Driving Green Economy and Sustainable Private Sector Development in Kyrgyzstan – A Project Success Story

Since 2016, GOPA AFC has contributed to the GIZ project, which, in its latest phase from June 2023 to mid-2026, is known as “Green Economy and Sustainable Private Sector Development” (GESPSD). The BMZ funding for the project, supplemented by contributions from SDC and the EU, provided ample flexibility in implementing strategies to meet development needs and achieve sustainable results. The guiding implementation strategies focused on value chain and market system development to enhance resource efficiency, inclusivity, climate resilience, and reduce greenhouse gas emissions.

Key Achievements

1. Conservation agriculture expansion: Building on previous initiatives, the project successfully promoted “towards conservation agriculture” (TCA) practices, including no-tillage and minimum-tillage methods, reaching 2,100 hectares of rain-fed land. Over 600 farmers, including 20% women, 15% youth, and 15% from vulnerable groups, benefited from higher yields and improved soil fertility. Conservation Agriculture Teams, consisting of machinery stations, input suppliers, advisory services, and micro-credit agencies, formed the basis for a sustainable organizational setup. Financial capacities of micro-credit agencies were strengthened through revolving funds. This development model was adopted by the World Food Programme and the KfW/ EU-funded project “Value Chain Agro Finance”, which together supported an additional 600 farmers with 1,800 hectares. In total, 1,200 farmers cultivating 3,900 hectares of rain-fed land are applying the TCA methodology, representing a critical mass to serve as a nucleus for a self-sustained dissemination process. Meanwhile, the Kyrgyz Ministry of Agriculture actively supports the dissemination of this technology.
2. Rice value chain innovation: In Batken Oblast, the project introduced balanced fertilization and improved production and drying technologies for rice. 410 rice farmers increased their average yields by nearly 30% compared to traditional methods. Affordable, partially mobile rice dryers were developed, offering drying services to farmers and replacing drying on asphalt roads. Quality seed supply was strengthened by establishing a seed multiplication system of advanced Uzbek rice varieties. The establishment of the “Birimdik Talaasy” cooperative, in collaboration with a micro-credit agency, provides member farmers with advisory services and input supply. The project’s promoted complex fertilizers containing phosphorus and potassium are now available in local markets, extending the benefits of balanced fertilization beyond the direct scheme farmers.
3. Berry value chain development: To offer farmers an alternative to rice cultivation with high water consumption, strawberry production was improved, initially with two groups of 45 farmers (mainly female) focusing on backyard production. Yields increased by 70%. Subsequently, modern strawberry cultivation was promoted through the introduction of a crop monitoring advisory system, now managed by a berry marketing service provider in Kadamjai. Nationally, the project supported the training of 55 berry advisors to address the knowledge gap at the farm level. The Association of Berry Growers is expected to manage this advisory system.
4. Plum value chain development: To meet the requirements of the European market, which offers substantially higher prices than the Russian market, plum producers in Aksy District of Jalal-Abad were organically certified. Plum processing was adapted to European market needs, linking a Kyrgyz exporter with a German importer. Despite setbacks, the export of prunes to Europe is stabilizing, benefiting 112 farmers who are members of the Aky Sun Planet Organic Cooperative, which organizes processing and marketing.
5. Early vegetable success in Burgondu: In Burgondu, the early vegetables value chains (mainly sweet pepper) were improved for national and Russian markets. An advisory system was established, standardizing hybrids, creating a credit system for seeds and fertilizers, improving seedling production in greenhouses, and building a logistical center with cold storage for marketing. The Burgondu Cooperative supports 152 farmers producing sweet peppers, yielding around 3,500 tons on 108 hectares, with 1,200 tons marketed through the logistical center. Farmers more than doubled their yields and increased their income significantly. Investments in cold storage, logistics, and the production and marketing system have turned the cooperative into a national model for early vegetable production.
6. Green economy education and capacity building: The project developed and integrated green economy curricula in eight higher education institutions, training over 240 teachers and reaching up to 2,000 students annually. Public school teachers and civil servants also benefited from tailored training, fostering a new generation of environmentally conscious professionals.

Impact at a Glance

• Over 2,200 MSMEs now apply certified green practices, with strong representation of women, youth, and vulnerable groups.
• 515 MSMEs gained access to new markets, including international and regional buyers.
• CO₂ emissions in target areas reduced by over 40%, exceeding the project’s 30% reduction goal.
• Farmers’ incomes increased by an average of 30–50% across value chains.
• More than 1,000 new jobs created, with half held by women.
• Over €1.4 million mobilized in green investments.

Lessons Learned

1. Farm level is decisive: In Kyrgyzstan, the farm level is the primary development bottleneck for most agricultural value chains. Farm services and marketing structures must be adapted to the smallholder production system. Organizational development support activities are crucial to strengthen farmers’ negotiation power on the market. Sustainability depends on empowering local organizations to manage and expand these services independently.
2. Holistic farm service approach: Essential farm services must be provided simultaneously to enable farmers to adopt innovations. This includes advisory services and access to credit. The development of Conservation Agriculture Teams for promoting TCA is an example that integrates machinery services, advisory services, input supply, and financial products through revolving funds.
3. Local adaptation and practical solutions matter: A realistic view of the local situation is crucial. Technical solutions must be adapted to farmers’ abilities and be profitable within one production season. Evolution of technologies rather than revolution. Solutions must be simple, cost-effective, and easy for farmers to adopt. The best technical solutions are those already tested somewhere in the country.
4. Partnerships and local ownership are essential: Success depended on strong partnerships between government agencies, cooperatives, advisory services, and the private sector. Encouraging local ownership and leadership ensures that project gains will continue beyond its formal end.
5. Inclusion contributes to sustainability: Actively involving women, youth, and vulnerable groups through targeted training, credit access, and cooperative membership leads to greater participation and equitable benefits. Setting specific inclusion targets and monitoring progress ensures that no target group is left behind. This requires substantial additional efforts beyond mere value chain support activities.
6. Market access and quality standards are “game changers”: Helping farmers meet international standards (such as EU organic certification for plums and Global GAP for berries and vegetables) opens new market opportunities and improves incomes. Collaboration with national technical service providers and cooperatives is essential to render these services sustainably.
7. Flexible and continuous learning: Changing local situations, climate conditions, markets, and organizational capacities require flexible implementation strategies and ongoing learning. Regular feedback, pilot testing, and peer-to-peer coaching help refine project activities and respond to emerging needs.
8. Education and behavioural change take time: Embedding green economy curricula in universities and schools was a major step towards long-term change. However, shifting mindsets and practices requires sustained effort, incentives, and ongoing support for teachers and students. Monitoring and adapting educational approaches will be crucial for future progress.

Conclusion & Outlook 

The Green Economy and Sustainable Private Sector Development project has significantly contributed to a more resilient, inclusive, and climate-smart agricultural sector in Kyrgyzstan. By combining practical innovations, capacity building, and strategic partnerships, the project delivered measurable impacts for thousands of farmers and entrepreneurs. Looking ahead, continued support for local organizations, further investment in green technologies, and sustained educational efforts will be key to building on these achievements. With the transition to new initiatives and ongoing collaboration among stakeholders, Kyrgyzstan is well-positioned to advance its green economy and set an example for sustainable rural development in the region.

For more information, please contact: ninakristin.thurn [at] gopa.eu (ninakristin[dot]thurn[at]gopa[dot]eu)