had different interpretations of how to measure our impact. Through the program, we were able to get a deeper understanding of what it means in the short-term and long-term.” The training catalyzed tangible changes in operational practices. For instance, one participant reported implementing pre-line assessments with farmers to capture baseline data—a practice they wished they had adopted earlier. Another company noted, “We’ve tracked farmer income levels and observed a remarkable 30% increase among active users of our platform. This demonstrates the tangible impact of our solutions in improving livelihoods.” The program also fostered innovative thinking and collaboration. For example, several businesses highlighted their improved ability to engage stakeholders with data-driven narratives. One participant explained, “The pain-point-result-impact structuring was very helpful. It gives you a clear thought process and helps connect day-to-day business activities to longer-term impacts. Beyond individual businesses, the program encouraged partnerships that expanded the scope and depth of impact. One participant reflected, “By partnering with the university, we’ve been able to explore the potential of our by-products for use as fertilizers. This is a direct result of thinking through our impact more comprehensively.” While the program delivered significant benefits, participants expressed the need for more hands-on, practical support to maximize its utility. One business noted, “In order to apply what we’ve learned, we need more one-on-one sessions, working directly with our own data.” Many participants emphasized the value of personalized guidance, suggesting that individual mentoring sessions or workshops tailored to their specific challenges would enhance their ability to implement impact measurement frameworks. Several participants highlighted challenges with data management and reporting, particularly in designing and maintaining robust systems. “We need support to redesign our data collection process to include a baseline,” one agribusiness explained. 32 Another emphasized the importance of minimizing data entry errors and integrating digital tools: “We require user-friendly platforms to streamline data collection and analysis. Mobile- compatible tools would be especially valuable for real-time data collection from the field.” Moreover, participants expressed the desire for ongoing technical assistance and peer-to-peer learning opportunities. “We’d love to stay connected with the program and the group. The exchange of ideas was invaluable,” said one agribusiness leader. Others suggested introducing sessions on advanced analytics, benchmarking, and stakeholder-specific reporting to refine their impact narratives and demonstrate progress to investors and donors. Moving forward 33 The key lesson learned about the impact journey is the importance of the process. This exercise is not just about mapping out elements of a business model; it’s about prompting deep reflection on whether the business is truly addressing the climate risks it faces and if its interventions are effective. Additionally, while the process needs to be simple enough to be accessible, it cannot be overly simplistic. Providing sufficient detail is crucial to effectively measure and communicate the results and impacts of climate investments. As we move forward, we encourage continued engagement from agribusinesses to provide feedback and refine the approach. The journey toward building a more resilient agricultural sector is ongoing, and we look forward to collaborating with more businesses to help them navigate this path. We invite you to stay connected through this survey (link below), where you can share your thoughts on what the Masterclass should do for you and how you’d like to engage with it. Together, we can shape a program that empowers meaningful climate action and purposeful business transformation. https://forms.gle/eT4X1VZRvpkQDVe47 The training programs to socialize and improve our impact measurement approach have made a significant difference in helping agribusinesses measure and communicate their impact. However, participants identified clear opportunities for improvement, particularly in the areas of type of support, advanced technical training, and enhanced tools for data collection and reporting. Addressing these needs would further empower agribusinesses to amplify their positive impact and build more resilient, sustainable systems. Moving forward, we aim to shift away from the current model and develop a Masterclass that will make content more widely accessible to many more agribusinesses. This will enable a broader base of businesses to engage with the core concepts of climate adaptation without being tied to a specific accelerator program. The focus will shift to providing more tailored support, helping businesses refine their data systems, improve data collection processes, and better track the impacts of their interventions. https://forms.gle/eT4X1VZRvpkQDVe47 Accelerating Impacts of CGIAR Climate Research for Africa (AICCRA) is a project that helps deliver a climate-smart African future driven by science and innovation in agriculture. It is led by the Alliance of Bioversity International and CIAT and supported by a grant from the International Development Association (IDA) of the World Bank. Explore our work at aiccra.cgiar.org The copyrights over report is owned by Centro Internacional de Agricultura Tropical (CIAT). It is licensed under the Creative Commons Attribution-No Derivatives 4.0 International License (CC BY-ND 4.0). For more information about this license, visit https://creativecommons.org/licenses Photo credits: AICCRA/Kelvin Trautman (p.3, 18, 32), AICCRA/Kgothatso Mophosho (p. 4, 19, 31), AICCRA Ghana (p.12) , CIAT/Georgina Smith (p.2, 5, 13-agronomic, environment, 17), CIAT/Neil Palmer (p.6, 7, 13-climate, economic, 14), CIAT/Elizabeth Ramirez Perez (p.13-social), CCAFS: (p.16), CIFOR/Axel Fassio (p.33) Citation: Nowak A. 2024. Roadmaps for tracking impacts of climate investments: insights from African small and medium-sized agribusinesses. Accelerating Impacts of CGIAR Climate Research for Africa (AICCRA) Slide 1 Slide 2 Slide 3: Introduction Slide 4 Slide 5: Part 1: A practical approach to impact measurement and tracking Slide 6: Impact measurement approach Slide 7 Slide 8: 1. Map the impact pathway Slide 9 Slide 10: Pain points (risks) Slide 11: Activities (solutions) Slide 12: Results Slide 13: Impacts Slide 14 Slide 15: 2. Identify indicators Slide 16 Slide 17: 3. Collect & analyze data Slide 18 Slide 19: 4. Use data & information Slide 20: Part 2: The impact journey. Insights from AICCRA-supported agribusinesses Slide 21 Slide 22 Slide 23: Pain points (risks) Slide 24 Slide 25: Activities Slide 26 Slide 27: Results Slide 28 Slide 29: Impacts Slide 30 Slide 31: Learnings Slide 32 Slide 33: Moving forward Slide 34