Reorganise from milk collector into a service providing ... - Agriterra [PDF]

TDCU NL-KVK-41048542-5921 Reorganise from milk collector into a service providing cooperative The Tanga Dairies Co-operative Union (TDCU) is the umbrella organization for 15 Primary Co-operative Societies (PCS) with a total membership of more than 4,000 dairy farmers. The cooperative is responsible for the milk collection and payment to the farmers. Milk is delivered to Tanga Fresh. Tanga Fresh is a factory producing pasteurised milk, yoghurt and cheese which is sold in the region. Although TDCU is an example within Tanzania (the only large milk cooperative) their position is becoming weaker as the focus is only on milk collection while they should focus on providing services to the farmers. As they don't have the knowledge to pick this up, they should be assisted by Agriterra to make this reorganisation possible. Support the milk cooperative in their change into a service oriented cooperative and prepare them for the future developments P.O. Box 5204 Tanga Tanzania Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 5994 0 money is disbursed directly to the implementing organisation and managed by them There will be no project report, because the contract of 2012 has not been signed by the organisation; they do not agree with the special conditions indicated by Agriterra. Ndumberi Dairy FCS NL-KVK-41048542-5902 Scaling up in dairy - towards cooperative market power An action plan for 2012 has been developed, covering the following aspects: 1. Develop and extension model for Ndumberi - Conduct a review of the current extension model Develop an extension model - Support capacity building of some of the current staff to provide extension - Training of Farmers on fodder management, calf rearing and AI - Establish 3 demonstration farms per route and manage expectations between the parties involved (Cooperative, Extension Officer and Farmers) - Engage a Local Capacity Builder to backstop the Extension Officer - Create a sample of 50 Farmers and ensure follow –up to assist track impact. Design and use monitoring form. - Stimulate service provider enterprises through training of Service providerse.g. youth groups - Farmer education on AI including breed type, cost etc - Periodic milk quality testing as well as animal feeds 2. Performance management - Review of current staff - Undertake a training needs assessment to inform future trainings 3. supply and operations Conduct an analysis of collection and distribution systems for milk and yogurt for both Kiambaa and Ndumberi 4. Marketing Develop a marketing strategy for yogurt linking to Kiambaa in line with the merger plans. 5. Cooperation between Ndumberi and Kiambaa Hold a brain storming workshop with the two management committees Develop a roadmap for the Cooperation/venture Targets 2012 - Increase milk intake to 25,000 l/day for society - Sample Farmers increase milk production by 10% - Increased area planted with fodder crops and use of silage by sample farmers (> 10%) - 10 demo farms established and 500 farmers trained - Review of job descriptions and recommendations for redeployment - Reduce Operational costs at 20% and increase milk payment to 80% - Develop a marketing strategy for yogurt linking to Kiambaa in line with the merger plans. - Marketing plan/strategy - Final proposal merger approved by BoD Ndumberi - Kiambaa to optimize performance of Ndumberi dairy in order to increase its business in terms of supplying farmers, volumens of milk and market outlets and to set the stage for a successful merger between Kiambaa and Ndumberi. Kenya Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 7465 5972 money is disbursed directly to the implementing organisation and managed by them Average milk intake in 2012 increased to 20,000 l/day (from 19,000 l/day in 2011). The results per activities: 1. Develop and extension model for Ndumberi - A review of the current extension model conducted (by Judy of SNV); - An extension model developed (by Judy of SNV); - Support capacity building of some of the current staff to provide extension (done by Mambo (LSP) through SNV); - Training of Farmers on fodder management, calf rearing and AI (done by Mambo (LSP) and 3 ext. Staff of Ndumberi); 10 demonstration farms are established: 3 routes x 3 farms +1; Boma Rhodes hay, maize, desmodium, Luzern, sunflower. 286 farmers trained. - A Local Capacity Builder Engaged to backstop the Extension Officer (done by Mambo through SNV); - Farmer education on AI including breed type, cost, etc (done: 479 farmers trained by 4 AI inseminators of Kiambaa Vet Services, a joint venture of Ndumberi and Kiambaa) - Periodic milk quality testing as well as animal feeds (done: established tracing of can with bad milk to farmers (=can serialisation) + new test on addition of NaCO3; animal feed samples taken at stores of various suppliers taken to Crop Nut lab for quality testing; once every 6 months, irregular sampling). Activities not executed: - Create a sample of 50 Farmers and ensure follow –up to assist track impact. Design and use monitoring form. (not done: 2013 will select 5 farmers around each demo farm, make baseline and follow up impact of fodder use) - Stimulate service provider enterprises through training of Service providers e.g. youth groups (not done; introduce SPEN youth LSP in 2013) 2. Performance management - Review of current staff (done by new HR officer). New HR officer, Mrs. Teresiah made new job descriptions + conformation letters of employment; 11 employees redeployed to new jobs; 5 employees went for further training; - Undertake a training needs assessment to inform future trainings (partly done, continue in 2013). 3. Supply and operations - Analysis of collection and distribution systems for milk and yogurt for both Kiambaa and Ndumberi was not done. - Operational costs increased, mainly because of fuel prices; milk payment decreased from 85% in 2011 to 84% in 2012. 4. Marketing - No Marketing plan/strategy made. 5. Strategic alliance - Letter of intent to merge signed by all Board members of Ndumberi and Kiambaa on 13 September 2012 in Naivasha; - Set up and started Steering Committee to guide merger plan, held 4 meetings in Sept-Dec 2012; selected a consultant Mr. Harun Baiya for business plan. KPSBU NL-KVK-41048542-5891 Improved milk cooperative KPSBU Lembang has been registered as a cooperative since 1971. It has currently 6,062 dairy farmers as member and has an excellent track record on milk collection, cooling and marketing. Financial management is well in place and shows a stable input and sales and increased profit. The company has demonstrated that it can perform well and to develop further, they need some help from outside to give them guidance in the field of quality of the raw milk, animal feed, steps to increase the number of cows, etc. The business plan, as well as the action plan should be able to contribute further activities. Development of a business plan Kompleks Pasar Panorama Lembang Indonesia Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 7734 6114.78 money is disbursed directly to the implementing organisation and managed by them KPSBU Lembang is one of the cooperatives delivering milk to the factory of Friesian Flag Indonesia (FFI). On request of FFI, we support the cooperative with capacity building. Due to language and close relation of the coop with FFI, communication mainly takes place through FFI. This caused some confusion about activities and results. As a result, only one activity of the action plan took place; training of the extension workers on the health of the cow and hygiene. This training, which took place in November 2012, will be duplicated and also farmers will be trained in these topics. As it only recently took place, no direct results can be showed. Cocama NL-KVK-41048542-5601 Amélioration de la sécurité d'existence des membres de la COCAMA La Coopérative Cacao Mayombe (COCAMA en sigle) regroupe 6 organisations de base (OB) des producteurs de cacao en 2010 et veut, à travers le projet, améliorer significativement la sécurité d’existence de ses membres et renforcer de manière durable leur participation active au processus de développement économique local. Le projet vise de professionnaliser COCAMA dans ses activités principales: c’est–à-dire l’achat, la transformation et la vente par exportation du cacao marchand de qualité. COCAMA travaille durant ce projet avec son équipe exécutive à maitriser la stabilité de la qualité de transformation, stockage et le circuit de commercialisation par exportation. Pour la durabilité de la coopérative, un travail en plus est fourni sur les procédures, la transparence, le fonctionnement des organes, la relation avec les autres acteurs du milieu, le renforcement organisationnel des OB membres et leurs participation au sein de COCAMA. Centre Commerciale Nganda Tsundi Nganda Nsundi (Tshela) Congo, dem. rep. of Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 16. Marketing Aid grant excluding debt reorganisation 8336.54 12388 money is disbursed directly to the implementing organisation and managed by them La COCAMA compte à présent 7 OB membres : l’OB APDL de 59 membres a adhéré à la COCAMA. Cette adhésion porte à 595 (528 hommes, 67 femmes) le nombre des cacaoculteurs membres contre 322 en 2011. Le gérant est décédé début 2012 mais la Cocama a nommé un remplaçant en novembre. Les ventes de cacao en 2012 ont été compliqués par les exigences du client préféré: Belcolade qui avait mis en place un profil de goût spécifique à la première livraison en 2011 que Cocama n'a pas pu reproduire en 2012. Les stocks de cacao ont finalement été vendus à des commerçants internationaux et locaux. Les problèmes de commercialisation ont eu des conséquences sur le fonctionnement de la coopérative: les engagements envers les membres et envers le personnel n'étaient pas toujours respectés. 17 producteurs membres des OB COCAMA ont fourni 14.550 plantules de cacao à haut rendement (Yangambi et Côte d’Ivoire) sur les 10.000 prévues pour l’an 2012. A cause du mauvais comportement des plantes greffées observées dans les plantations de la SCAM, les producteurs ont décidé de postposer le greffage de 12.000 plantules portes greffes de 2011 installées dans les plantations de 59 producteurs. Ils préfèrent suivre d’abord l’évolution des plantations de la SCAM. Du fonds rotatif pour matériel d’entretien des plantations des membres qu’elle dispose, la COCAMA a fourni aux producteurs membres des OB 53 kits sur les 243 kits de matériel prévus en l’an 2012. Cette faible performance est due à l’achat à crédit des fèves humides des producteurs membres des OB par la coopérative, consécutif au manque de moyens financiers de COCAMA en 2012. 445 ha des plantations cacaoyères ont été entretenus cette année. La COCAMA a construit un séchoir à four à bois d’une capacité de traitement de 2 tonnes de cacao / jour et un dépôt de stockage d’une capacité de 25 tonnes de cacao marchand. Pour ces deux ouvrages, elle a contribué avec l’acquisition du terrain, la fourniture des matériaux locaux (briques cuites, sable, moellon, eau) et la main d’œuvre ordinaire. Le programme a fourni du ciment, les tôles galvanisées, les tôles perforées, les fûts vides, divers clous, le transport des matériaux, du bois, les bacs de fermentation et la main d’œuvre spécialisée. Ces deux investissements ont suscité le recyclage du personnel technique et l’introduction du triage des brisures et des impuretés à la sortie du séchoir pour améliorer la qualité du cacao marchand. 530 membres des OB REPAM ont été formés sur le compte d’exploitation. La COCAMA a produit 82.686T de cacao marchand de qualité à partir de 202.699 tonnes des fèves humides sur 200 tonnes prévues en 2012 lui fournies par 336 producteurs membres des OB COCAMA. Outre le recyclage des équipes de traitement du cacao (fermentation et séchage) et la sensibilisation des producteurs sur la qualité des cabosses et le tri des fèves à la récolte, le cacao marchand est trié à la sortie des séchoirs pour éliminer les brisures et les impuretés diverses. Le prix au kilo de fèves humides a varié entre 440 CDF (0.48$) à 500 CDF (0.54 $) chez les producteurs membres de la COCAMA contre 370 CDF (0.40$) à 400 CDF (0.43 $) fixé par l’administration territoriale. Une rétribution proportionnelle aux parts actives des membres des OB de 2010 a été offerte au courant de l’année 2012. Cette action a permis à la coopérative d’obtenir les fèves humides des membres à crédit. Les dettes de la coopérative aux producteurs consécutive à cette mobilisation des fèves demeurent en partie non soldées. Cette situation est due aux investissements réalisés au courant de l’an 2012 par le fonds de roulement cacao et à l’irrégularité des ventes du cacao marchand. 51 tonnes de cacao marchands ont été vendues sur le marché local dont 20.55 tonnes de cacao marchand initialement prévue pour Belcolade en 2011. 51,2 tonnes de cacao marchand demeurent en stock à Boma à l’attente des clients éventuels. La recherche des clients se poursuit et plusieurs échantillons sont en cours d’analyse. L’organisation de la commercialisation des produits vivriers et des fèves humides par les producteurs au Bas-fleuve, basée sur les ventes groupées des produits et la réduction des intermédiaires, permet aux producteurs de faire des économies d’échelle et d’acquérir, outre les biens de première nécessité usuels , des investissements individuels et collectifs pour le transport des produits agricoles (22 motos, 24 vélos et 1 chariot), des tôles, des sacs de ciment, des cuves et des fûts pour le traitement de l’huile, etc. Le renforcement organisationnel des organisations de membres a porté sur l’actualisation du plan d’affaire de la COCAMA, la révision et l’adoption des manuels des procédures pour les deux partenaires MBO, l’élaboration des comptes d’exploitation prévisionnels détaillés, l’élaboration et le suivi des plans d’action avec impact dans les ménages des membres des OB et des CLD ainsi que la planification, le suivi et l’évaluation des activités. Le conseiller Microfinance de Trias RDC, le Conseiller DEL et le responsable de Zone du Bas-fleuve ont appuyé le conseil de gestion et le gérant de la COCAMA dans l’actualisation du plan d’affaire et l’élaboration des comptes d’exploitation prévisionnels détaillés des campagnes de cacao. Les 6 membres du conseil de gestion de la COCAMA, les 35 membres des comités des OB et l’équipe exécutive ont évalué le niveau d’application des normes de fair trade « exigence minimale » au niveau des OB. Il ressort de cette évaluation que la COCAMA et les comités des OB membres ont d’énormes efforts à fournir en matière de gestion transparente, bonne gouvernance et alternance des dirigeants. Toutes les organisations ont des dirigeants qui ont exercé plusieurs mandats. L’équipe exécutive et le conseil de gestion ont été suivis dans l’application du système PSE et ont été accompagnés trimestriellement dans la planification, le suivi et l’évaluation des activités. Le comité de gestion de la COCAMA a contacté sans succès les autorités du territoire pour l’installation des CARG dans les secteurs de Lubuzi et Nganda Tsundi. La COCAMA fait partie du réseau des chargeurs maritimes international section du Bas-Congo à Boma sous la supervision de l’Office de Gestion du Fret Maritime (OGEFREM). Le président de la COCAMA a participé en novembre 2012 au 6ième forum des chargeurs maritimes africains à Libreville au Gabon. La COCAMA a pris part aux assises de l’éducation foraine à la Foire Internationale de Kinshasa (FIKIN) 2012 avec le concours de l’OGEFREM. En tant que membres de la FOPAKO, COCAMA a participé activement aux ateliers de l’Alliance AgriCongo sur la loi agricole et la sécurisation foncière. Le projet de plaidoyer de la COCAMA sur le calendrier à deux récoltes de cacao par mois est en cours d’exécution. Entretemps, elle bénéficie d’un assouplissement sur la récolte de cacao pour ses membres. L’Administration du territoire permet à la COCAMA de prolonger la période de récolte de cacao de ses membres : 2 jours d’affilée par mois au lieu d’un jour par village. La récolte sanitaire d’avril a aussi été autorisée pour les producteurs membres de la COCAMA. Ce calendrier ne satisfait pas encore la COCAMA, mais il montre une évolution dans la démarche vers un calendrier particulier de la COCAMA. 114 membres de la COCAMA, de REPAM et des regroupements de commercialisation ont été formés dans les procédures, la loi foncière et la nomenclature des taxes en octobre 2012. Les délégués de la COCAMA qui ont participé à ces formations ont sensibilisé 336 planteurs sur les questions foncières et les taxes légales de l’Etat. Compte tenu de l’ambigüité de la situation foncière et des taxes, les formations acquises par les producteurs ont donné un éveil de conscience qui ne manquera pas de produire des effets positifs en faveur des producteurs : la rétrocession de certains espaces de terre agricole et la révision des taxes au niveau des secteurs, cités et territoires figureront comme résultats attendus dans les plans d’action des partenaires MBO en 2013. Il importe que le programme encadre les dirigeants des MBO en 2013 pour que les réclamations des MBO restent dans les limites de la loi. RÉUSSITE Titre La mobilisation des fèves humides de cacao auprès des producteurs membres des OB COCAMA Description Depuis son existence, la COCAMA paie cash les fèves humides. En 2012, elle a buté contre le manque de liquidités. La rétribution effectuée au début de l’année a suscité la confiance des producteurs qui ont fourni des fèves fraiches à crédit. Résultat attendu Réunir 200T des fèves fraiches pour produire 80T de cacao marchand de qualité en 2012. Résultat atteint 202T des fèves fraiches regroupées et transformées en 82T de cacao marchand et réintégration des planteurs dans les OB membres Rôle de Trias Trias a accompagné l’organisation de la rétribution des membres au prorata de leur participation au bénéfice réalisé par la coopérative en 2010 pour pallier à la réduction des membres dans les OB COCAMA. Trias a accompagné l’évaluation des données de 2010 auprès des planteurs et l’organisation de la campagne 2012. Résultat 1 La COCAMA produit 82,7 de cacao marchand de qualité exportable en 2012 contre 48,4 tonnes en 2011 (RA1.1a) Activités & moyens COCAMA a adopté la stratégie de mobiliser et d’acheter les fèves auprès des producteurs membres des OB pour augmenter la quantité des fèves humides, soit 203 tonnes des fèves humides contre 118,9 tonnes en 2011. Sensibiliser les producteurs sur la qualité des fèves à fournir à la coopérative. Recycler les fermenteurs et les sécheurs de cacao au niveau de deux usines de traitement. Trier le cacao marchand à la sortie du séchoir. Stocker le cacao marchand dans le dépôt à Nganda Tsundi. Résultat 2 La COCAMA dispose des infrastructures de traitement et de stockage de cacao marchand propres à elle en 2012 Activités & moyens En 2009, la Coopérative avait acquis un terrain à Nganda Tsundi par ses fonds propres. De 2008 à 2011, la COCAMA a fructifié le fonds de roulement mis à sa disposition par Trias pour l’achat des fèves fraiches et la vente de cacao marchand. Fin 2011, un devis de construction d’un séchoir à four à bois a été établi. Fourniture des matériaux locaux (sable, briques cuites, moellons, caillasse/ et main d’œuvre ordinaire) par la COCAMA et le ciment, tôles perforées, tôles galvanisées, bois, caisse de fermentation, fûts vides, transport des matériaux et main-d’œuvre qualifiée par le programme. Résultat 3 14.550 plantules de cacao sont produites par les OB membres de la COCAMA en 2012 contre 12.000 en 2011 Activités & moyens Les producteurs de cacao de Nganda Tsundi ont observé le mauvais comportement des plantes greffées dans les plantations de la SCAM et ont postposé le greffage des plantules en attendant de trouver les mesures correctives. Le manque des moyens au niveau des associations pour soutenir la mise en place et la gestion des pépinières obligent 17 de 53 agrimultiplicateurs à se lancer dans la production des plantules cacaoyères à partir des variétés résistantes et productives de la zone « yangambi et Côte d’Ivoire ». La préparation des terrains, la sélection des cabosses, le semis et le suivi de l’évolution sont effectués par les agrimultiplicateurs formés en 2011. Résultat 4 6.015 rejets plantains sains produits par le comité de gestion de l’ombrière en 2012 contre 4.020 en 2011 Activités & moyens La production des rejets sains est depuis 2011 sous la responsabilité directe de paysans producteurs membres de CLD plantains. Ils ont élaboré un calendrier de production des rejets avec l’accompagnement de Trias et Mbongwana. Le comité a regroupé les intrants nécessaires (bulbe, sciure de bois, terreau, plastic et sachets agronomique). Il assure la production, le sevrage (exposition hors de l’ombrière) et la diffusion des rejets sains aux producteurs. La qualité saine des rejets produits en 2012 a été confirmée par la faculté agronomique de Yangambi, Université de Kisangani après analyse des échantillons de l’ombrière de Nganda Tsundi. Progrès principal au niveau des objectifs spécifiques Effet 1 La COCAMA est prête à exporter elle-même ses 51 tonnes de cacao marchand de 2012 contre 20,68 tonnes initialement prévues en 2011. (OS2.2) Contribution aux objectifs La consolidation des acquis de la coopérative sur la production, la transformation du cacao marchand de qualité et la gestion des ressources tant humaines que matérielles ont renforcé COCAMA pour augmenter ses capacités de production, de transformation, d’organisation et de gestion d’une entreprise commerciale. Cette Coopérative dispose d’un cacao de bonne qualité, ce qui a été déterminée par les résultats des laboratoires Européens, et des documents nécessaires pour exporter elle-même son cacao selon la demande. Effet 2 COCAMA obtient en 2012 de l’administration territoriale de Tshela le calendrier provisoire de récolte de cacao pour ses membres. (OS3.1) Contribution aux objectifs La formation sur le plaidoyer social de 2011 et l’exécution en 2012 du projet de plaidoyer sur le calendrier de récolte de cacao ont permis à la COCAMA d’obtenir l’autorisation d’exécution de la campagne sanitaire du cacao d’avril, jamais organisé jusque-là pour les producteurs paysans. Le comité de gestion de la COCAMA appuyé par la FOPAKO a obtenu un calendrier de récolte de cacao qui donne à celle-ci la possibilité de récolter le cacao de ses membres deux jours en plus par mois. Ce calendrier qui fixe encore les dates des récoltes ne satisfait pas encore COCAMA, mais donne déjà une possibilité d’éliminer une portion importante des pertes des cabosses par pourriture. Cette réussite montre bien le positionnement de COCAMA dans le développement du territoire. Évolutions potentielles des objectifs spécifiques L’accès des producteurs aux services appropriés de qualité sera facilité à travers les MBO, les RC et les CLD œuvrant dans les filières de manioc, huile de palme, banane plantain et cacao. L’adhésion de nouveaux membres au sein de COCAMA accroîtront sûrement l’effectif du groupe-cible. La COCAMA va travailler dur pour diversifier sa clientèle et répondre aux exigences des clients contractés. Progrès principal des thèmes transversaux GENRE L’effectif des femmes dans les structures MBO a augmenté : COCAMA de 26 femmes en 2011 à 67 en 2012 PARTICIPATION Les partenaires d’exécution et à la base ont participé à l’amélioration des stratégies opérationnelles du programme lors des ateliers d’évaluation et de planification annuelle et trimestrielles. Ils ont aussi participé à la définition des stratégies de sortie au cours de l’atelier sur la durabilité. La COCAMA a fait de même dans la construction du séchoir à four à bois et du dépôt de stockage de cacao. Elle a participé à la fructification du fonds de roulement cacao qui a financé les matériaux non locaux. Les producteurs de Nlundu et de Baka participent activement à la construction de leur mutuelle de solidarité, en épargnant et en octroyant des crédits individuels aux membres. DURABILITÉ La stratégie d’exit au niveau des OB, CLD et les MBO est basée sur l’appropriation des actions du programme sur le plan technique agricole et de gestion, organisationnel, commerciale et des épargnes. L’actualisation du plan d’affaire de la COCAMA va dans le sens de cette appropriation. Leçons apprises L’analphabétisme des membres des OB COCAMA est un frein à leur implication dans la gouvernance des OB et de la coopérative. Points d’action L’amélioration de la qualité du cacao marchand par le biais de la maîtrise des procédés techniques et de la diversification des marchés rémunérateurs nécessitent un appui conséquent en 2013. La gouvernance au sein des OB COCAMA doit être améliorée pour favoriser la participation des membres à la gestion et à l’exercice du pouvoir. KPBS NLKVK-41048542-5892 New business opportunities for milk cooperative The KPBS Pangalengan cooperative was established in 1969 as the first cooperative of Indonesia with 600 members as an answer on the increased power of the middlemen. Since the start the cooperative has grown and has currently 6,873 members, about 16,850 cows and produces 137,000 kilograms per day of raw milk. KPBS is a well performing professionally run organization with good quality milk. The chairman of the board is entrepreneurial and also the other board members have been installed for several terms already. The management and bookkeeping systems are in place and financial situation is good. As the cooperative is operating already well, focus for capacity building has been only on these parts of the organization which needs additional support. Within the organization capacity building of board members and staff will be set up. On the side of operation focus will be on volume and quality and technological adaptation. Development of a business plan Jl. Raya paangalengan 340 Kabupaten Bandung 40378 Pangalengan Indonesia Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 8748 8235 money is disbursed directly to the implementing organisation and managed by them Most of the planned activities were executed in 2012. The cooperative has responded very positive on the support given to them by Agriterra related to governance and management improvements. A business plan drafted for the production of UHT milk had been handed in to Agriterra in 2012. The cooperative is building a butter producing unit at the moment and it has been decided by the board, that also whipping cream and UHT milk will be produced in this extension to the milk factory. Capital for this investment is received from an Indonesian LPDB (Governmental institution that supports cooperatives) with an interest of 6%. The cooperative will start writing a business proposal for the purchase of cooling units at the collection points in 2013. Feed for the cows, both the roughage and the concentrate are important issues to be tackled by KPSBb (Pangalengan) and KPBSU (Lembang). Solutions have not yet been found, but they will be focus points in 2013. The cooperatives are willing to work together on this issue, with support from the Union, GKSI, the Netherlands embassy and Frisian Flag. Evergrowth NL-KVK-41048542-5793 Developing finance scheme for growth in dairy production Vietnam is one of the focus countries for Agriterra’s agribusiness development team. For that purpose Agriterra is interested in building up a client portfolio of farmer-led businesses in the country. In June 2011 a scoping mission to Vietnam was carried out to identify (unions of) cooperatives and other forms of farmer-led companies that could be interested in the business development services offered by Agriterra. FrieslandCampina Vietnam suggested to include Evergrowth Cooperative in the scoping exercise. The mission team came to the following conclusion on Evergrowth Cooperative: “Excellent growth potential, professional management and good governance make Evergrowth a promising client. The organisation is keen to grow and could use support in doing so. It was therefore agreed that a company assessment would be the next step as a point of departure for a possible tripartite partnership between Evergrowth, Agriterra and SNV. The company assessment took place in Soc Trang province during 24th to 28th October 2011. The Evergrowth Cooperative was established in 2004 with financial support from the Canadian government through a project implemented by SOCODEVI. Since 2008 the cooperative has been running without project support. The cooperative started with 171 members and has grown to include 1,223 members. Slightly less than half the members are female. The number of dairy cows increased from 477 in 2004 to 2,640 in May 2011 that deliver about 10 tons of milk daily. The company has the ambition to increase intake to at least 18 tons within five years. The action plan for 2012 addresses (i) capacity development for the MB, Management of the cooperative and (ii) the feasibility study to develop a bankable business plan for attraction of funding from international impact investors or financial institutions. The overall objective of the action plan is to develop a bankable business plan for Evergrowth Dairy Cooperative. Chac Tung Hamlet Soc Trang Vietnam Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 10031 10035.41 money is disbursed directly to the implementing organisation and managed by them By the end of the year, Evergrowth had 1492 members, a total of 32oo cows and average milk intake of 13 tons per day. Regarding the financial targets, turnover for 2012 was VND 73 billion, equivalent to USD2.65 million. The profit was 3.7 billions, equivalent to USD 175,000. Main activities were capacity development for the board management, capacity development of management staff and cooperative development. A training on reading financial statement (2 one-day course) for management board and control board was done. A 3 day communication and presentation skills training for board members was done. Board members and 60 excellent members conducted an exchange visit of one week to FrieslandCampina Vietnam training center (model farm). Director was trained on business strategies, followed an English course together with the chief accountant. All though there is improvement, there is still limited level of capability to communicate in English. The administrative manual of Evergrowth was updated. Identification of breed (Holstein Frysian, second generation) was done and a standard design for housing is available. An assessment of financial institutions to manage the funds was done and Agribank was identified as potential partner. A business plan was developed for overall operations of Evergrowth, but not specifically for getting a loan for expansion cow herd. In the last quarter of 2012, a joint mission of Agriterra and Rabobank was executed to assess possible cooperation with Rabobank Development/Foundation. All partners agreed to cooperate in 2013. The combined partners Agriterra, Friesland Campina and Rabobank can offer technical assistance at three aspects to overcome the current challenges: institutional capacity building, management support to staff and management support at farm level. TSEHAY NL-KVK-41048542-5926 Optimizing the malt barley value chain Description Tsehay Farmers Cooperative Union Ltd is founded in year 2000 with 5 cooperatives and now is a union of 51 cooperatives working at 12 Weredas with a total number of 38,456 smallholder farmers producing mainly barley (malt and consumption barley), chickpea, teff and spices. The union purchases and markets the crops of its members and sells different inputs (fertilizers and herbicides), consumable items and construction materials on discount for its members. The malt barley is differentiated from the food barley by the different varieties characterized by low protein but high carbohydrate values, yielding a higher extraction rates during processing. Malt Barley is mainly grown in Arsi and West-Arsi production area (Oromia region), and recently introduced in North and South Gondar (Amhara region) to supply the newly constructed factory in Gondar. While the malting varieties where set out as a cash crop in both regions, local population favors the malt barley over food barley for its high extraction rates in flour milling. Consequently, the majority of malt barley grown is kept for own consumption and used as barley flour (milled in local mills or at home) in Injera, the traditional staple food in Ethiopia. Approximately 40% of the malt barley marketed surplus feeds into the malting factory, which offers a premium for quality produce. With the selling of previous state-owned breweries, foreign private sector (e.g. BCI, Heineken, Diageo) is coming in to invest in the brewery sector, for which the inflow of malt barley is crucial. The growth potential is enormous with current per capita beer of only a fifth of neighboring Kenya. All breweries set ambitious targets to capture a good share of this high potential market. However, the increased demand for the beer’s main ingredient, malt barley, is not met by local supply. A lot of malt barley is imported from abroad. At sector level development, the introduction of new higher yielding varieties (planned by Heineken) could be discussed with the government. Before the malt barley enters the brewer’s gates it needs to be malted. Currently, Ethiopia only has one malting factory, but a competing malting factory is planned to open soon. To meet brewers’ demand, currently 60% of their malt is imported. Paradoxically, while Ethiopia is agro-ecological perfectly suit for malt barley production, it still imports most of its malt barley demand impacting the country’s already skewed trade balance. With imports a real administrative burden in Ethiopia and already more expensive than local supply with global prices only geared to go up, brewers have a keen interest in seeing the local supply chain improve. With stronger unions, increased malting capacity and more involvement of upstream value chain actors, bottled up demand for smallholder barley supply is just waiting to be uncorked. Tsehay has great potential to contribute to improve the local malt barley value chain and link it’s members to malt barley factories. Gondar Malt Factory is about to sign a malt barley contract with Tsehay. The proposed contracted amount of malt barley from the side of Tsehay is 20-25.000 quintal. This a great opportunity for Tsehay and malt barley farmers in this region. In order to comply with the demand Tsehaye needs to overcome certain challenges, which are addressed in this action plan. Most pressing issue is the finance to purchase malt barley. Gondar Malt Factory pays once the produce is in the storage. This is too late for the farmers. Therefore a pre-finance system for the malt barley value chain needs to be organized with actors involved - Gondar Malt Factory, Dashen, Bank, etc. Other weaknesses in the value chain that Tsehay seeks to address are the quality of the malt barley, weak linkages between PCS and union, outdated financial management system. Objectives • Mobilize finance for malt barley contract: 5 million ET birr • Optimize and strengthen malt barley value chain • Increase output marketing performance Tsehay • Increase quality and quantity of production Gondar Ethiopia Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 10695 7093 money is disbursed directly to the implementing organisation and managed by them Organisation • Training given to 13 board of directors and the control committee on cooperative governance, collective marketing, supervising and evaluating business performance, legal responsibilities of the members, board and other committees of the union. • automation of the finance system of the union with Peach tree software implemented by freelance consultants from Gondar University lecturers. • 15 employees trained in store management and purchase, sales, accounting and marketing. • List of selected primary cooperative societies that are potential to grow and supply malt barely. • 78 leaders of cooperatives trained in purchase, storage, finance, logistics and advantages of collective marketing and cooperative principles. Moreover, the Gondar Malt Factory has explained the contractual arrangement before beginning of the harvest season. • Multi stakeholder platform organized in order to discuss challenges, opportunities, implement changes or innovations, and discuss contract arrangement and financials. Production & supply management - To improve the malt barley production, productivity, post-harvest handling, marketing and quality control system. The generally accepted good agricultural practices training of trainers (TOT) is provided for 84 DA’s. This training was provided by the North Gondar zone Agricultural department and Cooperative promotion office at Gondar town. - Following the TOT, training on good agricultural practices, on malt barley production, harvesting, post-harvest handling and quality control is provided to farmers 900 farmers by using different criteria such as amount of cultivated area in malt barley, amount of purchased malt barely seed, and others. - The union solve the problem of primary cooperative storage by using fast transportation. In the contractual agreement when the primary cooperative purchase fifty quintals of malt barely product. The union will organize fast transport to Gondar. Processing - no ginger expert has been mobilized by Agriterra. In 2013, focus will be on malt barley. Marketing & sales - 25.000 quintal contract with Gondar Malt barley factory was established - Marketing performance of Tsehay was extremely low as compared to the contract arrangement with Gondar Malt Factory. Next season serious attention should be paid to purchase of barley from the cooperatives. - business plan developed and presented to several financial institutes - no loan was mobilized, most probably because Tsehay/Agriterra were too late with submitting. With revolving usage of own capital malt barley is purchased. Challenges The challenges encountered:- - Non sufficient supply of malt barely product to the union and cooperative and far below the expected or plan - Inaccessibility of some member cooperatives to transport product - The produce has not reached full production because of shortage of rain fall and substantial loss in the level of production and invoked consumption of the malt barley produced. - The late supply and failure of the supplied improved malt barley seed, the quality of the improved seed has been mentioned to have contributed to the loss in production for the season. - Scattered farming also has been challenges to bulking, monitoring the field, affected the quality. Therefore, clustering nearby farmers is planned for the upcoming production season. - Shortage of working capital, the union has utilized internal finance to purchase the members produce. Way forward The following are activities planned for the coming season:- - Supply improved malt barely seed from Amhara seed enterprise or research center on time - Training on use of cluster farming, best agricultural practices, marketing, and other topics - Develop a pre finance and update the business plan for malt barely trade financing for next season - Facilitate training at the critical time for farmers and development agents - Develop dashboard for PCS for tracking supply and marketing performance of coops - Shorten list of focus PCS: select front runners and work on incentive system. PCS that have delivered most, can for example get more loan. - Contract a temporary purchase coach in the season - Enroll a base-line to be conducted at farmer level and cooperative level by gathering figures in relation to production, income, profit margin of malt barley. SCFU NL-KVK-41048542-5897 Sesame export: Setit action plan 2012 Setit Union has a strong membership base and produce approximately 30-40% of the Ethiopian sesame to the market. The cooperative members responded wisely to install a high end cleaning machine and to enter into the export market directly in previous years. However lack of experience, changing market conditions, poor and corrupt management of the past has severely impacted on the unions’ ability to capitalize on the initiative. With the current international and local focus and support on agriculture in general and for small scale producers, the union is well positioned to optimize its recovery. Setit seeks to regain its export position and export 150.000 quintal of sesame. Already one international buyer has been identified, namely Olam. In order to move into export and guarantee sufficient produce Setit seeks to set up an input finance scheme, providing loans to the farmers in order to cater for their inputs and paying the workforce that need to work on the lands. Goals
• to develop a bankable business plan for
- export finance
- input finance
• to recruit a professional manager spearheading the revival of Setit’s business performance
• to restructure the outstandi Humera Ethiopia Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 16. Marketing Aid grant excluding debt reorganisation 11980 6119 money is disbursed directly to the implementing organisation and managed by them • Suitable general manager is recruited and managed to get Setit back in export after two years. • Bankable business plan was prepared for three years clearly indicating the annual export growth, profit and re-scheduling the none-performing loan. This business plan was used in processing bank loan which was very helpful in accessing ETB 25 million. This 25 million will mainly be used for next season. • Since the bank loan came late, and sesame prices rose incredible quickly, Setit has defaulted some contracts. After the season the balance need to be made how the situation can be assessed, but it appears that it can be seen as a tough season for Setit. • Sesame was sourced from member primary cooperatives for export and export contracts with different buyers was signed and registered at Commercial Bank of Ethiopia International Banking Department (CBEIBD). An effort has been made to convince primary cooperatives to supply their sesame seeds to their union and positive results achieved. • All necessary preparations, including export competency certification were successfully performed to start the export business • Export business is started and 570MTs exported and 228MTs on process to export. Since the Union was not in the export business for more than two years before the implementation of this project. • Commitment of member cooperatives to supply sesame and take out the union from its current situation to a better level was improved. COPAO NL-KVK-41048542-5635 Nouveau système de mise en marché collective de café et cacao Dans la quasi-totalité des villages du département de Bloléquin, les producteurs se sont organisés au sein de groupements associatifs informels. Ces groupements participent aux activités de production du café, du cacao et des autres cultures. Le profit du travail fait en commun est mis en épargne et permet de financer les projets communautaires. Dans chaque village, pour la seule filière du café et du cacao, une structure formelle de commercialisation de ces produits existait déjà. Il s’agit de Groupement à Vocation Coopérative (GVC), regroupant uniquement des producteurs de café et de cacao. Malgré l’existence de ces GVC, ces producteurs restaient à la merci d’intermédiaires véreux qui n’hésitent pas à abuser de leur faible capacité d’action et de leur ignorance des systèmes du marché. Pour faire face à cette situation, une trentaine de GVC se sont constitués en Coopérative de Producteurs Agricoles de l’Ouest (COPAO), pour, non seulement se conformer à la nouvelle loi coopérative de 1997, désormais en vigueur, portant organisation des anciens GVC en coopérative, mais surtout prendre leur destin en main dans un esprit de solidarité et de confraternité. La COPAO a donc été créée et a permis de faire émerger ce cadre de concertation et d’action participative. Contexte et justification La culture du cacao et du café, principale source de revenu dans le département de Blolequin, est pratiquée par plus de 15.000 exploitants regroupés au sein de vingt une (21) coopératives agréées. La majorité des plantations (café et cacao) sont la propriété de paysans sans formation. Selon les chiffres du Ministère de l’Agriculture, en 2010 la production départementale était de 25.000 tonnes de cacao et de 5.000 tonnes de café. En dehors de ces produits, les sources de revenus sont très limitées. La quasi-totalité de cette production est commercialisé par des intermédiaires (acheteurs et pisteurs). Les coopératives, à défaut de moyens et de cadre de concertation subissent le dictat de ces intermédiaires. La COPAO qui rassemble de petits producteurs (1) qui doivent se battre chaque année pour survivre, n’est pas épargnée par cette situation. Ses membres sont victimes dans leur grande majorité des acheteurs ou pisteurs qui achètent leurs productions à vil prix. Ce bas prix payé aux cacaoculteurs a comme conséquence, le nombre de plus en plus croissant de producteurs vivant dans la précarité et la pauvreté. Un petit producteur est un paysan qui cultive sa propre plantation (2 à 3 ha maximum) lui-même ou exclusivement avec l’aide de sa famille. C’est pour juguler une telle dépendance dans un environnement socio-économique aussi difficile d’une part et améliorer le bien-être socio économique des producteurs du département de Blolequin d’autre part que la COPAO a pris l’initiative de rechercher une collaboration technique et financière dynamique à travers le présent projet de création d’un nouveau système de mise en marché collective de café et de cacao. Objectif général: 1.1 Acroître les revenus monétaires des membres de la COPAO. Objectifs spécifiques: 2.1 Sensibiliser et former au moins 125 producteurs volontaires à la démarche de la vente groupée et à la maîtrise des traitements post récolte cond 20 BP 254 Abidjan 20 Ivory Coast Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 16. Marketing Aid grant excluding debt reorganisation 12000 0 money is disbursed directly to the implementing organisation and managed by them Ce contrat a pris fin en mai 2012. Selon COPAO les derniers mois, l'équipe a mis le paquet et certains résultats ont été obtenus. Ainsi 156 producteus ont été sensibilisés et formés sur la vie coopérative et à la démarche de la vente groupée des produits agricoles. Sur 125 kits de produits phytosanitaires prévus, il y en avait 150 qui ont été distribués aux producteurs membres pour traiter 300 ha de cacao. 12 administrateurs de la COPAO ont été formés à l'exercice de leur responsabilité dans le conseil d'administration. Il y a 5 centres de pré-collecte construits dans les 5 sous sections de la COPAO. Pourtant, lors d'une mission en avril 2012 (http://www.agroinfo.net/?menu=missions&view=mission&mission id=25511#), aucune activité sur le terrain a été constaté. Raison pour laquelle Agriterra a décidé de clôturer ce partenariat avant la fin du contrat. Une procédure de traitement de fraude a été mise en marche. Cette procédure n'est pas encore arrondie. AMMOR NL-KVK-41048542-5664 Empresa comercializadora de apoyo a grupos de mujeres artesanas 1. Breve resumen del proyecto Antecedentes: Dentro de las tres áreas de trabajo de la AMMOR, a) Género y participación social y política; b) Desarrollo Sustentable y Desarrollo c) Fortalecimiento organizativo, apoyo y servicios, se ha procurado impulsar las actividades productivas de los grupos de mujeres. En cada región de la AMMOR, de manera permanente se tiene un interés especial en la formación de pequeñas empresas de mujeres, que posibiliten el desarrollo personal y grupal de la mujer, acciones que se traducen en mayor bienestar social de sus familias y comunidades en los medios rurales y semiurbanos de escasos recursos. Contamos con una gran diversidad de proyectos productivos operados por grupos organizados de mujeres, sobre todo en el área artesanal, que se deriva principalmente de prácticas aprendidas por raíces históricas o por aprendizajes de tecnologías sustentables de los grupos productivos. Contexto: A los grupos de mujeres no sólo les basta con conocer o manejar un proceso productivo y tecnológico, sino requieren de mayor esfuerzo derivado de las exigencias de la globalización económica y de mercados, que impone una competitividad en todos los niveles y en todos los países, en los que se requiere del manejo de técnicas de marketing, técnicas de ventas, técnicas de presentación y diseño de los productos que atiendan las necesidades de los clientes o de los consumidores finales. Aún sin que los proyectos productivos de las mujeres incursionen en los mercados externos, ya que la globalización y sus efectos se dan en el propio mercado interno, ya que surgen productos a la venta que aunque provengan; por ejemplo de países lejanos como China, sus productos compiten directamente con los productos locales en presentación, calidad, diseño y precio. La propia sobrevivencia de los grupos productivos de mujeres, depende de que incorporen nuevas presentaciones de sus productos, diseños, canales de comercialización, distribución, tecnologías, técnicas de venta y de la regularización de su situación legal para facturar y diferenciar sus productos, que les permita competir en los mercados locales y regionales. Justificación: Dada la complejidad de la globalización y de sus efectos en las pequeñas empresas de las mujeres, la AMMOR se ha propuesto como reto, establecer una empresa comercializadora que le proporcione las herramientas necesarias para que los grupos productivos de mujeres eleven su competitividad en los mercados actuales. Objetivo general: Fortalecer las capacidades organizativas, legales, productivas y comerciales de las pequeñas empresas de mujeres en las regiones. Objetivos específicos: Fortalecer las capacidades de los grupos artesanales por medio de una empresa comercializadora a nivel nacional. Fortalecer las capacidades de los grupos en el diseño y presentación de sus productos. Fortalecer la capacidad de gestión y financiamiento de los grupos artesanales. Fortalecer la participación de los grupos artesanales y sus productos en ferias, exposiciones y encuentros, etc. Resultados esperados: 1. Los grupos artesanales cuentan con una empresa comercializadora de la AMMOR que les da capacidad para facturar, distribuir y comercializar sus productos artesanales en todo tipo de mercados. 2. Los grupos artesanales aplican mejores técnicas y herramientas para la presentación y comercialización de sus productos. 3. Los grupos artesanales gestionan recursos en apoyo a sus actividades ante instituciones financieras. 4. La empresa comercializadora de la AMMOR gestiona recursos para la operación de sus actividades. 5. Los grupos artesanales incrementan sus ventas a través de la participación en ferias y exposiciones. Universo de trabajo: grupos artesanales de 17 estados con 485 beneficiarias directas. 2. Aspectos sociales y económicos El ingreso promedio por hogares en el sector rural en México en el 2008 en los tres primeros deciles mas pobres de la población se ubica en 2,465 pesos mexicanos (equivalente a 146 euros) mensuales, de este ingreso el 62.8% procede de trabajos subordinados generalmente del empleo de jornaleros en los campos agrícolas y solo un 14.1% proviene de ingresos de trabajos independientes como las artesanías, la venta de pequeños excedentes agrícolas y el comercio; el 11.6% de transferencias de subsidios de programas gubernamentales y de remesas enviadas por familiares que trabajan en el extranjero; el 8.9% de la renta de sus parcelas y el 2.6% de otro tipo de ingresos. La actividad artesanal como la que realizan la mayoría de los grupos de mujeres de la AMMOR, representa una parte del ingreso del hogar de sus integrantes, eso denota una debilidad de la actividad, ya que generalmente es una labor complementaria a sus ingresos y que por falta de financiamiento y de mejoras tecnológicas no logran incrementar su producción y venta de sus productos. La puesta en marcha de la empresa comercializadora de la AMMOR tendrá como finalidad el incrementar los ingresos de los hogares de la población pobre, a través del fortalecimiento de las capacidades organizativas, técnicas, productivas y comerciales de los grupos productivos de mujeres en torno a sus actividades artesanales. José Roa Bárcenas Nº. 220 Altos 1 Colonia Vista Alegre. Delegación Cuauhtémoc CP 06860 MEXICO D.F. Mexico Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 12074 12074 money is disbursed directly to the implementing organisation and managed by them Se constituyó legalmente la empresa “Mujeres Artesanas en AMMOR”. Falta su inscripción en el Registro Púbico de la Propiedad y el Comercio de la Ciudad de México y su Inscripción de Alta en Sistema de Administración Tributaria, que están en trámite, para poder dar inicio formal a sus operaciones. Se logró obtener el logotipo de la empresa comercializadora, otro punto muy importante, ya que debe combinarse la filosofía y el trabajo de la AMMOR y la producción y la venta de artesanías. Otro logro muy importante fue la capacitación en una primera etapa de 40 mujeres en temas de comercialización y mercadotecnia, herramientas esenciales para que los grupos mejoren sus procesos productivos con mayor calidad y establezcan diferentes tipos de estrategias para la comercialización de sus productos. En esta segunda etapa se dieron 16 cursos más enfocados a los temas de interés de cada región sobre la misma temática de marketing y comercialización, pero viendo más el entorno particular; ya sea por el tipo de productos, el tipo de clientes que atienden y la región en particular. Se gestionaron 18 planes de negocios ante la SRA (Secretaria de la Reforma Agraria) y la SAGARPA (Secretaria de Agricultura, Ganaderia, Desarrollo Rural, Pesca y Alimentación) logrando una inversión de $3,277,200.00 pesos, directamente a los grupos en apoyo a sus proyectos productivos artesanales. Se tiene en gestión un plan de negocios para establecer una Unidad de organización y promoción del crédito de la AMMOR con Financiera Rural, a fin de apoyar a los grupos que estén en esas posibilidades de acceder a créditos a tasa de interés 2/3 más bajas que las tasas de mercado de la banca comercial. Se tendrá un resultado positivo probablemente entre marzo y junio de 2013. En el 2011 se logró la participación en 9 ferias locales en cabeceras municipales (de menos de 20 mil habitantes) con la participación de grupos de mujeres, y se logró un resultado similar en 9 ferias más en el 2012, que ha servido para ir posicionado los productos de los grupos de mujeres en otros mercados y clientes. En suma, el proyecto ha logrado la mayoría de los cinco resultados esperados, a excepción del quinto: el incremento de las ventas (y por lo tanto de los ingresos de las mujeres participantes) en las ferias susodichas. Es posible que se haya logrado pero no existen datos al respecto. Mosoriot Cooperative NLKVK-41048542-5919 Fruits4Development - Developing a cooperative fruit trade company Mosoriot is a young start-up cooperative. The last two years promising steps were taken in bringing together farmers and increasing the production and marketing of mainly passion fruit in the Kesorai division. A good start has been made to structure the finance and administration of Mosoriot, and punctually administer transactions. However the administration is not digitalized, which is one of the next steps in professionalization. The biggest point for attention is organizing the marketing and sales process of Mosoriot. The unique selling point of Mosoriot, and biggest found reason why farmers joined the cooperative, is that Mosoriot facilitates in the collection and marketing of members produce to guarantee better prices. Individual farmers are not in the position to achieve this. The current marketing and sales process is evolved by doing, but needs more structure and professionalization. Importantly, the marketing of produce should not be dependent on the bulk purchase of one single buyer(s). With the assistance of SNV Kenya and Agriterra Mosoriot aims to professionalize the cooperative by (1) developing the organisation structure, (2) digitalizing the financial administration, (3) assisting current members in expanding production of horticultural produce and binding new member to the cooperative and last but not least by (5) organizing/structuring the marketing and sales process. Support business development and market driven growth of Mosoriot Horticultural Crops Growers Co-operative Society Ltd Kenya Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 14011 11209 money is disbursed directly to the implementing organisation and managed by them • Sales 2012: 109.349 kg of passion fruit, 2.100 kg/week on average. (Jan 2013: 1.900 kg/week). • A baseline was developed including information on production per farmer, acreage and marketing. The process involved training the enumerators, carrying out baseline survey, analyzing the data and writing the report. The report helped the cooperative realize that many farmers still sell to hawkers and other local market outlets instead of start selling to Mosoriot. It also helped in the development of a strategic plan with the assistance of SNV and Agriterra. • A strategic planning workshop was organized with the assistance of Agriterra and SNV (mission team Van der Maden 27/10 -3/11/2012) whereby the management together with the lead farmers attended the workshop a a three years plan mapped. • Mosoriot is currently working on establishing a certified passion fruits seedlings nursery; the site has been identified and ploughing is in progress. This will benefit farmers/members to get seedlings at a cheaper price and of improved quality. • The co-operative hired a qualified manager and accountant. The first manager resigned after a few weeks. The new manager started mid-December. • The field day planned, was moved to February 2013 because of changes in management. Also in February 2013 a special Annual General Meeting will be held to report on management changes and elect a full new Board as the acting Board is interim now. At the regular AGM in April, the audited accounts 2012 will need to be approved.. • The purchase of 2 computers with the aim of upgrading bookkeeping, communication and use of internet information and services has made the operations in the co-operative to be easier and more accurate. It has also improved means of communication through emails and identifying the market for the farmers’ produce. • Four motorized sprayers have been purchased which will be operated by 4 Service Providers. Spraying will be done at an affordable price to members, and the costs could be deducted from members through a service fee on delivered produce (check off system). The cooperative will be introducing the spray model for export produce (export linkage ongoing with SNV). This will help boost the price and agronomical skills. In the 2013 budget funding, we will have 1 agronomist who will support and advice farmers in order to produce export quality. • The cooperative has contracted software developer OPUS Systems who will develop, implement and train our manager and accountant on how to use the software Coop Works 6.0 and also keep control of the day to day processes of the cooperative to ensure efficient running of activities. • Marketing Development, linkage to market information, B2B forums and supporting/training the marketing committee will be implemented with help of a consultant in 2013. Kieni NL-KVK-41048542-5918 Investing in governance and sustainable supply of milk Extension services, especially in the area of feeding and fodder preservation seems not yet to be in the centre of activities of Kieni Dairy. There are on local coop level activities on ground but not coordinated by Kieni Dairy. Quality of these local initiatives are questionable. Set up of an extension services program by Kieni Dairy is adviced to assure alignment, coordination, critical mass and quality. Therefore Agriterra will support further development of Kieni extension services to members, mainly in the fields of hay production and compound feed delivery. Kieni Dairy wants to start with processing of the milk; pasteurised milk and yoghurt. Taifa SACCO (80.000 members) will pay for this investment, and will become partly owner of the factory. Most of the farmers are also a member of this SACCO. Keini Dairy is paying the Cooperative Society, and the individual coops are paying their farmers through the SACCO. An additional loan form the Cooperative Bank of Kenya is also considered. Agriterra is requested to advise Kieni Dairy on the setup of the company structure and the design of the plant. Furthermore Agriterra will offer support in the area of the cooperative structure since the current structure seems rather complex and very time consuming for key persons involved. Loyalty of individual coops towards Kieni Dairy is low. Development phase, size and quality of management of individual cooperatives differ a lot. This can become a treat when front runners feel they are being pulled back by the lackers. The high mutation rate of the board members is hindering teambuilding and effective management. The current structure will be assessed through trainings and discussions with board members on key topics in the field of cooperative governace. Also a marketing and sales plan will be establish two new milk bars in Embaringo and Kiawara for Hillside Dairy Processors Ltd, one of the stronger of the 7 primary societies of Kieni. Market research on competition and target group (middle and higher income) will be done by a Dutch expert on dairy marketing and sales. The underlying project has the following targets: 1 marketing and sales plan for 2 milk bars targetting middle and high end market Increase milk intake by 5,000 l/day for society 2 demo farms established and 100 farmers trained Sample Farmers increase milk production by 20% Increased area planted with fodder crops and use of silage by sample farmers (> 10%) Improved feed/milk price policy making and professional decision making process within Board Kenya Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 14118 11547 money is disbursed directly to the implementing organisation and managed by them The overall target for 2012 was to increase milk intake of Kieny Dairy by 5,000 liter/day. This target was not met. In contrary, average milk intake decreased by -4.9% due to increased side selling. Total Milk volume: 2011: 9,385,376 kg (average of 25.713 kg/day) 2012: 8,923,002 kg (average of 24.446 kg/day) A baseline was established: A study was done on extension services in Kieni’s 7 primary co-operatives and a baseline survey on the farmers’ performance on dairy production was done. Also a borehole feasibility study and irrigation water feasibility study was conducted. These reports are available. Two demo farms are established, but the planned 100 farmers are not trained yet. Activities to increase area planted with fodder crops and use of silage by sample farmers started at the end of the year. It is too early to measure whether the targeted 10% is met. Test results of the demo farm were published in newsletter and on website. Kieni also produced a flyer to present the cooperative externally. Activities to achieve improved feed/milk price policy making and professional decision making process within Board was not done. Market research was done on products and consumer preference for the milk bar and milk shop at Hillside Coop. Drawings for designing a modern milk bar are underway. Twelve youth service providers were trained on dairy production skills, fodder establishment as well as preservation through use of tubes, surface preservation. Computer is sourced and bought to assist the service providers experts on collection of data and reporting. Kitiri Dairy NL-KVK-41048542-5736 Milk matters! Farmer-led dairy development in Kinangop milk shed Kitiri Farmers Dairy Cooperative was started in 1964 to market milk, pyrethrum and wool for its members. The initial active members were 356. During this time they sold Milk through KCC, Pyrethrum to PBK and wool was sold to different people in Nakuru and Eldoret. Milk became the major activity in the period between 1964- 1990s. In 1996 the Cooperative collapsed due to mismanagement and at this time many other Cooperatives in Kenya collapsed due to milk market liberation. Farmers could easily sell milk away from the Cooperative, and this lead to reduced milk prices. With increased need to sell milk, in 2001 Farmers came together to from a Self Help Group in order to sell milk. The Self-help worked for a short time and thereafter the Farmers turned to Brokers who collected milk at a low price and sold the milk in Nairobi and Naivasha. The Brokers again failed due to non-payment. In 2001 the Society was congregated and started collecting milk and selling to Aberdare Creameries. Farmers hinged together and started milk collection and reviving the Cooperative. The reviving team consisted of 20 members with a milk collection capacity of 100 litres per day. The Society has grown over the years. The Cooperative provides a number of services to the members including; milk collection at farm gate, school fees advance, National Hospital Insurance Fund annual fees, outpatient treatment at Kinangop Hospital, and access to credit through recommendations to Aberdare Sacco. Youth are assisted to acquire Dairy cows with support from ILO. Currently, about 60 youths have received dairy cows on credit and this makes Kitiri quite distinct from other Farmers Cooperative Societies with an average age of Farmers at 34 years. With the underlying project Kitiri aspires to increase membership as well as milk intake in order to better serve the market by handling growing volumes of good quality milk. Main condition therefore is that the cooperative computarizes its financial management. increase membership to 2000 increase volumes to an average of 10,000 litres per day reduce milk rejections by 20% train 800 farmers conduct one exposure visit source for more milk markets To develop a bancable business plan o Increase Membership to 1800 o Increase Milk volumes to average of 10,000 litres per day o Improve on milk quality and reduced milk rejection by 15% o Train 20 youths as service providers to 540 farmers trained Kinangop Kenya Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 14190 14190 money is disbursed directly to the implementing organisation and managed by them Kitiri Farmers Dairy Cooperative executed the activities according action plan for 2012 and achieved results for the main activity items. The first main activity item was member education. Monthly farmers training sessions began in April and were hosted at four different locations throughout Kitiri by Mambo. These sessions cover topics from breeding, fodder management and calf rearing. Through 11 trainings (10 from Mambo/SNV and one by Anti Pest), 952 farmers received training, giving an average of 87 farmers per subject. At the demo farms Kitiri planted fodder seed in May, but due to unseasonably heavy rains, the crops were ruined. However, in August, a second attempt at planting fodder was made, with much better results. Purple Fetch protein fodder crop was doing the best. The crops were ready by late November, mostly used for silage. Kitiri in conjunction with Future Focus Development has developed an extension strategy which will be implemented by March 2013, as we are working to build the proper network of extension officers with Tulaga Dairy to train farmers of both societies together. Board exposure visits together with Tulaga Dairy to Nyala on 15 February 2012 and Wamunyo/Masii dairy coops were executed on merging experience and cattle feeding issues later in August. The board members saw how other cooperatives operate and they saw also different methods of caring for their animals. The board members found this visit very beneficial, also to get to know each other better. The second main activity item was Strategic alliance. In anticipation of a merger between Kitiri and Tulaga, both the organisational development and local expert costs budgetary buckets were put together for spending purposes under the strategic alliance bucket. The funds originally allocated for organisation development was reallocated for a 3 day, 2 night conference involving Kitiri, Tulaga, SNV, Agriterra, and local consultant Maisha Muthoka 18-20 July 2012 in Naivasha. This conference was to teach the boards of both Kitiri and Tulaga about the differences between a merger and joint venture, to discuss the benefits of each business relationship, as well as to start a more open and direct dialogue between the two boards with regard to the merger. The board members had an exposure visit at WAMUNYU/MASSI Cooperative society to learn more about merger and joint venture 14-15 August 2012. This was very beneficial to them. On 30 August 2012 the boards of Kitiri and Tulaga signed a memorandum of understanding. This was witnessed by Mr. Rien Geuze, Mr. Cees van Rij and DCO Nyandarua South District, Mr. Thuku. Kitiri has been keeping monthly meetings of the steering committee for the merger. This committee includes the chairmen, managers and secretaries of Kitiri and Tulaga, Mr. Rien Geuze from Agriterra, John from Peace Corps, as well as the district cooperative officer Mr. Thuku. While progress is being made, there are still some obstacles to overcome. The financial analysis by John is being held up due to a lack of the financial reports for Kitiri Dairy and Investment Cooperative Society Ltd for years 2010, 2011 and 2012. This is paramount, as most assets for Kitiri are held under this Kitiri Ltd. Official approval by Ministry of Cooperatives of 2010 and 2011 is expected by January 2013. Due to his familiarity with both Kitiri and Tulaga, consultant/trainer Maisha Muthoka was asked to assist in producing a joint business plan for Kitiri and Tulaga, post-merger. Once the business plan is completed, we plan to have the Special General Meeting in which members of both cooperatives have to agree to continue the merger process. CAC - Divisoria NL-KVK-41048542-5733 Conseguir mercados para café tostado molido y chocolates de alta calidad La CAC Divisoria, es una cooperativa peruana que trabaja con unos 700 socios, en café y cacao de calidad, ha crecido mucho en su capacidad organizativa, técnica y empresarial desde su comienzo en 2001. La Divisoria se destaca por la calidad de café que ha podido desarrollar a través de mejoras de tecnología de producción, que ha traído su fruto: cuenta con los clientes más exigentes en el mundo de los cafés ‘gourmet’. Aunque en el principio los salarios fueron pagados por Naciones Unidas, actualmente la cooperativa es auto-sostenible y goza de la confianza de las instituciones financieras para capital de trabajo. CAC Divisoria desde el 2007 incursionado en el acopio y comercialización de cacao, con planes empresariales para diversificar con flores y madera. Para incrementar la productividad y calidad de todos sus productos ha dado mucho énfasis en la producción y utilización de abono orgánico. Múltiples proyectos han sido financiados por organismos de cooperación como las Naciones Unidas, USAID, Fundación Progreso, Fundación Rabobank y fondos nacionales como INCAGRO. Sin embargo, gerencia y directorio todavía se ven confrontado con debilidades como la falta de buena y rápida comunicación, una deficiencia de conocimiento de asuntos financieros, y demoras con financiamiento de instituciones. CAC Divisoria necesita fortalecer sus operaciones actuales lo más pronto posible con más recursos humanos, capacitación y nuevo software administrativo. Es fundamental fortalecer primero la base de la cooperativa antes de empezar con nuevos proyectos. Y a la CAC Divisoria no les faltan ideas para proyectos; entre sus iniciativas empresariales figuran: 1. CAFÉ TOSTADO Y ENVASADO: Ya tienen varias marcas registradas para el mercado domestico. Ya cuentan con una tostadora pequeña (de 15kg/12 minutos) que compraron con propios fondos y están aplicando para una piladora, envasadora y selladora con un fondo nacional; 2. CHOCOLATES: Ya hay algunos diseños preliminares para propias marcas; 3. MADERA CERTIFICADA: La CAC Divisoria participa con 60% en una compañía procesadora de madera (los otros son una asociación de piñeros y una de cacao) que cuenta con un propio directorio (3 representantes de Divisoria) y con maquinaria donado por la ONU en Aguaytia (secadora de madera, transformadora y aserradero). Luego de una visita del oficial de enlace al Perú CAC Divisoria mostró interés en los servicios que brinda Agriterra en asesoría y desarrollo empresarial. Agriterra organizó una primera visita para profundizar el conocimiento entre la CAC Divisoria y Agriterra, para hacer un diagnóstico gerencial y financiero y para hacer un plan de trabajo para el resto del 2011 en que se provee desarrollar un plan de negocio integral con el cual la Divisoria debería poder acceder a fondos con instituciones financieras y realizar las ideas empresariales, que en turno harán más rentable y solvente la cooperativa. 2012 Incrementar las ventas y la diversificación de clientes por medio del lanzamiento y promoción de la marca propia Q’ulto para chocolate y café. El fortalecimiento de la gestión financiera también seguirá teniendo relevancia en este segundo año de pr Mapresa Km.4.40 Carret. Federico Basadre Santa Marta, Luyando Tingo María – Huánuco Peru Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 14733 14003 money is disbursed directly to the implementing organisation and managed by them El proyecto ha generado cambios entre administrativos, estratégicos y de inserción de nuevos productos al mercado, a la actualidad se desarrolla bastante expectativa con los productos resultantes del convenio Agriterra y Divisoria, se ha creado una plataforma de coordinación con otras entidades como son gobiernos locales, regionales, entidades de cooperación y financieras quienes ven con mucho interés y optimismo los cambios estratégicos que se generaron por efecto del presente proyecto. El proyecto mantuvo siempre la misma filosofía inicial que estaba enmarcada en el fortalecimiento organizacional y empresarial para lograr una empresa rentable y sostenible a partir de ello se generaron las propuestas de mejora. La intención fue lograr una cooperativa que brinde servicios eficientes a sus asociados, que logre la autosostenibilidad a través de la capitalización y rentabilidad. El objetivo principal a largo plazo es mejorar las condiciones de vida de los socios productores de la Cooperativa Divisoria Ltda. Hay impactos positivos que ya por efecto del desarrollo de las nuevas marcas de café, chocolate y el desarrollo de una nueva marca de abonos orgánicos, se ha generado bastante expectativa en los consumidores ya que poseen nuevas alternativas de compra o servicio. El proyecto contribuyo principalmente al desarrollo de productos terminados y competitivos. Desde ya, ingresar al mercado nacional de forma profesional y competitiva es ingresar a un nuevo mundo comercial donde tenemos que ser muy eficientes, innovadores, creativos y de rápida reacción al cambio. Es importante mencionar que desde que empezaron a vender estos productos y servicios que se esta brindando una opción de elección a la comunidad para la adquisición de nuevos productos, contribuyendo en la generación de empleo, diversificando la cartera de negocios para evitar impactos económicos fuertes en caso de caída del precio internacional del café y cacao. Esta experiencia con el proyecto es una gran lección que será de mucha utilidad para Divisoria en el desarrollo de los negocios con productos terminados y su inserción al mercado nacional que estamos proponiendo. CORDTUCH NL-KVK-41048542-5582 Consolidacion de un modelo Socio-empresarial alrededor de Turismo Comunitario CORDTUCH con el apoyo de TRIAS busca fortalecerse como una organización socio-empresarial para la comercialización del turismo comunitario de la provincia de Chimborazo como estrategia para diversificar sus ingresos desde una perspectiva participativa y sustentable. Para esto persigue como resultados la consolidación institucional y desarrollo socio-empresarial; fortalecimiento de la promoción, mercadeo y comercialización del producto turístico comunitario de la provincia de Chimborazo y la incidencia en políticas públicas para el desarrollo y fortalecimiento del turismo comunitario Av. Sesquicentenario y Miguel Angel Leon Riobamba Ecuador Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 17231.6 19192 money is disbursed directly to the implementing organisation and managed by them Se han fortalecido 6 productos turísticos, logrando que 9 operadores comunitarios ofrezcan productos turísticos. 244 personas se capacitaron en gestión turistica. La difusión y comercialización de los productos turísticos se ha realizado con éxito, gracias a las participaciones en ferias nacionales y otros eventos, y a través de convenios con ONGs y Municipios. Se ha elevado el volumen de ventas de los paquetes turísticos, productos de quinua y artesanías. La cartera de clientes asciende a 16 Operadoras Turísticos y 6 Operadores Potenciales con los cuales se tendrá que trabajar para que se conviertan el próximo año en clientes reales. Se ha realizado un intercambio de experiencias con NEOS (Netwerk van Ondernemende Senioren) y entre comunidades La reestructuración de costos de los servicios turísticos independientes en cada una de la comunidades se ha podido realizar a través de un Taller entre Coordinadores turísticos de cada OTC, donde pudieron dar sus puntos de vista y que hay que trabajar en red ya que cada uno de las comunidades dispone de servicios diferente El volumen de ventas con respecto al año anterior se ha incrementado de forma significativa y las ganancias se han reinvertido en la construcción de un cerco para el terreno de la Corporación, la elaboración de material promocional y sobre todo en el mantenimiento de las oficinas de donde se comercializa y se realiza la Operación Turística. Al finalizar el año se presenta una ganancia de 13442 USD por venta de servicios turísticos y los costos operativos ascienden a 23400 anuales, lo que indica que la operadora pudo cubrir el 57% de sus costos. Para lograr alcanzar el punto de equilibrio, CORDTUCH seguirá trabajando y afianzando nuevas estrategias de comercialización como el servicio de transporte turístico para instituciones educativas y operadoras turísticas (ya que no se ha estado aprovechando al máximo), así como la participación en ferias y eventos de comercialización que permitan dar a conocer nuestros productos Lecciones aprendidas En el pasado la Empresa turística “Puruha Razurko” donde Cordtuch es el único socio, fue manejada por técnicos externos desde 2012 la empresa es manejado por gente de Cordtuch Al principio, tomar el mando de una empresa pareció algo imposible, pero la lección más grande es que los comunitarios tienen capacidad para gerenciar o desempeñar cualquier cargo administrativo. Asumir el reto cuesta, pero el resultado es muy enriquecedor. Las alianzas estratégicas generadas han contribuido positivamente al Desarrollo del Turismo Comunitario. ROPPA NL-KVK-41048542-5703 Appui ponctuel aux activités de pilotage et appui-conseil des poles d'entreprises agricoles (extension 1000s+) Plan 2011 CNIEP/APCR/Togo - appui aux 12 poles d'entreprises agricoles (PEA) sélectionnés - appui technique en matiere de: mise en route des plans d'actions; (*) renforcement des l'organisation des organisations paysannes (OP) à la base; (*) identifier les difficultés; (*) faire un bilan annuel. - Frais de salaire et de fonctionnement CNIEP et ACPR - Budget total Agriterra: 9.820.000 f CFA (14.970 euro) - co-financement IFDC: 500.000 f CFA Plan 2011 CNIEP/PNOPPA/Benin - Appui aux 19 PEA sélectionnés - Appui technique en matière de: (*) dynamique organisationnelle; (*) élaboration, mise en oeuvre et suivi des plans d'actions; (*) plans d'affaires; (*) enregistrement et affiliation à une faitière; (*) recherche des marchés d'écoulement. - Frais de salaire et de fonctionnement CNIEP et PNOPPA - Budget total Agriterra: 10.250.000 f CFA - co-financement IFDC: 1.000.000 f CFA 09 BP 884 Ouagadougou 09 West africa Dutch Ministry of Foreign Affairs WA2 Institutional development Deliverable 07. External positioning Aid grant excluding debt reorganisation 17276 21339 money is disbursed directly to the implementing organisation and managed by them Consorcio de Cacao Amazónico NL-KVK-41048542-5840 Las cosas claras y el chocolate espeso La propuesta presentada por CCA consiste en que Agriterra ayudara a financiar: - Software contable (gerencia); - Diseño de un mejor sitio-web y programa de boletines electrónicos (gerencia); - Talleres de capacitación para: o Ventas regionales (gerencia); o Asociatividad a nivel de un consorcio (¿cómo se maneja un consorcio?) (gerencia y socias); o Plan estratégico (gerencia, socias) o Finanzas (contabilidad) (gerencia) o Marketing e Innovación (gerencia) - Desarrollo de un plan de trabajo de las socias individuales (gerencia, socias) - Sistematización de estudios de mercado previos (gerencia); Sesiones creativas (gerencia, expertos); - Sistematización de chocolateros y catálogo de proveedores de envases en Lima (gerencia, expertos); - Plan de Factibilidad de Chocolates en Lima y en las Regiones; - Visita a varias chocolaterías en Ecuador; - Desarrollo de un plan de negocio para Lima y Regiones. Brindar valor agregado a los granos de cacao de exportación de las cooperativas asociadas al Consorcio, satisfaciendo al consumidor con chocolates de calidad producidos con cacao de origen. Jr. Arica 285 Juanjui - San Martin Peru Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 17937 20989 money is disbursed directly to the implementing organisation and managed by them En los últimos 4 años, el cacao peruano ha ido escalando mayores posiciones a nivel internacional, llegando a elaborarse más de 130 tipos de chocolates con cacao de origen peruano. La tarea de los últimos años ha sido no solamente posicionar el cacao como un commoditie, sino también como valor agregado. Diversos estudios de mercado elaborados en las últimas fechas han demostrado que uno de los mercados más atractivos para el consumo de chocolates es el mercado local, el cual presenta una gran demanda insatisfecha de chocolates de calidad, respuesta a ello se debe la presencia de diversas marcas importadas de chocolates por ejemplo de origen español, alemán, suizo y chileno (haciendo una aclaración importante de que no son productos elaborados con cacao peruano) En el Proyecto “Las Cosas Claras y el Chocolate espeso” se ha desarrollado formulaciones y marcas de chocolates con cacao de origen, para cada una de las organizaciones cooperativas que forman parte del Consorcio, es así que hoy en día se puede decir con orgullo “tarea cumplida”, pues cada una de las cooperativas accionistas posee un chocolate con su propia personalidad el cual rescata lo más atractivo y tradicional de sus zonas y ello con el concepto de chocolate fino y orgánico no hace nada más que posicionarlo en el mercado local. Actualmente se ha trabajado en el posicionamiento de dichos productos y que logren su sostenibilidad comercial. Estos resultados se centran en un solo propósito que consiste en posicionar y consolidar la oferta chocolatera de nuestras 04 cooperativas socias, bajo un concepto de origen y finas de aroma. Se centraron las actividades en el marco de dos objetivos: 1. Desarrollo de nuevas formulaciones de chocolates para cada socia del CCA, bajo conceptos de chocolates finos y de aroma y origen 2. Desarrollo de marcas de chocolates para su introducción al mercado. El importante apoyo de Agriterra ha sido determinante en la puesta en marcha de dicho proyecto; pues el CCA ha logrado repotenciar el Flavour Lab de la Cooperativa Tocache, el cual posee equipos únicos en el Perú, para diversos tipos de análisis físicos y químicos; en dicho laboratorio se ha logrado consolidar las formulaciones idóneas con los cacaos de origen de cada una de las organizaciones involucradas. Así mismo se ha consolidado una importante alianza con la industria nacional Di Perugia, la cual es capaz de poder brindar servicio de elaboración de chocolates con cacao de origen. En lo referente al desarrollo de las presentaciones tanto de producto como empaque el Consorcio Cacao Amazónico ha venido trabajando diversas inteligencias de mercado, focus group y brainstorming especializados, que le han permitido tener claro el panorama de los productos a desarrollar. Siempre tomando en cuenta los requerimientos de los clientes necesitados de dichos productos. Todo producto es necesario ser validado por diversos agentes especializados, en ese sentido se congregó a importantes catadores internacionales, los cuales han dado sus apreciaciones para la perfilación de las formulaciones finales y elaborar las ruletas de sabores finales con cada uno de los cacaos de origen. Finalmente es importante ahondar dos determinantes recomendaciones: - Seguir impulsando el desarrollo de chocolates finos, es cierto que al inicio las ventas no serán del todo “millonarias” pero permite acceder a mercados nichos, los cuales demandan productos de alta calidad, si se continua con ese lineamiento estamos seguros de poder llegar a ser uno de los líderes de la producción de chocolatería fina en Latinoamérica. - Los productos que se han desarrollado no tienen nada que envidiar a un chocolate Europeo o Norteamericano, en ese contexto se debe seguir la línea de empezar por un mercado nicho local (Perú) y luego en paralelo ir promocionando mercados internacionales. Los chocolates de CCA no deben “aun” competir en mercados masivos como supermercados; por el simple hecho de tratarse de algo especializado que debe ser reconocido como tal “tarea difícil” pero en marcha y con importantes resultados. NYSACCO NL-KVK-41048542-5812 Consolidating the growth of the SACCO and its expansion plans Nyakyera Farmers’ Co-operative SACCO and its bye-laws has been registered under the provisions of section 5(2) of the Co-operative Societies Statue 1991, on the 6th of July 2004 and has certificate number 7036. Nyakyera SACCO is an economic engine in the area. The main aim of the SACCO for this business plan is to be able to invest more in the agricultural sector in Nyakyera and Rukoni Subcounties, by providing credit to its members. The SACCO is currently undercapitalized and seeks external funds in order to satisfy the demand for agricultural loans and serve the membership even better. Attracting more liquidity to fund agricultural development. P.O. Box 375 Nyakyera Uganda Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 17960 15981 money is disbursed directly to the implementing organisation and managed by them In general, the SACCO has performed satisfactory in 2012. The SACCO has a steady and solid financial structure and is in good health. Its current capitalization is a good bases for a promising future of growth and extending its services. More specifically, equity has grown with 17%, external loans increased with 12%, advances to members increased with 15%, member deposits has grown with a stunning 33% and membership increased with 24%. With respect to the action plan, a strategic plan has been developed. This strategic plan can be improved though be making it more operational: for example a year plan with SMART objectives and targets per year. Further, trainings has been provided by a local consultancy firm and improved capacities of the staff, management and board of the SACCO. Besides a balanced financial structure it is important that the management structure is also in balance with the extending and allocation of service provision, new risks and other customer demands. Point of attention is the relative small scale of the organization and the dependency on only one (general) manager. Recommendations: the BoD to create a vision not only on the growth of the SACCO but on a matching organization structure as well. Tulaga NL-KVK-41048542-5707 Dairy in development Tulaga Farmers’ Cooperative Society is a marketing Cooperative which was registered in 1964 under the Cooperative Act Chapter 490 of the laws of Kenya. At the inception the Cooperative had 427 members and to date the membership has grown to 3000. The Society’s core activities are to collect raw milk from members and selling it. Currently they sell their milk to Brookside, Afroden, Daima, Lari and other Local Institutions. In 2004 the Government through the Ministry of Cooperative Development and Marketing assessed the marketing Societies in Kenya to identify a viable and unique Marketing Cooperative in which to carry out a FAO/GOK funded pilot project involving development of software for Marketing Organizations. Tulaga was identified in 2006 and the project commissioned. They therefore pioneered in the development of Coop Works which to date has greatly improved the efficiency of the Cooperative in milk collection and feed store management. The Cooperative has ventured into other income generating activities such as store for resale, consumer shop, transport, cattle dip, and value addition all aimed at ensuring that the Society remains economically viable with members economic welfare being care of. They collect up to 18,000 litres of milk during the peak months and 11,900 at the lowest. The Cooperative has potential to grow their volume to 25,000 litres and needs to diversify their market portfolio. The Board ambition as stipulated in their Strategic Plan; 2007 -2012 is to increase milk intake to 60,000 kg annually, diversify services e.g. start value addition in yoghurt and cheese. So far the Cooperative produces small amount of Yoghurt. A Cooperative assessment was carried out 22 – 23 March involving the Board, Manager, Management Committee and Farmers. The findings are; that the Cooperative has been successful in mobilizing the Members to deliver 95% of their milk to the Cooperative. They only have 500 inactive members. Coop works software, has greatly assisted the Manager in real-time reporting and management. Though the Cooperative owns a chiller with a capacity of 5000 litres it’s not put to use optimally because milk is delivered directly to the Processors (their main market). The Cooperative has a five year strategic plan that is guiding the growth of the business. The main challenges faced by the Cooperative include; Fodder management, high cost of production due to high cost of feeds, Limited market, Staff Motivation, Business Vision among others. On milk quality the assessment revealed that 30% of milk is rejected regularly due to quality related issues. To address some of the above challenges SNV, Agriterra and Tulaga have agreed to work on the following targets in 2011; o Increase Membership to 2500 o Increase Milk volumes to 20,000 litres o Reduced milk rejection by 10% o Train 540 farmers trained o 1 exposure visit o Diversify market portfolio The main areas of intervention include; improving productivity, improve milk supply chain, diversify the market portfolio through market feasibility and business planning. Goal for 2013 is to acquire new eighing scales. Kenya Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 18108 9707 money is disbursed directly to the implementing organisation and managed by them Total milk volumes 2011 was 5.329.730 kg (average 14.602 per day). This decreased by 3.4% in 2012 to 5.148.690 kg (average 14.106 per day). • Membership is 2.200 (85% of target of 2600) • Decrease milk volumes by 3.4% to 14,106 litres/day (71% of target of 20,000 lites) • Rejected milk was reduces from 174,662 kg in 2011 to 47,248 kg in 2012, decrease of 73% (660% of targeted 15%) • 454 farmers trained (76% of targeted 600 farmers) • Diversify: from 100% sales to processors to 81% by December • 1 extension officer recruited per 1 September 2012 • 10 youth service providers trained (50% of targeted 20) • 9 demo farms established (100% of target) • 3 staff trained at DTI (100% of target) • Exposure visit to Nyala conducted Process of merger with Kitiri: • 3 day workshop Boards on 18-20 July 2012; Letter of intent signed on 30 Aug 2012, 6 Steering committee meetings Sep-Dec 2012; Business Plan preparation (50% of target); Marketing and Sales Plan not done (0% of target); Board training not done; Board still needs to identify areas of training not covered in previous trainings; selection of trainers remains a difficult process. GUIFFA NL-KVK-41048542-5578 Guinea Fowl Production and Marketing for Rural Household Poverty Reduction The Guinea Fowl Farmers Association (GUIFFA) is an association of guinea fowl farmers with branches in all the nine districts of the Upper East Region (UER) of Ghana. GUIFFA is currently effectively present in in 8 out of the 9 districts of the region. It’s vision is to develop into a well organised guinea fowl producer organisation that produces high quality guinea fowls in a sustainable way to meet the demands of the market in other to increase the incomes of its member as a way of reducing poverty among its members. Specifically GUIFFA aims at increasing the production of guinea fowls from the current 5 million produced in the region to 20 million birds. It also aims at establishing and strengthening a well structured and sustainable value chain system. - - - Ghana Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 18228 18228 money is disbursed directly to the implementing organisation and managed by them The project aims at improving the production and marketing of guinea fowls to raise the income levels of rural farmers in the Upper East Region of Ghana. The strategies adopted by the project included: improved husbandry practices, increasing market access; increasing access to financial services (micro-loans); and strengthening the producer organization to improve service delivery to its members. Production: In 2012, 774 guinea fowl farmers are applying for better husbandry practices, against a target of 700 farmers for 2012. The baseline was 200 farmers in 2011. This is a result of skills acquired from the on-going trainings in good husbandry practices that have been carried out in the past two years of the programme. So far, over 1000 guinea fowl farmers have benefited from the various trainings in improved guinea fowl production (eg. Training in sanitation, improved housing, improved feeding diseases and pests control etc). In 2012, a total of 23 people were trained as trainers, against a target of 25 people planned for. To deliver these trainings, GUIFFA adopted the Training of Trainers (ToT) method to deliver the trainings to members. In 2012, twelve (12) selected GUIFFA leaders (5 women, 12 men), received a follow-up training on guinea fowl production that enabled them to train other members. In addition, six (6) Ministry of Food and Agriculture (MOFA) extension agents were trained. The involvement of MOFA in 2012 is part of the strategy of GUIFFA to sustain extension service delivery after the project period. 96 men and 18 women received natural incubators (hens and turkeys) to improve their production. The investments are in the form of a revolving scheme in order to allow more members to benefit from it over time. Thus, beneficiaries repay their loan in cash and the amount is used to acquire additional investments for other members. An appropriate and affordable prototype brooder house was designed for the small-scale guinea fowl producers. Nineteen (19) of such brooder houses were distributed among members and showcased to others. The purpose of this demonstration is to encourage adoption of this prototype by other members. Access to micro-finance: In 2012, Trias Ghana facilitated the design of loan products for the guinea fowl value chain. Four loan products were designed; these are: 1) hatcher / brooder loan; 2) layer loan; 3) grower loan; and 4) processor / trader loan. It was decided to pilot the grower loan, as the majority of guinea fowl farmers are growers. In this pilot phase, 4 selected Rural and Community Banks (Bucobank, Naara, Toende and Bessfa) disbursed a total of 116,688.36 GHc (Euro 46,811.29) to 109 guinea fowl farmers (78 men, 31 women), organized in 7 groups (as against a planned number of 10 groups). Repayment of loans is expected in 2013. Access to markets: As part of efforts to secure markets for guinea fowl producers, GUIFFA contracted 20 hotels, schools and restaurants in and around Bolgatanga to supply guinea fowls. This result is against 6 contracts that were planned for in 2012. This was initiated in November 2012, just before the Christmas season when both demand and prices of guinea fowls are high. A total of 300 farmers (225 men and 75 women) benefited from this arrangement (as against 150 farmers planned for). Organization capacity strengthening: GUIFFA improved its lobby and advocacy capacities as it secured funding from the Business Advocacy Challenge Fund (BUSAC). Activities in this funding included continued training on executive members on lobby, advocacy and networking skills with the main purpose to advocate for better extension services from MOFA and to lobby the government for favourable policies on guinea fowl production and marketing. Cross-cutting issues In order to encourage more women participation in GUIFFA and address particular gender issues among the members, a gender action plan was developed by GUIFFA with the assistance of Trias for implementation. The gender action plan will be implemented in 2013, with the aim of increasing women membership, participation in activities and women in leadership positions in GUIFFA, which is currently very low (10%). Particular gender issues being addressed among members relate to increasing access to finance, markets and extension services. Contribution to achievements of project goal The project has so far resulted in increased incomes for members, from GHc 350 (Euro 140) in 2011 to GHc 475 (Euro 190) in 2012). This is a result of reduction in mortality from observed over 80% in 2010 to about 45% in 2012, better access to markets (20 contract with buyers) as well as a result access to micro-credit. Lessons learned Active participation of actors (RCBs & FBOs) in the design of loan products leads to better understanding of the demands for loan products. - Well-organized farmer organization that offer saver guarantees for loans, lead to increased willingness on the part of RCBs to provide credit to farmers. - A critical assessment of the capacities of the various service providers is required to the success of a cashless value chain finance model. CIDIN NL-KVK-41048542-5663 Impact evaluation of Peoples' Participation Programme CIDIN assignment Agriterra has an agreement with CIDIN Nijmegen to realise an impact evaluation of projects caracterised by a thematic approach. In 2011 CIDIN will realise an impact evaluation of the PPP-approach in Burundi. More specifically the planned activities are: 1. discussions with CAPAD and Agriterra staff on design of PPP interventions 2. start partnerships with local knowledge institutions 3. development and testing of methodology 4. setting up base line information Thomas van Aquinostraat 4. 6525 GD Nijmegen Burundi Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 05. Membership base Aid grant excluding debt reorganisation 18350 12740 money is disbursed directly to the implementing organisation and managed by them The impact study of the Agriterra project with the national FO CAPAD (producer groups organizing themselves in selected value chains; technical guidance and assistance by CAPAD) has started in 2012. The research is carried out in collaboration with CIDIN (Nijmegen). Local Academic partner is the University of Burundi (Department of Rural Development Curdes). The approach is that of comparing beneficiary groups with randomized control groups of producers in order to isolate project impact. Results in 2012 were: 1. Consolidation of the partnership with the University of Burundi for the execution of the impact evaluation study. The Department of Rural Development (CURDES) has been selected as local academic partner in Burundi 2. Collection of baseline data (240 households), April 2013 3. Consolidation of a dataset. The database for the baseline situation is available 4. Data analysis and development of a report for the baseline situation, comparing target and control groups. The report is available. 5. Execution of training of economic promotors on statistical techniques 6. Execution of workshop with the cadre of CAPAD for presenting the results and planning follow up activities, Dec 2012. By request of CAPAD, the execution of the qualitative research has been re-scheduled to 2013. The staff to be involved from the University of Burundi in such research has been already identified. Mumberes Farmers Cooperative Society NL-KVK-41048542-5884 Economies of scale for strong market position in dairy Mumberes farmers cooperative society limited (MFCS) is a relatively old cooperative started way back in 1964 with fairly developed structures. It was registered under the Ministry of Cooperatives and Development as a dairy cooperative society. Its aim is to bulk and market milk from the farmers to the processors, institutions and local consumers. The membership grows at an annual average of 10% and now stands at 1373 farmers. It posted a figure of KSH 52.277.880.7 in 2011, a 38.25% increase from 2010. Milk Bulking remains the major activity contributing over 90% of business volume. The future growth and success of MFCS lies in its ability to set strategic priorities as well as to review options for building supply and market power, e.g. through creating economies of scale by joining foreces with one or more neighbouring cooperatives. For this to materialize strategy, systems and structures need to be in place and therefore Agriterra will assist Mumberes in improving its financial management, cooperative governance and supply chain management. Kenya Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 18722 14978 money is disbursed directly to the implementing organisation and managed by them By the end of 2012, Mumberes had a registered membership of 1573 of whom 1120 members were actively supplying milk to the cooperative, Average milk volume per day was 8.500 liters per day for 2012. Mumberes organized two meetings with executive board from neighboring dairy cooperative Torongo. Both cooperatives agreed to have joined sourcing of farm inputs. These meetings also led to the formation of an umbrella marketing body called Baringo Agricultural Marketing Cooperative Society (Bamcos) for the whole Baringo county. Five artificial inseminators were trained at ADC Kitale. Mumberes is in the process of linking them with financial institution for them to acquire a loan so as they can practice their profession (for buying semen, motorbike, animal drugs, etc.) One farmer is identified to become a model farmer. He has already established fodder and a zero grazing unit for 50 animals is underway alongside the highway Nakuru-Eldoret. Mumberes contracted 4 qualified Extension Service Providers. There are in total 15 demo Farms consisting of minimum of twenty active farmers. A one day board training was conducted by Mr. Muraya (District Cooperative Officer) on leadership and integrity, cooperate governance, bylaws, strategic management. Staff training is under preparation to be done in 2013. Among the instant results of the trainings are: improved milk quality (reduce actual milk rejection from 350 to 50 kg/day) and increase of milk production as a result of good feeding system per farmer (30 farmers made silage and a few samples were taken for analysis to BLGG/Agri Quest laboratory in Nairobi). Mumberes rearranged the building into separate offices and separate store. Every staff member has his own office, which improved staff efficiency, accountability and individual performance. Restructuring of the office procedures from the manager to the clerks and their core duties in respect with their employment terms of services has increased productivity. The organization is in the progress of meeting the gaps in getting the qualified personnel in the key offices, especially in the accounts department. Permanent staff is 15. One female Board member is liaison officer with Staff. 15 lead farmers were taken for one week training on Feeding, Breeding and farm record keeping at Lengo Agricultural Training Center in Eldoret. The farmers come from all the 15 training schools and are expected to offer extension services to other farmers and act as the model farmers in their zones. 30 farmers participated in silage making using various fodder crops and some were taken for analysis by the Star consultant who was our service provider. Over 100 farmers have increased the acreage of fodder crops for silage making in 2013. DCFU NL-KVK-41048542-5886 Action plan Dansha 2012: Facilitating access to input and export finance from local banks The proposed action plan focuses on increase in output marketing and export of sesame. The union would like to increase its customer base and buy more sesame from their own members. Currently they are only able to purchase 10% of the sesame from their producer organizations due to the lack of input & trade finance. to make Dansha Awararo bankable by means of coaching, training and capacity building

to develop a business plan for input and trade/export finance

to facilitate the acquisition of a loan for input and trade finance from a local b Ethiopia Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 19022 15218 money is disbursed directly to the implementing organisation and managed by them Dansha seriously underperformed. The local team still sees potential and good future for Dansha. Due to interference, weak management and a turbulent sesame season and environment, Dansha underperformed. Also local support might not have been sufficient. The project needs to be extended until June 2013. Dansha hardly executed the activities of the action plan. Activities enrolled until so far were, the leadership training for Boards of unions, cooperatives and staff of union, development of a bankable business plan and the training of agricultural transformation for members of cooperatives. Challenges were to export sesame seeds, due to poor linkages and lack of input and trade finance . Furthermore Dansha had problems to cover their own contribution since there is no income generated by the union due to failure in export. Mukurwe-ini Wakulima Dairy Ltd NL-KVK41048542-5914 Developing a dairy business case Mukurwe-ini Dairy is a farmer-owned dairy company that is collecting, cooling and selling on average more than 25000 kg of milk from approx 6.000 farmers. Ambition is to grow to 150,000 kg/day in 2017 and 17,000 farmers. Like with many dairy coops in East- Africa also Mukurwe-ini wishes to enter into value addition and processing so that over time the company will be able to pay higher milk prices to the farmers. The building of the processing plan has already started, but it also had to be stopped six months ago, due to lack of internal finance and current unaffordable interest rate for a loan in local currency. The company requested Agriterra to structure a Ksh 150 million (approx. EUR 1.5 M) 6-years mortgage loan, including 10% working capital, at a maximum rate of 12% p.a. Although both market and competition look favourable for the company (a simple feasibility study was done some time ago) Agriterra has -as part of the action plan) insisted on a more independent, thorough and bankable business and marketing plan, which will be executed during the coming months. In this framework and with technical and financial support from Agriterra the company expects to conduct the following activities: 1. Development of a marketing plan for processed milk and/or yoghurt 2. Development of finance model for the construction of the factory and possible future investments. 3. Investigate effect of selling value added products on the “80% plough back rule” from the Cooperative act of Kenya. 4. Development of a balanced milk valorization model (shops, processors, milk processing etc), incl. solution for peak milk. Furthermore the project aims to enhance the extension service system by putting more effort in support of local farmers in the area of feeding and fodder preservation. This is crucial for Mukurwe-ini Dairy to manage the seasonality effect in milk production on their operations. When they can not supply in the low season, they will not be able to build op a loyal customer base for their milk shops and possible processed products in the future. Expected results: 1 bankable business/investment plan Increase milk intake by 5,000 l/day for society 2 demo farms established and 100 farmers trained Sample Farmers increase milk production by 20% Increased area planted with fodder crops and use of silage by sample farmers (> 10%) Grant NO I.R.N. 5979 Mukurweini township Kenya Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 19808 18212 money is disbursed directly to the implementing organisation and managed by them The overall objective for 2012 was to increase milk intake of Mukurwe-ini by 5,000 l/day. This was partly accomplished: average increase of 2,300 l/day was achieved for the period July-December 2012. The program started with a baseline survey conducted by Service Provider Enterprise Network SPEN. The survey’s main objective was to collect data on farming, review dairy production issues at farm level and evaluate the current position of Mukurwe-ini including operating levels in farmers training through extension services. One demo plot was established and 150 farmer were trained on fodder management. In relation to this, 13 youth service providers, 12 extension staff were trained. Board members got training on a) competition, b) processing, c) changing Board role, d) reaching farmers, e) motivating youth, f) dealing with price fluctuations). Management received training on a) managing for results, b) transformational/ change management, c) project management , d) negotiating skills). The management bought 3 computers, two were allocated to SPEN group for supporting Mukurwe-ini’s extension services and one to the extension office of Mukurwe-ini. Quality testing of milk, sample and follow-up has been on-going, but no additional testing was done yet. Market research, business and marketing plans were carried out by consultants Ricochet and Ephraim and reports of the same presented to the management. The reports outlined on the prudent approach towards the processing project and served as an eye-opener to the management in entering to milk value addition and marketing. A draft marketing and sales plan is available. Based on the business plan, Mukurwe-ini started contacting local commercial banks to negotiate for a bank loan for investing in the processing plant. Mukurwe-ini already started building the structure by using their own financial means. In a short time – only the last four months of 2012 – Agriterra was able to give tailor made advice, resulting in a promising business plan. Mukurwe-ini - on their side – started very active in implementing the action plan, even resulting in a budget increase because implementation went smoothly and promising. Sr. Cuy NL-KVK-41048542-5586 Estandarizar el proceso de la producción de cuyes con valor agregado La Corporación Señor Cuy de Chimborazo con el apoyo de TRIAS busca comercializar asociativamente el cuy para enfrentar exitosamente las exigencias del mercado y de esta manera mejorar las condiciones de vida de los pequeños/as y medianos/as productores/as rurales que están asociados/as a nuestra corporación para lo cual realizan actividades de fortalecimiento socio-empresarial, comercialización de sus producto con valor agregado. Barrio La Esperanza 2 Riobamba Ecuador Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 15. Processing and handling Aid grant excluding debt reorganisation 21760.15 27906 money is disbursed directly to the implementing organisation and managed by them En 2012, los miembros de Señor Cuy (142 productores) han tenido acceso a servicios adecuados, apropiados y de calidad en forma sostenible e integral. Para el 2012 se había previsto que 176 productores recibirían asistencia técnica, registrándose solamente 142 dado el atraso en socios desde el año pasado. Sin embargo, se ha superado los índices de producción. El año anterior fue de 0,6 (es decir por cada 100 madres que tiene un productor, tienen 60 animales para la venta cada mes) y ahora es de 0,7. Para zonseguir esto, se ha realizado capacitación y asistencia técnica con cada productor en limpieza y desinfectar de galpones, tratamiento de enfermedades bacteriales, control de parásitos, manejo de fichas técnicas y de seguimiento, además de dar seguimiento desde la planta de faena a la calidad y sanidad de cada animal. Se ha relacionado con la Escuela Superior Politecnico Chimborazo ESPOCH para obtener un pasante: un zootécnico. Hay convenios con Agrocalidad para la certificación de cuyeras y capacitación en producción, y con TRIAS para el fortalecimiento organizativo, la comercialización y la generación devalor agregado. Se habían previsto para el 2012 5 canales de comercialización y se ha superado la meta, habiendo actualmente 9 canales de comercialización: Intermediarios en Cuenca, asaderos locales, compradores de pie de cria en Cotopaxi, compradores de pie de cría en Bolívar y en Chimborazo, exposeersanita en Quito,intermediario en Quito y en Tena, mas el asadero móvil. Esto se debe a que el nuevo gerente ha hecho una investigación intensiva de posibles mercados, resultando en 4 nuevos canales de comercialización Para el 2012 hasta el mes de diciembre hubo ventas por 107,473 dólares. Para lograr una mejor calidad, se realizaron capacitaciones para mejorar los parámetros pertinentes. . LA corporación ofrece el servicio de transporte de los animales de los galpones hacia el centro de acopio. La comercialización asociativa ha tenido excelentes resultados, ya que se han vendido 13272 animales, con una utilidad de 12241 $. finalmente, se está aplicando buenas practicas de manejo productivo: siembra de cercas vivas con plantas nativas para que las productoras/es se beneficien con alimento para los cuyes, cortinas rompevientos, sombra para el mantenimiento de la humedad del pasto, control biológico de las plagas y enfermedades; elaboración de abonos orgánicos; utilización del fuego como medio de desinfección de los galpones. Además mejoran el entorno del paisaje y se viene trabajando en el manejo de los residuos de los insumos utilizados, es decir frascos de vacuna, antibióticos, desparasitantes, etc. Lecciones aprendidas: El liderazgo positivo facilita el progreso de la empresa rural. El acceso a nuevos mercados ha dado un nuevo impulso a los socios. La comunicación interna es clave para tener una buena organización y comercializacion MHQFP NL-KVK-41048542-5823 Towards a sound cooperative business Masasi High Quality Farmers’ Products ltd (MHQFP) is a smallholder cashew farmers organization. MHQFP provides training and agro-inputs to its members, and collects the cashew from its members for joint marketing. Farmers of MHQFP have opted to focus on organic and fair-trade production. Together with strong partners in Tanzania and EU, MHQFP develops a value chain aimed at bringing Tanzania organic and fair-trade cashew nut to the EU supermarket shelves. Agriterra will support MHQFP with the establishment of a sound cooperative fundament, which is able to adequately manage to growth ambitions of MHQFP. An action plan 2012 has been developed outlining activities to strengthen and professionalize MHQFP in the area of financial management, business-structure, human resources, constitution and internal procedures. Furthermore it includes activities to improve the business plan and to mobilize financial means for the business ambitions like expanding and increasing their current production capacity. Considerable progress has been made in 2012 though a lot of ground work still needs to be done and therefore Agriterra will support MHQFP in 2013 with the establishment of a sound cooperative fundament, which is able to adequately manage the business ambitions of MHQFP. The action plan 2013 comprises activities to strengthen and professionalize MHQFP in terms of ownership structure, HRM, financial management, strategic planning and development of a bankable business plan for the processing factory. Expertise will be sourced from the Dutch cooperative sector to assist MHQFP in setting up a separate business structure for its processing facility. Furthermore Agriterra - MHQFP will invest heavily in training in all aspects related to cooperative governance and business management. * Business plan finalised and able to present to financiers
* Well runned organisation with financial system and principles in place
Tanzania Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 21847 22785 money is disbursed directly to the implementing organisation and managed by them MHQFP developed further this year: * Financial manual was developed and financial procedures are carried out accordingly * After a training on principles of cooperatives, better understanding of this topic with the board * An account coding system was developed for importing into an accounting package. *A human resource manual was prepared, management of MHQFP started to implement these HR procedures in daily operations. *A recruitment was done for deputy general manager, and the selected candidate started working in April 2012. * A concept businessplan for the establishment of a 10,000 ton cashew processing factory was prepared, and sent for funding to aecf. Aecf will contribute 1 millon usd, half grant, half as interest free loan if conditions are fulfilled. Merkeb NL-KVK-41048542-5925 Realizing Merkeb's business ambitions in wheat processing Merkeb Farmers Cooperative Union Ltd is founded in year 2002 with 19 cooperatives and now is a union of 94 cooperatives working at 12 Weredas with a total number of 173,987 smallholder famers mainly producing mainly Maize, Wheat and Teff. The union purchases Maize, Teff and Oil Crops from its members and sells different inputs (fertilizer and herbicides), consumable items and construction materials on discount for its members. Merkeb started with implementing a wheat processing venture. The implementation has reached a rather advanced stage. Buildingsand storages have been built and are almost completed. All equipment has been ordered and construction of the plant has started. Main challenges Merkeb foresees with getting the wheat flour mills operational are (1) lack of insight and understanding of wheat milling (2) lack of skilled plant workers (3) mobilization of work capital for the purchase of raw material (4) organizing and optimizing the supply chain. Agriterra will support Merkeb in achieving its business ambitions providing expert advice in milling, supporting training program and optimizing the supply chain. Furthermore Agriterra seeks to assist Merkeb with the mobilization of work capital for purchasing raw material. Main objectives action plan 2012-2013 • To get the wheat processing venture of Merkeb operational and in the long run profitable • To acquire working capital for wheat purchase of Merkeb’ first operational year • To optimize the wheat supply chain P.O. Box 1467 Bahir Dar - Amhara Region Ethiopia Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 22057 19852 money is disbursed directly to the implementing organisation and managed by them The project started the last quarter of 2012. A training for the management board of the union and the executive committee of the primary cooperatives is provided on a general cooperative management and with a particular emphasis on warehousing, purchasing and marketing management. The cooperative management part of this training has familiarized the union and cooperatives leaderships on planning of activities, organizing, leading employees and members, controlling and evaluating activities that are related to their organisation (the union and the primary cooperatives) and managing their roles in wheat processing. In total 148 people were trained from the union and cooperatives, of which 134 men and 14 women. Trainings planned for improving production and productivity were also facilitated for 157 model farmers by the Bureau of Agriculture during the reporting period. This training aimed at model farmers on wheat production. The core areas of this training are: land preparation, production, harvesting, post harvesting and quality management. In relation to the wheat milling a visit of Dutch expert from the Koopmans mill is organized and advices were provided for the milling plant’s optimal operation, designing operational procedures, setting ideal conditions, capacity and operation times, and safety regulations. But, the actual on the job training is planned to take place just before the actual operation of the plant. Merkeb needs serious attention in 2013. Difficult client in terms of size, lack of focus and less receptive for advice. PDCI NL-KVK-41048542-5589 Organic farming and market consolidation through a stronger PDCI, Philippines The program aims at the economic upliftment of farmers practicing organic farming in 11 municipalities. It concerns the current 426 farmer members and agrarian reform beneficairies of PDCI and prospect individual and associate farmers in surrounding municipalities. The specific program objective is two-fold: organize and engage farmers through organic farming and create market for the increased organic rice supply. The supply side includes training and farmer extension services to convert agricultural land to organic culture, quality control and certification, milling and packing. Trading the increasing produce will ential serious promotion and marketing efforts creating access to local and national markets. PDCI will further develop its business and organizational management systems and structures. The PO’s governance, representation and membership base are core of this strengthening. PDCI aims to organize and associate a total of 821 farmers (214 female, 607 male). To achieve its objectives PDCI will enhance coordination and cooperation with various local economic development players. Lanipga 4430 Pecuaria, Lanipga, Bula, Camarines Sur Philippines Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 16. Marketing Aid grant excluding debt reorganisation 22604.96 23435 money is disbursed directly to the implementing organisation and managed by them PDCI focus in the organic rice market access in 2012 was on scaling up the production and market access through season-long farmers’ training, strengthening of quality control and management systems, and expanding market channels. A total of 648 rice farmers were oriented and/or trained in organic farming. There were 5 orientations with 176 participants and farmers are given technical support and monitoring by qualified farmer extensionists. Key were 2 “Season-Long Training” attended by 55 farmers. 90 farmers were ICQS inspected. The certification of bio-organic fertilisers and rice production and processing was updated and vacuum packing installed to improve product quality and shelf life. The rate of oriented farmers practicing full organic farming remains low at 5%. Final outcome of the training, on itself evaluated as very effective, is linked to PDCI buying capacity. In October-November a problem of marketing match with production of red rice occurred. Small farmers shifted back to white rice when PDCI could not buy. This resulted into a low supply of red rice and a huge opportunity loss. Capital for 2013 first harvest was acquired through credit line from FPSDC and a grant from the Senate Agriculture and Food Committee. PDCI increased the premium price to its sellers. PDCI stabilised its role as major market consolidator of certified organic rice. Collective sales amounted at Php 17.9M. Co-owned social enterprise GlowCorp became PDCI’s major buyer (54% of sales), while sales to its historically main marketing partner (UMFI) halved. PDCI cooperated closely with GlowCorp to gain access to supermarkets in metropolitan Manila for organic red and black rice. In Camarines Sur negotiations with the local supermarket chain LCC were concluded and sales resumed at year end. The PDCI sales network now consists of 3 national distribution channels and 31 local market outlets. PDCI will explore the export market in 2013. Red rice is PDCI’s leading product (48%), followed by black rice (38%), brown, pink and white rice are good for 15%. PDCI is developing Jasmine red rice as new product and will propagate 100 sacks (1 sack = 50 kg) of seeds in the first cropping season of 2013. This is together with a new aromatic brown rice (locally breed). Total purchases from 68 suppliers (146 incl. labourers and associate members) amount to Php 11.02M with an average sales of Php 162,158 (90 sacks). About 600 hectares of rice are presently in conversion. The further strengthening of the business management system in 2013 is crucial. In 2012 PDCI updated 3 management systems (loan delinquency, cash advances and creation of management committee) and reduced drastically its cash advances outstanding. Further, PDCI focused on strengthening the quality of membership, housing units and board. PDCI supported 1 group of farmers outside the cooperative vis-à-vis the target of 4 as the organizations are found weak. PDCI introduced the PPI as part of an effort to reach out to the entire community developing relevant new services for the poor families in the estate (48% poor families per survey). PDCI spoke on various conferences on organic agriculture and had many speaking engagements with universities and CSOs. PDCI also became a training subcontractor of ACES, a training organisation based in Davao accredited by the Agriculture Training Institute (ATI) of the Department of Agriculture for organic agriculture training. PDCI acquired grants from different government agencies for expansion of post-harvest facilities and a grant for propagation of organic seeds of the Bureau of Plant Industry. PDCI accreditation and participation in government consultative bodies was helpful in lobbying for local policies’ change and gaining access to technical and financial assistance. PDCI through its General Manager sits in the National Organic Agriculture Board (NOAB). He thus joins in discussions on certification, registration of Bio-Organic Fertilizer, policies for application for project support and others critical for the small organic farmers. He was made in charge of the marketing committee, promulgating policies and evaluating projects for market access support. Market access services of partners PDCI generate additional income from steady orders for produce. However, gaps in the ability of PDCI to pay farmers cash remains an important brake on impact. The PDCI buying guarantee and cash payment are crucial for its continued supply of rice. In the value chain, the different links in the chain must be sufficiently certain, esp. when farmers are assisted to transfer to new technologies. Insecurities risk farmers’ drop out. DFCU NL-KVK-41048542-5730 Sourcing linseed for business development - action plan 2011 Dida Farmers Cooperative Union is a multipurpose union established in 2004 by 13 primary cooperatives. Membership has increased to 25 primary cooperatives with a total of 21109 members, of which 1336 are women. The unions' main activities include distribution of inputs (mainly fertilizer and pesticides), purchase of grains and oil seeds from member primary cooperatives, securing working capital loan from partner banks, distribution of consumable products such as sugar and edible oil. The cash crops for Dida are mainly linseed followed by wheat and teff. The primary cooperatives have managed to increase the level of production on oil seeds after training program on oil seed multiplication organized by SNV. The findings of the company assessment for the Union are mostly positive. However, minor shortcomings exist in the absence of a computerized accounting system, the involvement of the manager at operational level and the lack of working capital which weakens the Union’s ability to influence market prices. During the company assessment both the management capacity and the potential business plan were discussed with the manager and Board of Directors. Some gaps were also identified and some solutions were put on the table for consideration and possible adjustments. As a result the underlying action plan aims to: • Develop technical expertise of the Board of Directors to better understand financial statements, • Install accountancy software and provide short-term training to the accountant and manager on accounting software and computer accessibility , • Increase the production level of oil seeds and grains, • Assess supply chain of oilseeds and development of bankable business plan on bulking of oilseeds and to access finance for working capital. to develop a sound and bancable business plan Ethiopia Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 16. Marketing Aid grant excluding debt reorganisation 23261 23261 money is disbursed directly to the implementing organisation and managed by them Implementation of Dida’s first action plan is regarded as challenging, many delays, mainly due to insufficient management and leadership taken by the manager and boards of the union. In the first quarter the manager was forced to resign by the government, again affecting the implementation of this action plan. After an on-hold situation during the management impasse, it is decided, that after a new manager was hired, to give Dida another change. Now in the framework of the Cooperatives for Change program, a joint SNV-Agriterra program, Dida is taken up as client. Though with delay and serious hick-ups the majority of the activities have been implemented. Only the study tour was not executed. Results • 7 people trained in computer skills • ToT training on Good Agricultural Practices provided to 43 people • 965 farmers trained in good agricultural practices • Basic seed multiplication with 93 farmers • Feasibility study on linseed marketing and processing done • Business plan developed based on linseed feasibility study • Management decision made about which business direction the union will move into. Business scenario chosen: linseed output marketing and processing Next year thorough attention need to be paid to • Cooperative leadership and management • Financial management • Increasing output marketing capacity • Enhancing the linseed supply chain and capacity • Brokering Dida’s business plan at banks Colach NL-KVK-41048542-5581 Consolidando un modelo socio-empresarial para pequeñas queserías organizadas Colach es una organización que agrupa 27 queserías en la provincia de Riobamba, ellos se dedican a mejorar la calidad y productividad de sus queserías y de los campesinos proveedores de leche. Colach juega un rol importante a nivel regional en la defensa de las pequeñas queserías y su independía de consorcios internacionales. Ellos prevén capacitaciones, insumos y controles hacia sus socios tanto en lo productivo que lo financiero y lo organizativo. Colach es socio de una organización nacional. Con este proyecto Colach espera de desrrollar servicios hacia sus socios y tener un modelo empresarial sostenible y ser una organización con incidencia a nivel regional Ecuador Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 16. Marketing Aid grant excluding debt reorganisation 23424.73 23425 money is disbursed directly to the implementing organisation and managed by them Colach es una organización que agrupa 27 queserías en la provincia de Riobamba, ellos se dedican a mejorar la calidad y productividad de sus queserías y de los campesinos proveedores de leche. Colach juega un rol importante a nivel regional en la defensa de las pequeñas queserías y su independencia de consorcios internacionales. Prevén capacitaciones, insumos y controles hacia sus socios tanto en lo productivo que lo financiero y lo organizativo. Colach es socio de Unilacteos. Con este proyecto Colach espera de desarrollar servicios para sus socios y tener un modelo empresarial sostenible y ser una organización con incidencia a nivel regional 1) En este momento el sector lácteos la pasa muy difícil, dado una ley que pone en precio mínimo a 40 centavos de dólarpor litro, pero las grandes empresas de lácteos no pagan este precio oficial. Las pequeñas queserías sí son forzadas de hacerlo, lo que no les deja ganancia en la producción de queso. No hay otra organización de base representativa de productores de lácteos en la región. El consumo de lácteos es muy importante dado la mala nutrición que existe el día de hoy en las zonas rurales. (Results) En la cadena de transformación se ha entregado una herramienta indispensable que es el diagrama de flujo para elaborar queso fresco, logrando incrementar el rendimiento productivo en un 20 % (para un queso de 1 Kl se necesita 5 litros) mejorando el año anterior que era el 19%. Se ha trabajado en el tema del transporte de la leche y el cuidado del de la leche después del ordeño Se ha capacitado a 576 personas, entre productores y queseros de las zonas de intervención, en temas de: mezclas forrajeras, manejo de ganado lechero, buenas prácticas de ordeño, transporte de leche, análisis de leche, diversificación de productos y buenas prácticas de manufactura . Para el cuidado ambiental, la Colach trabaja en la construcción de tanques de tratamientos de aguas residuales, con el fin de reducir la contaminación generada en las queseras y reducir la contaminación de ríos cercanos a la queserías y contribuir a la calidad del entorno natural. Se ha implementado como servicio a los socios una tienda de insumos lecheros. En cuanto al fortalecimiento organizativo, Colach cuenta con un plan socioempresarial, pero el plan de negocios está incompleto dado la falta de un estudio de mercado real. Se ha mejorado la venta asociativa llegando a 1000 quesos por mes pero eso no es suficiente. La organización Colach es muy joven todavia y tiene previsto ser una empresa asociativa para la comercialización de quesos y otros derivados de leche. Aún tiene que trabajar mucho en la continuidad de los productos para lograr su sostenibilidad y punto de equilibrio. Lecciones aprendidas: Las organizaciones de base se han fortalecido con capacidades humanas (talento Humano) en cada una de sus organizaciones. En el ámbito de la producción pecuaria se notan cambios radicales en el manejo de pastos, manejo de ganado lechero, buenas prácticas de ordeño dando un producto de calidad de leche con pocas impurezas. Esto ha llevado a que se les pague más por su producto, pero es necesario seguir acompañando a los proveedores. La transformación cuenta con un diagrama de flujo en cada organización pero son sólo cuatro organizaciones que cumplen con esta estandarización del queso fresco. Sol&Café NL-KVK-41048542-5922 Contar con propios almacenes y oficinas administrativas Sol & Café planifica ejecutar un estudio de factibilidad e Implementación para la construcción y puesta en marcha de almacenes y oficinas administrativas de la Cooperativa de Servicios Múltiples Sol & Café Ltda. Cuyo costo ascendería aproximadamente a US$ 250,000.00. Sol & Café quiere concretizar su idea de negocios en un plan de negocios sólido y bancable y con este fin invitó a Agriterra para hacer un análisis organizacional resultando en un plan de acción para 2012. Los principales resultados esperados para el 2012 son: - Implementación de software de gestión con áreas de control de calidad, asistencia técnica y proyectos, información general de socios y área de soportes financieros - Propuestas para Asamblea General para inversión en activos fijos y alternativas de aportaciones sociales - Propuesta técnica y económica y del plan de negocios para oficina propia y almacenes - Propuesta para garantías liquidas para acceder financiamiento a mediano plazo - 1.200 Manuales /guías técnicas producidos para los productores y 10 técnicos y promotores capacitados - 2 Nuevos clientes o importadores Plan de negocios para café tostado molido - Elaboración de flujos de procesos - Elaboración de reglamentos de políticas y procedimientos Para el 2013, se planifica lograr los siguientes resultados: - Actualizaciónes y mantenimiento del sistema de gestión actual (Sistema Contable Financiero, Comercial y de Personal Contasis) - Incremento del patrimonio con 5% y de los socios activos con 10% a traves de generar mayor compromiso de los socios - Desarollar metodologia de capacitación de los socios, tecnicos y promotores y su difusión y implementación; 4 formadores y 225 socios capacitados - Terminar el expediente tecnico y plan de negocios para almacenes, oficinas y cafetaria - Desarrollar manual instructivo e ilustrativo en lenguaje sencillo para los socios que promueve rehabilitación y fertilización; 225 socios capacitados, 225 hectareas rehabilitados/ fertilizados, 1.000 manuales distruibuidos - Asistencia tecnica puntual para mejorar los proceso de post-cosecha de las mejores tasas identificadas en la campaña 2012, y concurso interno por zona campaña 2013; 20 socios monitoreados que superan 83 puntos en tasa - Participación en ferias SCAA y 'Hablemos de Café' ; 2 nuevos clientes - Desarrollar marca, logotipo, empaque, presentaciones de producto para café tostado molido - Sistematización y estandarización de formatos, documentos y formularios de los diferentes procesos Contar con propias almacenes y oficinas administrativas Av. Mariscal Castilla Nº 1603 Sector Pueblo Libre Jaen - Cajamarca Peru Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 23764 19010 money is disbursed directly to the implementing organisation and managed by them Sol y Café fue introducido a Agriterra en 2012 por Oikocredit. Actualmente Coop. Sol&Café está constituida por 995 familias productoras de Café, arroz y cacao, agrupados en 60 Bases Sociales (localizadas en 60 caseríos y/o centros poblados) de las cuales 58 son de café, 1 de arroz y 1 de cacao. 800 socios se encuentran clasificados como activos. Se encuentran distribuidas en las Provincias de Jaén y San Ignacio. 124 socios son mujeres lo que representa 12.46%, cantidad que en este año se ha logrado insertar. Sol & Café sigue en proceso de incremento, pues es una preocupación lograr incorporar a un mayor número de socias mujeres y socios jóvenes y promover su participación activa en la toma de decisiones dentro de la organización y de la economía familiar. Eso permitira mejorar las relaciones sociales y disminuir la asimetría entre géneros. La participación de la mujer ha demostrado eficiencia en la ejecución y control de actividades, debido a que está vinculada más directamente en la actividades de desarrollo económico y social dentro de la familia. Asimismo la nueva institucionalidad que está adoptando Sol & Cafe opta por promover mecanismos que faciliten la equidad de derechos entre sus socios y de la oportunidad para ejercerlos plenamente sin discriminación alguna. El plan de negocios para la propia oficina y almacenes se esta terminando. Especificaciones técnicas ya son listas. 1.241 metros cuadrados de terreno ha sido adquirido por S/. 621.000. Inversión propia de S/. 300.000 ha sido aprobada por los socios. Para financiar el resto y la construcción de la infraestructura Sol Café esta en negociaciones con Rootcapital y Oikocredit. Las inversiones necesarias para la infraestructura son de S/. 900.000. COOPECAN NL-KVK-41048542-5723 Conseguir nuevos mercados para productos de fibra de alpaca COOPECAN es una Cooperativa cuyo fin es promover el bienestar y desarrollo integral de los pobladores alto andinos dedicados a la conservación y crianza de Camélidos Sudamericanos, integrados en las organizaciones socias de la cooperativa, fomentando su desarrollo económico, social y ambiental, prestando servicios de asistencia técnica y crediticia relacionada a la producción, procesamiento industrial, artesanal y comercialización de fibra, de productos terminados de Camélidos Sudamericanos, entre otros, su actividad principal es el acopio, transformación y comercialización de fibra de alpaca y vicuña; la misma que se ha venido realizando bajo las siguientes metodologías: I. Del 2008 a inicios del 2009, Coopecan en cada una de las regiones de donde provienen sus organizaciones socias, organizaba el acopio de la fibra categorizada de acuerdo a la Norma Técnica Peruana y el 100% la vendían de manera directa a la industria, sin darle ningún valor agregado. II. Entre el segundo trimestre de 2009 a finales del 2010, gracias al Programa de Compras de chompas escolares, del Estado Peruano, Coopecan, además de vender fibra categorizada, paso también a vender un 20% clasificada y un 50% procesada en hilos, los mismos que vendió a las Mypes que a su vez eran las proveedoras de las chompas escolares al Estado. En estos dos estadios Coopecan obtenía crédito y a los productores les entregada un adelanto por la fibra que entregaban para que sea comercializada y luego de realizado el negocio y hecho los cálculos respectivos, la utilidad era reintegrada casi en su totalidad, de manera proporcional a los productores de acuerdo a la cantidad de fibra entregada. Luego Coopecan cancelaba el crédito obtenido; pero dado que reintegraban todo a los productores, no hubo capacidad de capitalización de la cooperativa. III. 2011 en adelante, Coopecan inicia una fase agresiva de expansión e ingresa al Mercado Internacional con Tops de todas las calidades de fibra de alpaca e hilos; pero al mercado de las Mypes privadas, lo cual es absolutamente sostenible y permanente. En ambos casos la cooperativa está trabajando bajo la modalidad de venta por contrato. Para los Tops, se tiene 02 contratos para la venta de Tops durante el mes de Junio con la empresa ALPHA TOPS. Para el tema de los hilos, de tiene firmado el contrato con el Consorcio FIVATEX, el mismo que agrupa a las mypes tejedoras de prendas. El contrato es por un año y a exclusividad, es decir que Coopecan durante el año del contrato, en el ámbito de Cusco, no podrá vender a nadie más el hilo en cusco ni FIVATEX podrá comprar hilos a nadie que no sea Coopecan. En éste caso, dado que Coopecan trabaja bajo la modalidad de venta bajo contrato a firme, entre otras cosas con precios establecidos, le permite hacer los cálculos respectivos antes del acopio de la fibra y desde el momento que el productor entrega en el Centro de Acopio, de le cancela con un precio mayor que los del mercado. Esto se hace por que en las anteriores etapas, la actividad de volver al campo a hacer el reintegro a cada productor, generaba muchos costos económicos y sobre todo tiempo. Con apoyo de Agriterra, Coopecan planifica desarollar su negocio en 3 etapas: 1. Confección de tops y hilos artesanales e industriales de fibra de alpaca y aprovechamiento de productos intermediosempleando el servicio de terceros. 2. Culminar con la implementación de planta procesadora para producir tops de fibra de alpaca. 3. Implementar planta procesadora para producir hilos artesanales e industriales. 2012 Para el año 2012 se espera alcanzar los siguientes resultados: 1. Se cuenta con un expediente técnico para la planta procesadora de tops en Arequipa. 2. Se cuenta con un plan de negocios para la planta procesadora actualizado y bancable. 3. Se cuenta con un sistema de acopio, esquila, categorización y clasificación basado en buenas practicas y con sanidad animal. 4. Los productos de Coopecan son promovidos en el mercado local e internacional logrando contratos de ventas 5. Se cuenta con un sistema de información gerencial y con el personal capacitado para su utilización. 6. El sistema contable (CONCAR) es usado en forma optima, gracias a la capacitación de los empleados que lo manejan y genera informes financieros para toma de decisión. 2011 Para 2011 en conjunto se han desarollado un plan de acción con los siguientes resultados principales: 1. Capacitacion gerente en gestion empresarial. 2. Mejorar sistema contable administrativo. 3. Formalizacion de aporte social a COOPECAN con una propuesta para Asamblea General en diciembre 2011. 4. Sistema de Informacion instalado de registros de compras, ventas, teniendo como base membresia de la coop. 5. Elaboracion de plan de negocios integrando las 3 etapas descritos anteriormente. 6. Elaboracion de plan de mercadeo. 7. Desarrollo de marca colectiva. 8. Conformes con convenios con FIVATEX y Alphatops. Av. de la Poesia 270, Torres de San Borja San Borja - LIMA Peru Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 24220 27666 money is disbursed directly to the implementing organisation and managed by them Gracias al alto grado de compromiso de sus socios y al gran profesionalismo mostrado por el equipo técnico (equipo de acopio, equipo de producción, equipo comercial y administrativo) Coopecan en 2012 cumplió en más de 100% sus metas trazadas al inicio del mismo año. Las ventas se multiplicaron por seis veces y el acopio pasó de 39 toneladas a más de 100 toneladas. El patrimonio aumentó explosivamente de S/. 28.500 a S/. 390.000 lo que ofrece la posibilidad de inversión adicional. Los próximos 5 años, el patrimonio debe crecer hasta por lo menos S/. 1.000.000. Esto fue aprobado por la Asamblea General en 2012 y los aportes se deducideran automáticamente de los reintegros a los socios. Evento historico y muy exitoso fue la participacion de Coopecan en Peru Moda 2012 con su la presentacion de su propio coleccion de ropa por Miss Peru. Así mismo, tuvieron que asegurar el financiamiento necesario para poder cumplir con todos los compromisos. Con este propósito se negoció con Agrobanco la ampliación de una línea de crédito, pasando de € 245.000 a € 681.000. Además se gestionó y consiguió una línea de crédito de Oiko Credit, por 150 mil dólares, de los cuales se emplearon 50 mil al 31 de diciembre del 2012. Gracias a la mediación de Agriterra ninguna garantía fue necesaria. Dado el tamaño y la complejidad de las operaciones se tuvo que reforzar el sistema contable y financiero pasando a contratar un contador y un administrador a tiempo completo y además se implementó el sistema de pago vía transferencia bancaria directo a las cuentas de nuestros proveedores. Esta modalidad de pago, además de reducir de dos días a un máximo de una hora las operaciones, los costos de envíos de cheques para su firma a Cusco y del envío de cartas de transferencias, los ha disminuido en más de 75%. Amadane NL-KVK-41048542-5810 Accès aux marchés et à la commercialisation des animaux sur pieds Addition 2014: Cette année il est prévu de continuer le plaidoyer par rapport à l’accès aux marchés pour les éleveurs-pasteurs. En 2014 Amadane se concentrera sur la continuation du plaidoyer au niveau local dans la région du Gao, dans le cadre de l’accès aux marchés autogérés. Pour ceci plusieurs piliers de l’approche « Farmers’ Advocacy Consultation Tool » seront utilisés. L’année passée la consultation à la base et une partie de recherche participative ont été parcouru. Cette année la recherche participative se finalisera, la proposition sera élaboré et l’analyse des acteurs sera fait. A part de cela un appui est sollicité pour le démarrage de la fabrication des techniques durables de complémentation alimentaires pour le bétail ainsi qu’un renforcement sur le plan de la gestion financière d’Amadane. Addition 2013: 2013 est une continuation de 2012 et s'inscrit dans le cadre du projet 2012 - 2015 sous le Food Security Thematic Programme de l'Union Européenne (à travers d'Agricord/ FIDA). En 2013 Amadane se concentrera sur la continuation du plaidoyer au niveau local dans la région du Gao, dans le cadre de l’accès aux marchés autogérés. Pour ceci plusieurs piliers de l’approche « Farmers’ Advocacy Consultation Tool » seront utilisés, à savoir la consultation à la base, la recherche participative et l’élaboration de la position / proposition. A part de cela un appui est sollicité pour identifier des techniques durables de complémentation alimentaires pour le bétail ainsi qu’un renforcement sur le plan de la gestion financière d’Amadane. 2012: La Fédération Régionale des Eleveurs pasteurs de Gao, Amadane, a été créée en 2004. Elle se propose de contribuer à un élevage rationnel qui sécurise la production animale et favorise la rentabilité économique dans un environnement assaini dans l’objectif d’améliorer les conditions de vie des éleveurs pasteurs membres de la Fédération. Ainsi, elle se mobilise autour des enjeux auxquels est confronté le pastoralisme par la défense des intérêts des éleveurs pasteurs et le développement de prestations de service adaptées aux besoins de ses membres. Présente dans le cercle de Gao et celui d’Ansongo, elle est active au niveau de six coordinations communales et regroupe environ six mille adhérents. Le Sahel en général et la région de Gao au Mali en particulier, est une zone d’élevage par excellence. L’élevage est le troisième produit d’exportation au Mali. C’est dans la région de Gao que l’on rencontre le plus d’exploitations pratiquant l’élevage comme activité principale. L’élevage y est soumis à plusieurs contraintes qui sont l’ordre naturel, foncier, zootechnique, organisationnel, psychologique et politique. La Fédération des éleveurs pasteurs a élaboré un cadre stratégique de 5 ans (2008-2013) et est basé sur l’accès aux marchés et à la commercialisation du bétail sur pieds dans la région de Gao et l’augmentation des revenus des éleveurs pasteurs par la rentabilisation de l’élevage pastoral. Le cadre stratégique actuel s’oriente surtout vers le développement des stratégies et services ainsi que le renforcement organisationnel / institutionnel d’Amadane. Il est prévu que la nouvelle stratégie 2014 – 2019 se dirige plus sur l’ancrage et l’implémentation à une plus grande échelle des expériences acquises lors de la période 2008-2013. La stratégie de commercialisation d’Amadane respecte le système pastoral, s’appuie sur des techniques adaptées, influence l’environnement législatif, et sécurise les transactions afin d’améliorer les conditions de vie des éleveurs pasteurs. Agriterra a donné un appui à Amadane depuis 2009 et s’orientait surtout au renforcement organisationnel et institutionnel, mais aussi à l'accès aux marchés et à la commercialisation du bétail. Cette proposition de projet 2012 – 2015 concerne la continuation de renforcer ces services de la Fédération envers ses membres. Les activités de ce projet se focaliseront sur l’élevage pastoral dans la région de Gao en vue d’augmenter sa rentabilité pour améliorer le revenu des éleveurs et pasteurs membres d’Amadane. Ce projet connait principalement trois axes : 1. Améliorer l’accès aux aliments de complémentation pour le bétail (production) ; 2. Augmenter l’accès au marché (commercialisation) ; 3. Renforcement organisationnel et institutionnel d’Amadane. L’approvisionnement en aliment bétail des régions du nord se fait généralement à partir des régions du Sud qui sont à plus de 1500 km de Gao ce qui rend inaccessible l’aliment bétail à la majorité des éleveurs pasteurs qui eux-mêmes sont des localités éloignées de Gao. L’installation d’un fonds de roulement des stocks des aliments de complémentation à partir des ressources locales pourra permettre de satisfaire la demande des éleveurs pendant la période de soudure. Un autre problème que les éleveurs/pasteurs rencontrent concerne la difficulté d’accès au marché et d’organisation pour faire face à la demande en bétail (viande) et lait qui est de plus en plus croissante. Les pasteurs sont en grande partie tributaires des intermédiaires (courtiers, commerçants) pour la vente et l’achat de leur bétail. Les courtiers jouissent d’une légitimité traditionnelle et profitent de leur position sur les marchés pour écarter stratégiquement les pasteurs des négociations avec les commerçants. Amadane compte à mener des trajets de plaidoyer pour contourner « l’hypothétique garantie apportée par les courtiers ». Aussi les lois sur la décentralisation confèrent la gestion des marchés aux collectivités locales, qui ont adopté deux modes de gestion : la gestion directe dans laquelle les taxes sont collectées par des agents collecteurs des mairies, et la gestion déléguée dans laquelle la marie confie la gestion à un Groupement d’Intérêt Economique ou une Coopérative membre d’Amadane sur la base d’un contrat. La possibilité d’augmenter l’influence des éleveurs/pasteurs sur la gestion de marché constitue un autre élément de plaidoyer d’Amadane envers les Communes. Les éleveurs pasteurs membres des coordinations communales d’Amadane sont les acteurs bénéficiaires du projet. Aujourd’hui Amadane compte environ 6.000 membres. Avec ce projet il est envisage d’atteindre environ 3000 membres (dont environ 600 femmes). Les objectifs spécifiques de ce projet sont : 1. Défendre les intérêts des éleveurs pasteurs auprès des autorités locales et services techniques pour une meilleure application des textes liés à la commercialisation ; 2. Favoriser l’accès des éleveurs pasteurs à la complémentation alimentaire ; 3. Promouvoir des marchés à bétail de proximité de type autogéré ; 4. Introduire des technologies de transformation, de conservation et de stockage des sous produits animaux (laits, fromages, cuirs, peaux, os, viandes séchées) sur la base des expériences existantes ; 5. Développer un système d’information sur les marchés à bétail ; 6. Renforcer la fédération Amadane dans sa légitimité et sa représentativité des éleveurs pasteurs de la région de Gao. Accès au marchés et à la commercialisation des animaux sur pieds Chateau Secteur II Gao Mali Dutch Ministry of Foreign Affairs WA3 Policy elaboration & advocacy Deliverable 09. Participatory policy formulation Aid grant excluding debt reorganisation 24392 24044 money is disbursed directly to the implementing organisation and managed by them Malgré la situation difficile dans la région de Gao, la Fédération Régionale des Eleveurs Pasteurs Amadane pour l’année 2012 a su maintenir ses contacts avec les membres. L’objectif global de ce projet est d’augmenter les revenus des éleveurs/pasteurs d’Amadane par un meilleur accès au marché. La première année de ce projet de quatre a été axée autour de la prise de connaissance et l’apprentissage autour du plaidoyer et la gestion des marchés à bétail autogéré par les éleveurs et pasteurs. Pour ceci, une visite d’échange (trois membres du conseil d’administration et le coordinateur) a été organisée sur les marchés à bétail au Bénin (ANOPER). Les membres de la mission ont été outillés pour défendre auprès des élus et autres acteurs l’approche de gestion déléguée des marchés et les autres infrastructures pastorales (parcs de vaccination, puits pastoraux). Or, les membres du conseil d’administration d’Amadane ont été renforcés dans la mise en place d’un plan efficace de mobilisation des ressources internes. Pour renforcer les capacités dans le domaine du plaidoyer, un élément clé pour engendrer le changement envers le système autogéré de marchés à bétail et autres infrastructures par les éleveurs et pasteurs, Amadane a suivi une formation, offerte par Agriterra, dans l’Approche Participative de Génération des Positions et des Propositions. Amadane a pu tester quelques concepts de cette approche qui concernaient surtout la consultation participative auprès de ses membres. Elle a pu organiser des missions dans toutes ses coordinations dans le cercle de Gao et Ansongo. Les réunions étaient centrées sur la sensibilisation des membres d'Amadane et leur mobilisation pour résister aux perturbations que connaissent leurs zones. Sur le plan renforcement organisationnel, Amadane a installé le logiciel de comptabilité SAGE et formé le comptable et le coordinateur à l’utilisation. Ceci a permis d’améliorer le système rapportage financier de la Fédération et a facilité un suivi budgétaire efficace. L'année 2012 a été une année difficile pour Amadane. Comme la zone de Gao était au centre des conflits. Différents groupes et milices armés font régner la terreur sur les populations civiles, dans le Nord du Mali : certains d’entre eux aspirent à l’indépendance de cette région. Il n'était pas possible d'exécuter toutes les activités comme originalement planifié et conséquemment moins de membres ont été impliqués dans les activités de 2012. Dans ce contexte et Amadane en a profité pour se pencher sur l'apprentissage dans le cadre du plaidoyer et maintenir les contacts avec ses membres. A partir de 2013 Amadane est prête à mettre ses capacités acquises en oeuvre. NAJK NL-KVK-41048542-5769 An entrepreneurial future ahead In the last years, NAJK worked with Agriterra on the project "Grensverleggende Samenwerking" (crossing borders together) performed at the provincial level where partnerships were made with young farmers in developing countries. There are a number of lessons learned from these collaborations: 1. Mostly employees or national board members from the partner organizations were involved in the cooperation, while on behalf of NAJK local members participated. As a result, the true connection was missing. 2. The involved members were often connected to the project for too long. This wasn’t a good stimulus for new members to start in the project, like NAJK and Agriterra wished for. 3. The positive effect on the development of the foreign young farmers wasn't visible enough for the young Dutch farmers. The Dutch young farmers got demotivated. This all indicates a need for more counselling services aimed at local and regional level, because this a) levels more with the knowledge that NAJK members have and b) the knowledge reaches the people who need it. This also better fits with the new mission and vision of Agriterra. This project focuses principally on transfer of knowledge at the basis. But: the level of advice offered will be according to the level of the advice asked by the foreign organization (local/regional/national). There is also a training program for the Dutch members (young people between 18 and 35 years), so they are better prepared for advising en consulting. The main objective of this project is:
By and for young people: young Dutch farmers contribute to developing the skills of rural youth in developing countries so that they can defend their interests and that they can better exploit their possibilit Bemuurde Weerd oz 12 3514 AN Utrecht Netherlands Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 06. Diversity policy Aid grant excluding debt reorganisation 24821 22340 money is disbursed directly to the implementing organisation and managed by them The project aimed at transferring knowledge of young Dutch farmers to foreign organisations, started on the 1st of January 2012. At the time and throughout the reporting period, one local branch of NAJK (LAJK) animated a long term relationship with a partner organization in Armenia (FAA-ULE). The other activities focused on short term and specific missions to Agriterra’s clients. One of the results is that five client organisations of Agriterra have identified their training/advisory needs, which are translated into five specific assignments for NAJK members. Further, five experts are well prepared for their missions and appropriate training modules are available. Members of NAJK trained young (potential) board members from client organisations in different countries in management skills and a clear youth policy is formulated within the producer organisations. This has led to a clear increase in management skills and more focus on youth and adequate activities for them. Furthermore young farmers are trained in entrepreneurial skills through, for example, coaching on the job and on the spot training which made them more professional entrepreneurs now. Young Dutch farmers provided agricultural technical advice in the areas of (dairy) farming, agriculture and horticulture to a local youth group. During the project a business plan with an innovative aspect is formulated and a partnership is made between NAJK, LTO and FUPRO (Benin). To create awareness about the situation of farmers in developing countries study visits within the project ‘World Famers’ are now more focused on developing countries and food security. There is also a new project ‘Farmers in International Perspective’ dealing with the effects of farming in the Netherlands on farmers in developing countries. NAJK-members were extensively informed about the project, the missions, the Benin working group and the work of Agriterra by newsletters, the website and social media. NAJK has called for members interested in participating in missions, the working group Benin and for participants in the training. As a result many members, who were previously not involved in activities with Agriterra, contacted NAJK. CMC NL-KVK-41048542-5747 “Fortalecimiento de la cadena de valor de microempresas de mujeres rurales” CMC tienen dentro de su membresía 30 agrupaciones de mujeres activas que sea grupal o individualmente generan una amplia diversidad de bienes y servicios. Estos, cuya finalidad inicial ha sido en la mayoría de los casos el autoconsumo, poco a poco han ido mejorando su calidad y tienen un importante potencial de convertirse en productos comercializables. Para lograr este paso de bienes a productos se debe generar una propuesta de desarrollo de estos, que incluya el mejoramiento de empaques, el desarrollo de embalajes, el diseño de etiquetas, estudios de mercado y acciones de vinculación de mercados, entre otros. Asímismo, se pretende continuar fortaleciendo la habilidad de las mujeres campesinas afiliadas para incidir en la vida política del país y muy especialmente sobre aquella legislación vinculada a su medio, el medio rural. Otra de las necesidades a fortalecer mediante esta propuesta es la gestión del fondo de crédito rural de CMC. La organización se ha hecho con algunos fondos provenientes de la cooperación y ha instaurado un programa de crédito para las mujeres que es operado a nivel regional por las mismas mujeres. Este proceso ha sido formulado por la organización y supervisado por la unidad técnica y la Comisión Nacional de Crédito. El Centro Coooperativo Sueco ha brindado apoyo técnico, más se hace necesario reforzar los controles, sistematizar la información, mejorar la gestión de la Unidad Nacional de Crédito y ante todo divulgar de forma asertiva el programa hacia el interno de la organización, pues existen mujeres que requieren información personalizada para conocer del sistema. Con esta propuesta se pretende beneficiar directamente a 30 grupos de mujeres activas de CMC que albergan unas 500 mujeres. Dentro de los beneficios tangibles se encuentran el apoyo directo a la producción donde se pretende generar y comercialización al lograr colocar en mercados locales al menos 30 productos, 20 de agroindustria, 5 de la industria textil, 4 de agroindustria y 1 de producción pecuaria. Asímismo, se pretende aumentar la gestión de las unidades productivas al aumentar los recursos disponibles de crédito rotativo. Objetivo general: Fortalecer la cadena de valor de las microempresas de mujeres rurales costarricenses afiliadas a CMC para mejorar su desempeno, aumentar los niveles de ingreso de las participantes y su calidad de vida. Objetivos específicos: 1) For la Alianza Francesa 25 metros al este SAN JOSE Costa Rica Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 06. Diversity policy Aid grant excluding debt reorganisation 25000 25039.34 money is disbursed directly to the implementing organisation and managed by them El proyecto “Fortalecimiento de la cadena de valor de micropempresas rurales” ha finalizado con resultados muy positivos para las mujeres beneficiadas y CMC. El problema planteado en el prospecto del proyecto tiende hacia una solución sostenida de la transformación de bienes y servicios en productos comercializables y con altos grados de aceptabilidad por parte de los consumidores finales. La solución de aspectos básicos como el mejoramiento de empaques y embalajes, el diseño de etiquetas para los productos y la determinación de nichos de mercado se han logrado. Otros de los beneficios adquiridos ha sido la mejora paulatina de los productos gracias a acciones de mejora productiva. Este ha sido un paso fundamental en el fortalecimiento de las iniciativas empresariales de las mujeres y la generación de ingresos sanos y constantes para las familias campesinas. La población beneficiada con el proyecto ha sido de 33 agrupaciones de mujeres cuya membresía oscila entre 12 y 20 mujeres. En total 500 mujeres benefican. A través del proyecto se logró además realizar incidencia política en el tema de soberanía alimentaria, dando como resultado la conformación de un movimiento nacional organizado denominado el Consejo Agroalimentario Nacional. Dicho movimiento ha planteado una agenda a partir de las necesidades de las organizaciones y más allá desde las fincas y pequeños productores que está retomando con fuerza. Gracias a la lucha de esta organización hoy ya es un hecho la Ley N° 9071 (Ley de Regulaciones Especiales sobre la Aplicación de la Ley de Bienes Inmuebles de Uso Agropecuario) que exonera del tributo en hasta un 80% a los terrenos dedicados a la producción agropecuaria. Uno de los ejes de trabajo de CMC es el cuidado al medio ambiente. Se busca siempre la de menor impacto al medio ambiente. El uso de biodigestores, la elaboración de bocashi (un tipo de abono) y hasta la escogencia de empaques bidegradables para los productos y/o material de empaque, son parte de las acciones. 2012 fue un año de cambios en CMC y esto incluyó la incorporación oficial de hombres en la organización y hasta en los puestos directivos. Lo anterior constituyó a nivel institucional un cambio de paradigma. La participación de los hombres en las agrupaciones afiliadas y en las iniciativas productivas no es nueva, ya se está dando a partir del 2012. CMC tomó nota de algunas lecciones aprendidas. Por ejemplo, sería útil diseñar un módulo de capacitación básica en la temática de crédito que integre desde los conceptos más básicos hasta algunos avanzados en educación financiera. De esta forma se aseguraría que las mujeres que con el tiempo se vaya integrando puedan desarrollar adecuadas capacidades y competencias para el manejo del crédito. En 2013 se inicia una fase de autonomía financiera de la organización. La renta media del país y la reducción de los fondos de las agencias de cooperación limitarán los apoyos históricos. La experiencia adquirida en este proyecto es fundamental para ello y será uno de los derroteros de la organización. Un desafío importante para CMC es aumentar el conocimiento en torno al mercado crediticio nacional ya que será la pauta a seguir para el desarrollo de su programa de crédito rural. KIAMBAA NL-KVK-41048542-5636 Action plan - Developing business plan on milk processing In November 2010 a representative of Agriterra with support from a dairy expert from the Dutch dairy cooperative FrieslandCampina and hosted by Co-operative Alliance of Kenya visited Kiambaa Dairy for the first time and concluded that Professional management and good leadership offer good prospects for company growth and dairy development. - The company has a strong drive to strengthen position of producers in the value chain. - There seems to be a clear match between the request for advice by dairy and other experts stemming from the Dutch agribusiness and services Agriterra can offer, including those via AgriPool. In January 2011 a three days company assessment took place in order to achieve an in-depth understanding of the practice and performance of Kiambaa Dairy and also to jointly prepare a lean action plan as a roadmap leading to the development of a sound and investmentready business plan for Kiambaa Dairy by the end of 2011. Kiambaa Dairy, SNV and Agriterra agreed to deliver the following targets by the end of 2011: - Increase in active membership from .... (2010) to 2300 (2011) - Average intake per day in kgs from ..... (2010) to 17000 (2011) - No. of farmers accessing training through farmer field schools .... - 1 investmentready business plan for milk processing - 1 investmentready business plan for water bottling and marketing - Stock management 15 feedstores computarized - Extension service program in place through recruitment of extension officer in combination with a series of farmer field schools and field days. ACTION PLAN 2012 300 farmers trained Increase milk intake to 16,000 l/dayfor society Sample Farmers increase milk production by 10% Increased sales of Semen to Farmers by 5-10% Increased area planted with fodder crops and use of silage by sample farmers (> 10%) Well trained management staff and Board > 500,000 net profit from milk business Operational costs at 20% and milk payment at 80% Marketing plan/strategy Contract with Dairy land The following activities will be executed: Farmer trainings(general) - Maintain a Famerstraining register and update it regularly - Training of Farmers on fodder management, calf rearing and AI - establish 3 demonstration farms per route and manage expectations between the parties involved (Cooperative, Extension Officer and Farmers) - Undertake training needs assessment of the Extension Officer and Lead Farmers and carry out the necessary training Engage a Local Capacity Builder to backstop the Extension Officer - Create a sample of 50Farmers and ensure follow –up to assist track impact. Design and use monitoring form. - Stimulate service provider enterprises through training of Service providerse.g. youth groups - Explore possibilities for use of Students undertaking research for their study preferable Agri-Business or Agriculture from the Membership of Agriterra. Artificial Insemination/ Animal Feed - Farmer education on AI including breed type, cost etc - Periodic milk quality testing as well as animal feeds - Establishing links between AI Cooperative and AI service providers e.g. CAIS, Coopers, LGS among others - Undertake branding of the AI services vehicle Performance management - Follow up training of staff and Board - Undertake a training needs assessment to inform future trainings - Evaluate the 2011 salary review in relation to staff turnover develop performance contracts - Develop an appraisal system - Develop a service charter Implementation of supply chain recommendations - Introduce a log for tracking milk supply - Improve member loyalty through information sharing and incentives - Complete Google maps, develop analytical tools and put in use Value addition – Implementation of market and business case strategies - Improve chilling capacity - Stakeholder Forum once a quarter - Develop a sales and pricing strategy as part of marketing plan - Training of sales team Cooperation between Ndumberi and Kiambaa - Hold a brain storming workshop with the two management committees - Develop a roadmap for the Cooperation/venture For 2013: elaborate business plan for processing plant Kenya Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 25514 18371 money is disbursed directly to the implementing organisation and managed by them Overall goal was to increase milk intake gradually from 12,000 kg on average to 13,000 Kg by the end of 2012. Kiambaa achieved a net profit of 1,002,174 Ksh. from its milk business. Total coste were divided in operational costs of 21 % and milk payment (payment to members of Kiambaa for delivering of milk) was 79%. Results of activities in the action plan: 12 demo farms were established and 133 farmers were trained Sales of Semen to Farmers increased by 21% Area planted with fodder crops and use of silage by sample farmers increased by 20 % More member education was conducted than originally scheduled in the action plan. The society saw the need to deliver the service more closer to the farmers to be able to address their needs. This resulted to a total of 171 field day sessions from the planned 54. Members have positively benefited from the education provided especially on fodder management and calf rearing. This lead to the increase in milk intake to 13,000 Kg by the end of the year. However, member loyalty still remains a challenge that needs to be addressed. A Dutch student, Dirk Scheepers conducted a study on membership loyalty and formulated concrete recommendations (see: http://www.agro-info.net/? menu=documents&view=document&document_id=53387). Marketing plan is not yet elaborated in 2012. A marketing officer was employed from February 2013 to sell Dafina yoghurt which entered in to the market Mid February 2013. The society expanded its chilling capacity by acquiring a 7500 liter cooling tank which has helped in improving Kiambaa’s milk supply to the customers. The cost of the equipment increased due to the unexpected warehouse costs (in Mombasa). Much effort was put on organizational development geared towards strategic alliance, a merger with Ndumberi. Board members from the two societies signed a document in September 2012 to give them mandate to work together for the common goal. A steering committee has been established comprising of ten people, three board members from each society, two managers and two financials from each society. By the end of 2012, the process started to engage an expert to compile a business plan for the merger. UBA-RS NL-KVK-41048542-5821 Developing database and technical training for young beekeepers Update for 2013: UBARS has prepared a project proposal for 2013 till feb 2014. The project will be continued in the same directions, covering the completion of the database: data collection of beekeepers having 50+ beehives in four remaining regions; cadastre of pastures and phonological map.. This means to continue the work started in 2012 (progress was less than expected). In order to increase the production per beehive UBA RS would like to focus more on the larger and more professional beekeepers this year and organize professional lectures for this target group. Around 10001500 beekeepers will be reached with this activity. For a group of 60 beekeepers a study tour will be organized to neighbouring countries. A challenge is alos how BiH beekeepers can entre the EU market, as the market is now open for bee products. Active participation in international event will support UBA-RS in expanding its network. This year, UBA-Rs will organize an international symposium itself. The UBA-RS has 55 municipality associations as its members, representing 2.790 individual members of which.90% are paying the membership fee. Four percent of the members are women (about 100 members). Main objectives of the UBA-RS are: - Protecting, improving and propagandizing of beekeeping, environment protection, establishing, joining and organizing beekeepers` and other organizations, beekeepers` and other associations and trading of healthy bee products and regulating and improving the relationship between bodies and institutions of the Republic and Union. - To provide all beekeepers and beekeeping organizations, especially its members with continual widening of professional and scientific knowledge and the exchange all important information, expressing and suitable valorization of knowledge and its influence on the educational, social-economic, economic and scientific development of the Republic of Srpska and the influence on the development of science and practice in the field of beekeeping and environment. This particular project is has the following objectives; 1. Improve the production of bee products, in terms of quality and quantity and continuity in RS and BiH through concise and systematic data collection (database); data interpretation and undertake focused actions based on the analysis of the data 2. To educate young beekeepers, including women, and train them to become professional beekeepers will result in higher production of bee products and provide them income and work Specific aims 1. Systematic overview (base line) of the beekeeping sector in RS , including cadastral phonological data to avoid overpopulation and support beekeepers selecting good beekeeping pastures/areas 2. Monitor weak beekeepers and support improving their practices by using the database in regions 3. To prepare the beekeeping sector in RS to meet with international quality standards of bee products, so exporting will become easier in the future 4. Better control of bee diseases resulting in a higher production and a better quality of bee products 5. Well trained young beekeepers will properly manage the beehive, avoid spreading of diseases and make a living out of beekeeping Expected results (for 2012): 1. Relevant beekeeping data of 1400 beekeepers in 4 regions have been entered in a database and linked with cadastral phonological data 2. 1400 beekeepers will improve their beekeeping practices resulting in 5%-10% production increase, making use of the database (measurable after 2012) 3. Bee diseases will go down (only measurable after 1-2 years) 4. Increased competitiveness in the (inter) national market, better bargaining position 5. 160 young beekeepers practice beekeeping and produce on average 50-60 kg honey in 2013 per person (depending on season) 1. Improve the production of bee products,in terms of quality and quantity and continuity in RS and BiH through concise database 2. To educate young beekeepers, including women, to professional beekeepers will result in higher production of bee products Romanijska Street 16 75440 Vlasenica Bosnia and Herzegovina Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 14. Farmers’ access to inputs Aid grant excluding debt reorganisation 25783 20234 money is disbursed directly to the implementing organisation and managed by them Results The project of the Union of Beekeepers Associations Republica Srpska (UBA-RS) aims to improve the production of bee products, in terms of quality and quantity and continuity in the Republica Srpska through a concise database for beekeepers. UBA-RS purchased materials such as laptops and GPS to improve information and data services (of zoiets). And the Union distributed and collected about 2,000 questionnaires amongst the beekeepers. Data processing has not been done this year. The Ministry of Agriculture had to prepare a book of rules for the cadastre of pastures, but this was not done. The consequence is that the cadastre of pastures could not be made by UBA-RS in 2012, and this activity was postponed till 2013. The other main objective was to educate 160 young beekeepers, including women, to professional beekeepers which will result in higher production of bee products and provide them income and work. To achieve this, senior beekeepers /trainers trained 163 young potential beekeepers in beekeeping. After the formal training, several follow-up/coaching visits to each young beekeeper took place. In 2013 UBA-RS will monitor how these young beekeepers are doing and what the production is. Observations UBA-RS is a small organisation run by volunteers. The project duration was merely 8 months. As some of the work could only be done after the Ministry of Agriculture completed certain things, some activities could not be completed in 2012. In general, progress is satisfactory. Reporting is not the strongest point of UBA-RS and needed a lot of additional coaching. Perspectives UBA-RS should now work further on the database and hopefully this will go smoothly in 2013. UBA-RS should follow up and monitor the 163 young beekeepers and coach them in good beekeeping. The first results (in terms of production of honey) are yet to be awaited in 2013. For 2013 UBA-RS plans a training for advanced beekeepers, in order to improve significantly the production per beehive. It is important that UBA-RS monitors better on the results and impact of its activities, they may require additional support in this. KAJARA NL-KVK-41048542-5913 Going for expansion! KAJARA SACCO is a member based organization, established in 2002, which provides financial services (savings and loans) to its approximately 2.500 members. The client base are individuals, groups (Rural producer Organizations, and Area Cooperative Enterprises) and institutions like schools and churches. The general goal of the project is the operationalization of KAJARA's expansion plans by making: 1. A financial plan for investment in new branches 2. An operational plan to implement for new branches Increase competitiveness of KAJARA SACCO (by implementing tools to monitor costs, budgets and activities) and to support KAJARA with their expansion plans. P.O. Box 167 Rwashamaire Uganda Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 26298 21038 money is disbursed directly to the implementing organisation and managed by them The results of KAJARA SACCO has been rather disappointing in several ways. Most importantly, on a financial level, the SACCO has not performed well due to the decision to stop with advancing loans to members. According to the management, the stop has been the consequence of uncertain economic conditions. However KAJARA SACCO did not Agriterra about this decision during the company assessment in May 2012. Besides the financial situation, KAJARA SACCO has not showed entrepreneurship, there was very little communication, business plans including the growth ambitions have not been received and KAJARA has not been very interested in advisory missions. Taken this into consideration, Agriterra has decided not to continue support with KAJARA at this moment. However, if KAJARA SACCO in the future would like to expand its business and is in need of Agriterra expertise, they are welcome to show their plans and financial situation again, so we can reconsider. COOPAIN Cabana NLKVK-41048542-5743 Consolidar la exportación directa de quinua y vender papas nativas en el mercado Peruano COOPAIN Cabana persigue la calidad para llegar a la excelencia, buscando siempre justicia local, responsabilidad universal y sobre todo respeto por la naturaleza. Actualmente estan exportando sus productos a los Estados Unidos, Europa, Israel, Japon y Australia por medio de clientes exportadores Peruanos. Ahora COOPAIN quiere lograr exportar directamente a los consumidores en el exterior, y así incrementar sus margenes. COOPAIN Cabana invitó a Agriterra para hacer un analisis organizacional resultando en un plan de acción para 2011 del cual los principales resultados esperados son: - Desarrollar plan estrategico, planes de negocios, planes de mercadeo y planes financieras para quinua, papa y microcréditos. - Incrementar la producción con 100 kilos por hectarea y lograr ventas mínimo de 800 toneladas de quinua organica y 6 toneladas de papa al fin de 2011. - 4 nuevos clientes en el exterior, 2 hipermercados como nuevos clientes, más 1 nuevo exportador Peruano. - Estudio de factibilidad para planta de acopio de leche. - Actualización de los estatutos. - Incrementar los socios activos con 100 productores anualmente. - Aumentar el capital social con S/. 95.000. - Desarrollar y actualizar el base de datos de los socios. - Mejorar la gestión financiera. Algunos de los resultados esperados para el 2012 son los siguientes: 1. En el ambito organizacional: software integral para contabilidad y base de datos funcionando, plan estrategico con su respectivo plan financiero finalizado. 2. En el ambito de negocios, se cuenta con tres planes de negocios disponibles para toma de decisión, dichos planes son actividades pendientes del 2011, estos consisten en: plan abonos organicos, plan papas nativas, plan quinoa. 3. Plan de negocio planta de acopio de leche disponible. 4. Aumento de la producción de papa por hectarea a 5000kg. 5. Las ventas han aumentado en 12%. 6. Se cuenta con dos nuevos clientes con respectivos convenios. Planes de negocios para quinua, papa y microcréditos JR. LIMA S/N CABANA SAN ROMAN PUNO Peru Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 26639 29422.15 money is disbursed directly to the implementing organisation and managed by them La quinua es considerada por la FAO y la NASA como un súper alimento perfecto por su alto valor nutricional que puede satisfacer las necesidades nutricionales de una población en crecimiento. La Cooperativa COOPAIN Cabana agrupa a 503 productores socios en la producción orgánica siendo los directos en la producción de quinua blanca, roja y negra orgánica, con certificación de comercio justo, Kosher y BCS Oko Garantie. La mayoría de la producción de COOPAIN Cabana se concentra en mejorar el cultivo, procesamiento, selección y calidad del grano, la limpieza y el empaque para exportar de manera indirecta y directa desde las instalaciones propias de procesamiento dándole a COOPAIN Cabana una ventaja competitiva. COOPAIN Cabana está preparado para negociar con compradores nacionales e internacionales. Las actividades realizadas en la Cooperativa a través del Proyecto con Agriterra ha permitido mejorar y fortalecer la organización obteniendo los siguientes resultados: - Lograr y consolidar la exportación directa de quinua y vender papas nativas en el mercado nacional. - Elaboración de planes de negocio para quinua, papa nativas, y microcréditos en abonos. - Mejorar la gestión financiera con la implementación de software. - Mejorar la productividad a nivel de los productores en calidad y cantidad de la materia prima. Por problemas con la gestión anterior no se ha logrado cumplir con todos los objeticos del proyecto. Ahora hay un nuevo Presidente jovén de 31 años y un nuevo gerente. Se espera que este equipo puede superar los malos resultados financieros del 2012 y que logran mejorar las deficiencias en el control interno. Una auditoría externa solicitada por el Consejo de vigilancia tendrá que demostrar lo que fue el daño real causado por la gestión anterior. A través de adaptación de los estatutos y reglamentos internos y capacitaciones de los socios se espera lograr mayor participación financiera de los socios y fortalecimiento del control interno. Gracias a la transferencia de maquinaria de la asociación Ascenpromul a Coopain Cabana, el patrimonio creció de S/. 895.000 en 2011 a S/. 1.640.000 en 2012. Esto será un fuerte impulso para 2013 porque puede servir como garantía para préstamos. Los socios de Coopain Cabana también producen leche y han constituido una cooperativa lechera en 2012. Esto requiere un plan de negocios para una pequeña planta para el acopio y enfriamiento. Una ONG local y la Municipalidad de Cabana invertirán S/. 90.000. CEPICAFE NL-KVK-41048542-5735 Puesta en marcha: la planta de licor de cacao La Asociación Central Piurana de Cafetaleros - CEPICAFE, es una entidad gremial de segundo grado que representa a productores de café, cacao, caña de azúcar y frutas tropicales de los departamentos Piura, Tumbes, Cajamarca, Amazonas y San Martín, organizados en asociaciones, cooperativas y otras forma de organizaciones de pequeños productores. CEPICAFE actualmente está constituido por 6,504 productores, agrupados en 93 organizaciones de base (entre APPAGROPS y Cooperativas Agrarias). Con la Experiencia adquirida en estos 16 años de vida institucional como una Organización de Pequeños Productores, en CEPICAFE se ha demostrado las ventajas económicas, sociales y medioambientales de la asociatividad con visión empresarial. En sus inicios, CEPICAFE, empezó comercializando su Producto Estrella: ¨El Café¨, luego la Panela Granulada o Azúcar Orgánica, y actualmente con el Cacao y Mermeladas de Frutas Tropicales. CEPICAFE ofrece los siguientes servicios a sus asociados: a) Comercialización: CEPICAFE realiza una exportación directa del café, panela, mermeladas de frutas y últimamente cacao de los pequeños productores de la sierra de Piura, Nororiente y Tumbes. Bajo condiciones de producción orgánica. b) Créditos: CEPICAFE otorga créditos de apoyo a la producción (Sostenimiento, precosecha), soporte familiar, créditos de consumo, comercialización, para sus asociados, principalmente en espacios de donde para las entidades financieras tradicionales le significa un riesgo por ser una agricultura a pequeña escala. Esto se realiza, con la finalidad de que el productor no venda su producción en “chacra”, y permite que sus socios y socias puedan realizar las labores del cultivo y adquirir víveres para su sustento familiar. c) Capacitación: Servicio que se realiza directamente a través de los proyectos de desarrollo que gestiona y a través de su aliado estratégico (PIDECAFE); la capacitación abarca aspectos técnico-productivos y de gestión empresarial, en la búsqueda de la sostenibilidad del negocio. La capacitación se realiza a través de talleres, cursos de capacitación, jornadas técnicas, días de campo, pasantías, etc. d) Servicios sociales: Debido a que los socios de CEPICAFE no cuenta con ningún tipo de seguro social, Cepicafe ha implementado un “Fondo Mortuorio”; que consiste en un apoyo económico de 200 dólares cuando el socio y/o su cónyuge fallece, lo que contribuye a sufragar los gastos de sepelio. Asimismo, en el 2007 se ha implementado un fondo de becas destinado a apoyar en la formación superior a los jóvenes estudiantes más destacados y que sean hijos de socios. El contexto actual es complicado; en país se ve desarrollo industrializado, pero no siempre se ven beneficiados los pequeños agricultores y organizaciones con fines sociales. Muchos organismos de cooperación, como la SNV y GTZ, ahora deciden fortalecer empresas grandes como Dole, Perales (exportación $133mln!) y Perusa bajo su estrategia de ‘negocios inclusivos’. FLO también busca alianzas con agro-empresas y procesadores grandes (Kraft, Verkade, etc.) para seguir pagando su crecimiento, lo cual disminuye la capacidad de las marcas más pequeñas como GEPA, Ethiquable (que tienen largas historias de apoyar a los pequeños productores) de distinguirse en el mercado. Las empresas grandes buscan los precios más bajos utilizando la certificación FLO solamente como marketing. Al mismo, se acabaron los años en que la asociación pudo pagar el doble del mercado (1997-2007); el precio bolsa ahora está tan alto que un precio FLO no ofrece mayor utilidad a un agricultor a comparación con el ‘precio calle’. Esto dificulta mantener el compromiso del socio de seguir vendiendo a la asociación y cumplir con todos los requisitos burocráticos que implica ser parte del sistema orgánico y de comercio ‘justo’. La distribucion de ingresos de Cepicafe fueron en el 2010: $6 mln café, $1 mln panela, $360.000 cacao. Con la presente propuesta CEPICAFE aspira impulsar el proceso de diversificacion de fuentes de ingreso. La organizacion quiere analizar la factibilidad de producir un café tostado y molido para el mercado domestico. Ademas quiere profesionalizar y tecnificar la produccion de panela en granulada. Y finalmente desea analizar el potencial para chocolate hecho de cacao fino (porcelana) para el mercado internacional. En el aspecto institucional requiere el soporto contable y juridico para analizar y resolver el aspecto de que una asociacion por ley no puede estar incertada en actividades comerciales con fines de lucro. Durante el 2012 se esperan alcanzar los siguientes resultados: 1. 100 nuevos socios se afilian a CEPICAFE. 2. Se cuenta con una estrategia y con plan financiero para movilizar capital social. 3. Socios de CEPICAFE (2,800) se afilian a NORANDINO. 4. Se cuenta con un expediente técnico, plan de negocio bancable para la planta de panela granulad. 5. Se cuenta con plan de negocio actualizado y bancable para la planta de procesamiento de cacao. 6. Se han movilizado $600.000 de capital de inversion para la planta de cacao. 7. Se firma un joint venture con PSI de Holanda para la elaboración de chocolate. 8. Tres propuestas de organizaciones de base productoras de cacao cuentan con financiamiento del Ministerio de Agricultura Peruano para mejorar la calidad y la producción de cacao. 9. Software contable integrado en funcionamiento. Urb. El Bosque Mz. A Lotes 18 y 19 Castilla Peru Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 26723 29253 money is disbursed directly to the implementing organisation and managed by them CEPICAFE, su principal negocio es la comercialización de productos, provenientes de agricultura orgánica y de pequeñas fincas, mediante el empoderamiento de cada uno de los socios, trabajo que se viene realizando de manera articulada a las necesidades del mercado objetivo, mercados especiales, de nicho generalmente que aprecian mucho la calidad, el producir respetando el medioambiente, y los valores y principios de trabajo comunal solidario. El apoyo financiero , mediante el proyecto financiado de parte de Agriterra, ha fortalecido el trabajado desarrollado en la CEPICAFE, permitiendo alcanzar los objetivos institucionales, y la misión de contribuir a la mejora de la calidad de vida de los asociados y asociadas, al desarrollo socio – económico local, y participar en los mercados especiales con productos de alta calidad y valor agregado, preservando el medio ambiente, promoviendo la institucionalidad y la equidad de género. El plan de negocios para el procesamiento y empaque de panela se realiza ahora. La construcción de la planta se inicia gracias a la contribución de CCA de Canadá de USD 50.000. Además, Shared Interest aprobó un préstamo de USD 200.000. Un cliente italiano y un cliente francés probablemente invertirán USD 150.000. El plan de negocios para la planta de proceso de cacao y derivados esta finalizado y presentado ante PSI del Gobierno de Holanda. Un consultor internacional experto ha diseñado la maquinaria adecuada. El plan de negocios ha sido presentado a PSI en colaboración con Chocolatemakers de Holanda. La inversión total requerida es de EUR 708.400 de la cual 50% podria ser financiado por PSI. UNAG Chontales NL-KVK-41048542-5697 Fortalecimiento del mercado campesino La UNAG surge como una organización gremial, con el objetivo de organizar, representar y defender los intereses principalmente de sus afiliados y afiliadas, posteriormente ha ido evolucionando hacia un sentido más gremialempresarial, orientándose no solo a lo productivo, sino también al desarrollo de capacidades competitivas de unidades productivas de sus afiliados y la organización, La implementación de esta propuesta permitirá a UNAG consolidarse mas rápido como organización que defiende y representa los intereses de sus agremiados, que incide en políticas publicas a favor de sus afiliados, y que apoya a sus socios a que estos mejoren. Las asambleas realizadas en los municipios, así como los planes municipales del 2009 – 2010, los objetivos estratégicos del plan de trabajo 2007-2011 y la evaluación de proyecto realizada por Agriterra en el 2009, nos ha permitido identificar los principales problemas que agobian a agricultores y ganaderos, que están referidos a aspectos de comercialización, nutrición animal y la falta de legislación para la promoción de la producción pecuaria, limitando así que productores mejoraren sus ingresos y por ende el nivel de vida de sus familias. Como organización hemos venido trabajando en base a estudios sobre un análisis organizacional y la definición de un plan estratégico que nos oriente y sea coherente al contexto socioeconómico de nuestros afiliados, en este sentido se requiere replantear nuestra estrategia de trabajo para los próximos cinco años, que permita contribuir a resolver la problemática planteada desde la base, y de esta manera mejorar los ingresos de la familia y de la organización, además fortalecer la organización con instrumentos para perfeccionar la institucionalidad y cumplir con nuestros ejes de trabajo expresados en la misión y la visión de la organización. Es así que el objetivo general de esta propuesta es: Mejorar los ingresos de las familias beneficiarias del proyecto brindándoles condiciones adecuadas e instrumentos para elevar la competitividad de los productos de manera sostenida en el mercado, y como objetivos específicos se propone: 1. Mejorar la calidad de los productos (producción en parcela) a través de un proceso de asesoría y acompañamiento a las familias productores. 2. Establecer condiciones adecuadas y seguras para la comercialización de productos agropecuarios, así como trabajar en la generación de valor agregado a través de mejorar la presentación de los productos. 3. Elaborar y promover la aprobación del anteproyecto de ley para el fomento de la producción de carne bovina en Nicaragua De esta propuesta esperamos los siguientes resultados: 1. Mejorada la calidad de los productos comercializados en el mercado campesino. 2. Creada condiciones adecuadas para la comercialización de productos en el mercado campesino. 3. Elaborada y gestionada la aprobación de propuesta de anteproyecto de ley de fomento a la producción de carne Bovina. Con la ejecución de esta propuesta se estará contribuyendo a que 120 familias participantes cada sábado en el mercado campesino mejoren sus ingresos al igual que ganaderos del país mejoren su producción con la creación y aprobación de la ley de fomento a la producción de carne. Consideramos necesario continuar fortaleciendo la cooperación a través de intercambio de experiencia entre mujeres y jóvenes de UNAG – Chontales con organizaciones holandesas del campo, así como organización de América latina vinculada con AGRITERRA, los intercambios constituyen un instrumento adecuado de apoyo y asesoramiento entre las partes. Del mercado municipal 1c 1/2 al norte Juigalpa Nicaragua Dutch Ministry of Foreign Affairs WA3 Policy elaboration & advocacy Deliverable 12. Policy adoption Aid grant excluding debt reorganisation 27169 24944.12 money is disbursed directly to the implementing organisation and managed by them Desde el año pasado como organización la UNAG identifico el problema en la Legislación específicamente sobre la Producción de Carne, se realizó la formulación de la iniciativa, la cual se consensuo con los diferentes actores del sector, dando como resultado la elaboración del anteproyecto de Ley, este ya fue presentado a la primera secretaria de la Asamblea Nacional. Una vez que se presentó a la primera secretaria se gestionó para que pudiera presentarse a la Junta Directiva de la asamblea Nacional. Actualmente el documento de propuesta de Ley se incorporo a consulta convocando a los diferentes involucrados para escuchar sus opiniones sobre esta iniciativa de ley, donde la UNAG con sus aliados ha realizado un lobby. Como resultado de este cabildeo se ha consensuada entre las diferentes organizaciones a fines al sector retomar la ley de la leche y consensuar aspectos de ambas leyes para presentar una sola propuesta de ley que tenga que ver con el sector de la leche y de la carne a partir de este año se inicia este proceso en donde la UNAG se emcargara de estar al frente de esta gestio ante el poder legislativo. Algunos otros resultados: Productoras procesadoras de queso y quesillo mejoran sus técnicas de manipulación de alimentos, buenas prácticas de manufacturas y presentación de los productos. Se cuenta con la impresión y repartición de 500 revistas el productor. Se culminó por las gestiones realizadas con otros donantes el entechado, electrificación y puesta de serpentina en el local del mercado campesino. 50 fincas se estarán certificando e insertando en el programa nacional bovina. 30 productores y productoras han Fortalecidos los conocimientos empresariales en relación a emprendedurismo, Buenas Prácticas Agrícolas y Buenas prácticas de manufactura. 7 productores han incrementados el área de siembra y procesamiento de los productos tomando en cuenta recomendaciones del técnico y demanda de los consumidores en el mercado campesino. Con la visita de la Misión de Limburgo los productores y productoras interactuaron sus experiencias productivas y comerciales, fueron motivados por la cooperación a seguir trabajando. A pesar que se ha invertido en el acondicionamiento del local, aún le faltan algunos detalles, para obtener la seguridad y condiciones adecuadas para su funcionamiento, aunque los productores y consumidores siguen asistiendo de forma fluida. El asesoramiento empresarial y productivo a facilitado a los productores la conservación de sus cultivos y control de sus gastos e ingresos, han incrementado sus áreas de siembras de forma oportuna en el tiempo. Los productores han sido dóciles en relación a las recomendaciones dadas durante las visitas de campo realizadas y la asesoría en la comercialización de los productos campesinos. ASALI NL-KVK-410485425720 Apiculture et commercialisation du miel au Sud Kivu Addition 2012 Le plan annuel est une poursuite du plan 2011 du projet " Intensification de l'apiculture et renforcement de la commercialisation du miel au Sud Kivu en RD Congo"" avec objectif global d'asseoir une base socio-économique des membres des coopératives apicoles par l'intensification et la commercialisation des produits de la ruche. - L'accroissement progressif de la production et commercialisation collective du miel en quantité et en qualité. - l'accroisement des fonctions économiques des coopératives apicoles. - la mise sur pied des bases d'une meilleure implication de la femme et des jeunes dans les activités de la chain de valeur apicole. Les beneficieres directes sont 1887 ménages apicoles membres de 16 coopératives et 8 pré coopératives apicoles accompagnées par l'UCA-Asali Kivu soit 15.096 personnes touchées indirectement par l'action. 2011 Les objectives spécifiques du Réseau ASALI pour la période 2011 sont: Accroitre la production du miel en quantité et en qualité, Améliorer le secteur commercial pour vendre plus et apporter un appui organisationnel et structurel aux coopératives apicoles. En améliorant la chaine de valeur miel en Kivu le focus chez Asali sera sur le marketing. Les effets majeurs a court terme sont: les apiculteurs seront incités`a plus et mieux produire, début de valorisation des sous produits de la ruche et ainsi améliorer l'entreprenariat des apiculteurs (par la confection des plan d’affaires au niveau de l’union et des coopératives. Il s’agit des dernières deux années de l’appui d’Agriterra. Il est très important que les revenus de l’Union augment signifiantes. Ensuite ASALI est devenu mieux un cadre de rayonnement et d'expressément des apiculteurs Objectif global du plan d'action 2012 Asseoir une base socio-économique des membres de coopératives apicoles par l'intensification et la commercialisation des produits de la ruche B.P. 138 Cyangugu Rwanda Congo, dem. rep. of Dutch Ministry of Foreign Affairs WA4 Farmerled economic development Deliverable 16. Marketing Aid grant excluding debt reorganisation 27216 25362.71 money is disbursed directly to the implementing organisation and managed by them Il y a une année que le Réseau Asali Sud Kivu s’est transformé en Union des Coopératives Apicoles du Kivu « UCA-ASALI Sud Kivu ». Le changement conduit dans un processus d’autonomisation et la mise en place des stratégies de professionnalisation des apiculteurs et apicultrices. L’Union Asali est composé de 20 coopératives avec un total de 1500 membres. 9 coopératives sont en ordre avec leurs parts sociales vis-à-vis de l’UCA Asali Sud Kivu. En 2012, Asali a mise à niveau son logiciel pour l’identification des apiculteurs avec l’appui d’un technicien de la FOPAC NK. Une achat de 6000 kg de miel a été prévu auprès des coopératives. Asali a acheté 3200 kg du miel et a raffiné, emballé et vendu 2100 kg de miel. 2300 kg est vendus par les apiculteurs aux autres clients. Au cours de l’année Asali a donné des formations aux membres mais a également fourni des formations dans la province de Maniema (52 apiculteurs formés en techniques modernes apicoles). L’organisation a également assisté à la 3eme édition d’APITRADE EXPO AFRICA 2012. A la fin de 2012, Agriterra a arrêté son appui à Asali. Au cours d’année Asali a développé une partenariat avec Cordaid qui appuiera l’organisation en 2013. La mission d’appui (février 2012) a constaté que dans l’aire d’intervention de l’Union Asali, il y a une capacité directe de miel, de cire et éventuellement de propolis. Cette potentialité ne se traduit pas (encore) en quantité ni en qualité. Les petits apiculteurs (membres d’Asali) ne profitent donc pas encore suffisamment de ce que l’apiculture pourrait leur apporter (en termes d’argent en espèces). UCA Asali a exprimé son propre objectif comme étant celui de défendre les intérêts de ses membres. Néanmoins les fonctions d’une telle Union ne sont pas encore où insuffisamment réalisées en ce moment : - Défense des intérêts communs : négociation de la coopération avec les organisations agricoles ; projets d’aménagement du terroir ; procuration de l’accès au crédit - Inventaire et vulgarisation des connaissances; organisations d’ateliers et de voyages d’études ; production et distribution du matériel de vulgarisation ; - Collecte, achat, transformation, empaquetage des produits sur le marché. C’est surtout l’absence d’activités relatées à ce dernier point qui forme une blocage au développement régionale du miel. On ne travaille pas encore d’une façon commerciale, de vendre le produit final et d’améliorer les chiffres d’affaires par l’utilisation de la promotion. De plus, le miel est entreposés trop longtemps : les producteurs doivent attendre de longues périodes avant de recevoir l’argent et il n’y pas suffisamment de liquide permettant d’acheter des nouvelles récoltes. De cette façon, il n’est pas question de commercialisation et l’UCA ne favorise pas réellement l’accès au marché. Le développement de la chaine pourrait s’accélérer si des produits comme le miel et la cire rapportaient directement de l’argent. la force de traction du marché (à mi- terme) est un meilleur moteur de développement pour l’Union Asali que des fonds du projets. Il faut alors formuler un plan d’affaire et l’implémenter au plus vite. Agriterra a arrêté son appui à Asali fin 2012 mais au cours d’année 2012 Asali a développé une partenariat avec Cordaid qui appuiera l’organisation en 2013 avec une focalisation d’améliorer les différent technologies apicole et la commercialisation du miel. Mwizi Sacco NL-KVK-41048542-5596 Financial services for agro-enterprise development in Mbarara through Mwizi SACCO Mwizi SACCO is a farmers’ owned, used and managed financial institution. Mwizi Sacco in close collaboration with Mbarara District Farmers Association (Mbadifa) supports farmer groups in their savings and credit activities. Mwizi Sacco is a new partner; its collaboration with Mbadifa allows the extension to other sub-counties in Mbarara district. In the new project Mwizi Sacco aims to cover 150 farmer groups that have access to and use financial services to increase their production and marketing (mainly banana). Additional credit funds enable Mwizi SACCO to reach out to more farmer groups in Mbarara. These groups have been prepared by Mbadifa - the District Farmers Association - in selecting their enterprise and getting ready to engage in markets. Those groups are ready to take up a loan from the SACCO, who has supported them in internal savings; savings with the SACCO; how to apply for and manage a loan. In being able to reach more groups, Mwizi SACCO contributes to a bigger impact in the different sub-counties of Mbarara district, but it also contributes to the financial sustainability of the SACCO (mobilizing more clients and more savings). Kashaha Trading Centre Uganda Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 13. Farmers' access to resources Aid grant excluding debt reorganisation 27262.51 28249 money is disbursed directly to the implementing organisation and managed by them This project is about Mwizi Sacco’s support to farmer groups in increasing investment in their agro-enterprises and to improve Mwizi’s services to its members. The year 2012 was Mwizi Sacco’s second year in the project. The aim of the project was to reach out to 120 farmer groups, of which 86 groups were reached. The Sacco burglary incidence in 2011 led to lack of trust and confidence in the Sacco by community members and groups. This called for change of board and recruitment of new management and staff. It also required the new board and management to institute transparent systems and procedures in order to restore the confidence and trust of the community. The new board and staff took some time to properly grasp the Sacco dynamics. All this hampered the mobilization, training and recruitment of the PAED groups. Those 86 groups were trained in issues like the importance of internal savings and the implementation of internal saving schemes. 52 Groups opened their savings account with Mwizi Sacco and 15 of them managed to get repeated loans from Mwizi for their agro-enterprise development. The amount of savings mobilized by targeted clients of farmer groups (UGX 246 mio (Euro 79,000) was more than the planned UGX 70 mio (approx. Euro 22,500); the loan volume geared towards the clientele (UGX 112 mio (Euro 36,000) was slightly less than the planned UGX 130 mio (approx. Euro 42,000). The reason for not realizing this target is related to the fewer groups mobilized (86 compared to 120 groups). The groups mobilized were able to consume all the loan fund support from the project. This implies that if all the 120 groups had been mobilized, the Sacco would not have been able to satisfy the credit demands of the groups as it is struggling with the current demand. The target for Mwizi’s clientele was 2000 households in 2012, of which 2151 was realized. Even though the groups reached were less than planned, the clientele was more than planned, because most of the groups have more members than 25 members. This is a recommendable achievement considering the delays the burglary caused in the second half of 2011. For the farmer groups is Mwizi sub-county in Mbarara district, the inclusion of Mwizi Sacco in the project made a real difference: farmer groups in this subcounty have better access to financial services of Mwizi and the BDS services of Mbadifa Farmers Association. Most of these groups have chosen Irish potatoes as their agro-enterprise and are marketing collectively. Mwizi Sacco developed a special loan product for the entreprise in Irish potatoes. Gender did get more attention from Mwizi Sacco in 2012. Cognizant of the gender issues, the Sacco consciously targets working more with women groups. This was premised on the fact that due to the inherent challenges facing most women, women resort to working together through groups. As a result, evidence shows that more women access loans (53%) compared to the number of men. This has been enhanced further by the fact that a household (husband and wife plus children where applicable); are targeted for agro enterprise development. There is a gender mainstreaming manual which guides policy formulation and activities implementation. With regard to staffing, 4/10 (40%) of staff are women with equal participation.The main lesson learnt was that there is a belief that peasants are so poor that they cannot afford to save hence the common adage of ‘a poor saving culture’. However, the experiences of working with poor household farmers seem so far present a different picture altogether. With proper training, peasant farmers have been saving in their village groups and with the Sacco. The average savings have been growing (planned Euro 60 and realized Euro 100) hence some demystification of the adage. Therefore, the poor farmers – with proper sensitization and training in savings management and with provision of appropriate savings incentives – are very capable to save. EBO NL-KVK-41048542-5595 Financial services for agro-enterprise development in Mbarara through EBO SACCO Ebo SACCO is a farmers’ owned, used and managed financial institution. The SACCO acquired legal status from the Registrar of Cooperatives in 2002. Ebo Sacco in close collaboration with Mbarara District Farmers Association (Mbadifa) supports farmer groups in their savings and credit activities. In the period 2007 – 2009 it doubled its savings and portfolio size. In the new project Ebo Sacco aims to cover 111 farmer groups that have access to and use financial services to increase their production and marketing (mainly banana). Additional credit funds enable EBO SACCO to reach out to more farmer groups in Mbarara. These groups have been prepared by Mbadifa - the District Farmers Association - in selecting their enterprise and getting ready to engage in markets. Those groups are ready to take up a loan from the SACCO, who has supported them in internal savings; savings with the SACCO; how to apply for and manage a loan. In being able to reach more groups, Ebo SACCO contributes to a bigger impact in the different sub-counties of Mbarara district, but it also contributes to the financial sustainability of the SACCO (mobilizing more clients and more savings). Additional funds will be made available through Ebo Sacco as a loan to Mbadifa Enterprises Ltd. Mbadifa Enterprises Ltd uses the loan as working capital for her business activities as stipulated in the Business Plan. The funds cannot be used for fixed asset acquisition or recurrent expenditures. Ibanda Road Mbarara Town Uganda Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 13. Farmers' access to resources Aid grant excluding debt reorganisation 28345.55 32159 money is disbursed directly to the implementing organisation and managed by them This project is about Ebo Sacco’s support to farmer groups in increasing investment in their agro-enterprises and to improve Ebo’s services to its members. In 2012, Ebo Sacco continued to show a strong growth in its portfolio from 2.5 bio UGX (approx. 800,000 Euro) to 3.4 bio UGX (approx. 1,009,000 Euro), the farmer groups reached and the services provided. With the support the farmers have obtained from Mbadifa, the farmers have been mobilized into groups (group methodology) with clear bi-laws, strong and functional leadership (executive), and good record keeping which makes them manage their agro enterprises better. The additional training obtained from EBO in savings and loan management ensures safety of the groups’ savings and tracking their liabilities. Financial services to farmer groups were further developed in 2012. The project managed to reach 235 groups, which exceeded the planned 111 groups. The percentage of women assessing financial services reached 54%, which is an imporved compared to 2011. Ebo managed to mobilize more savings by the targeted farmer groups in 2012, viz. UGX 1,3 bio (approx. Euro 420,000) compared to the planned UGX 770 million (approx. Euro 250,000). In 2012, 87 groups came for repeated loans for their agro-enterprise, which are 57 groups more than the planned 30 groups. Ebo’s membership base increased to 7757 (of which 2058 women), exceeding the planned 5200. With regard to gender, Ebo had a women membership of 27% in 2012. The main challenge the Sacco faces is that no specific products for women are developed, mainly because the Sacco sees the women favourably competing with the men for the existing products. However, the Sacco shall review the possibility of designing specific loan products for women to increase women access. EBO has women in management and one of them is a branch manager. The action point is earmarking two ladies and providing them with specific capacity building to elevate them to the operational manager level in the next two years. The main lesson learnt is while growth for the Sacco is good, it comes with new challenges and the Sacco needs constantly to review its systems and procedure to take control of these new challenges. With increased membership, and very high interest in member participation in the Sacco, there is need to look for new ways of handling it. Priority for 2013 will be to focus mainly on managing the growth experienced and how we can sustain it. ADMAS/Wolkite NL-KVK-41048542-5692 Action plan 2011: Towards a farmer owned oilseed semi - refinery plant Agriterra supported ADMAS (Wolkite) Farmers Cooperative Union in 2010 together with SNV and FORMIN Finland on training 600 farmers with the objective of increasing oilseed production quantities and quality (project 09afc-5527). AFCU presented that project to Agriterra in the framework of its business aspirations to establish an oilseed refinery plant. A draft of the business plan for this plant was shared with Agriterra and the contents and potential of the plan provided Agriterra with sufficient reasons to organise a company assessment to AFCU in March 2011. During this mission both the management capacity and the potential business plan were analysed and gaps were identified. Overcoming these gaps requires technical expertise and finance and therefore an action plan has been developed for 2011 which will serve as a roadmap for AFCU to develop a bankable and realistic business plan for the oilseed refinery plant. Targets 2011 The targets of this plan are as follows: - AFCU will improve its financial management according to the recommendations that were made as part of the company assessment mission. - AFCU will increase its support base which becomes visible in an increase in share capital by 15%. - AFCU will contract and train its production coordinator. - 50 trainers will be trained to improve production and supply of oilseeds. - 1.200 farmers will be trained. - 225 best performing farmers will produce selected seeds of Niger, lin and sesame. This production will be sold back to AFCU for distribution for further distribution. - 1.800 farmers will produce at least 540 tons of oilseeds that will be bought by AFCU against a premium price (partly financed by own capital and partly by a loan from a commercial bank). - The primary societies will ensure quality standards. - AFCU will either store this produce for processing by the refinery plant, or in case the construction of the plant delays AFCU will find market for the seeds and sell for a better price than was paid to the farmers. AFCU will contract a marketing officer and with the help of external experts they will develop marketing plans for domestic and export markets for seeds and refined oil. - AFCU will contract mechanical, electrical, hydraulic and civil engineers for the actual drawings and design of the plant and the sourcing of the machinery and equipments required. - AFCU will acquire the land for the plant from the local government. Targets 2012 - 7 Union board members trained on business management. - 210 Board members (PCS) are trained about the business idea: new semi-refinery, market strategy and their role/responsibility. - About the business idea: new refinery, market strategy and their role/responsibility and about the emerging new business and content of business plan. - Membership increase from 62 to 70 primary cooperatives. - Increase in share capital by 15%. - 150 trainers trained. - 200 farmers trained. - 20% Production performance increase. - 2.5 Quintals of niger 2.5 linseed and 1 quintal sesame distributed to 133 farmers on credit. - 4 Quintals produced by 53 farmers using 1/4 hectare each. - 100 quintals bought by the union as credit return. - 10 farmers 5 locations each farmer 1/4 of a hector with four plots. - 3187 farmers of 62 PCS produce 0,5 hectare each resulting in 1594. hectares times 6 quintals is 11,158 quintals of production (1115.8 tons). - 11,158 quintals purchased for 11,158,000 birr (1000 birr per quintal), 11,158,000 advance payment of which 2.750.000 financed by AFCU,8,408,000 on credit. - 11,158 .000 birr loan. - Business plan focusing on (1) semi-refinery and in turn (2) refinery. - Information gathered about how to become an exporter. - Two (potential) new clients indentified. - 11,158 quintals sold (min. price 1.050 bir/quintal) or stored. Overall goal is to make AFCU bankable and to develop a business plan Targets 2012 • 7 union board members trained on business management • 210 board members (PCS) trained about the business idea: new semi -refinery, market strategy and their role/res Region: SNNPR Zone: Gurage Wolkite Ethiopia Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 28393 25555 money is disbursed directly to the implementing organisation and managed by them In 2012 Admas managed together with a team of consultants, local and international, to substantially down scale its business ambitions and business plan, resulting in a realistic and viable business plan. Also the study visit to the semi-refinery of Assossa union was very instrumental in sharpening the business case of Admas. Local oil seed technologists and a former Unilever employee are confident that the semi-refinery plant of niger seed is viable and profitable and will provide a sound market outlet for the niger seed farmers. In 2012 Admas started together with Agriterra in lobbying at local banks as well as international investors (Triodos, Responsibility, ICCO Investments). Local banks need at least an own contribution of 30%, whereas Admas at this moment only has 10%. Therefor the first two quarters of 2013 will focus on enhancing Admas’ own equity position. Next to having a developed a sound bankable business plan, there are more results worthwhile mentioning. The farmer trainings have resulted in increased productivity of niger seed. Testimonies from the district agricultural office indicate that before the program production was 3 or 4 quintal a hectare, whereas now 8 to 9 quintal is being produced by farmers supported by the trainings. Furthermore there is a shift in mind set, instead of only regarding niger set as rotation crop, increasingly farmers see it as a cash crop, increasing their eagerness to enhance productivity. Perspectives for Admas in 2013 are good. Full efforts are needed from Admas to increase its own equity. Agriterra will provide full support in mobilizing the loan and in turn start the construction. Once the loan is mobilized a team of Admas plus consultant should travel to Kumar to optimally negotiate about the equipment. A full project report over 2012 is uploaded in AIN. REFICH NL-KVK-41048542-5587 Finanzas Populares y Solidarias mediante las Estructuras Financieras Locales El proyecto procura el fortalecimiento institucional, operativo y financiero de la Red de finanzas Populares de Chimborazo, “REFICH”, la misma que involucra a cooperativas de ahorro y crédito, así como a cajas solidarias rurales. A través de una REFICH mas fortalecida, promover una mayor accesibilidad principalmente a la población rural y urbano marginal a los servicios financieros con productos ajustados a sus necesidades productivas, de transformación o comercialización de forma asociativa o individual. Por otro lado, también se promueve la consolidación de su representatividad en la provincia de Chimborazo, a efectos de liderar actividades de incidencia política para la construcción de políticas públicas que estimulen el sector de las finanzas populares y solidarias. Calles Veloz No. 23-34 entre Larrea y Colón riobamba Ecuador Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 03. Financial management Aid grant excluding debt reorganisation 28424 27861 money is disbursed directly to the implementing organisation and managed by them Se ha incrementado la Base Social de las Filiales de REFICH en un 64% en relación a diciembre de 2011, pasando de 55.201 socios a 90.450 socios que reciben servicios de instituciones filiales de REFICH. De los cuales el 51% son hombres y el 49% mujeres . Esto se debe al crecimiento del sector cooperativo como motor de desarrollo económico y al ingreso de 4 nuevas instituciones en el último trimestre. Todos los socios han recibido mejores servicos, las personas que recibieron las capacitaciones en general son empleados pero los socios gozan de mejor atención. El incremento del outreach se debe a que REFICH ha incorporado 4 nuevos socios, entre otros unas cooperativas grandes. 479 personas se capacitaron en los diferentes talleres, seminarios y foros. La cantidad de hombres y la de mujeres fueron casi iguales. Se han incrementado los servicios prestados por el Centro de Servicios, donde a partir del mes de junio de 2012 se organizó la contabilidad de REFICH, con lo que es posible medir la gestión en el ingreso propio de las unidades del Centro de Servicios. El 46% de fondos son propios en relación a los fondos totales de la organización. En 2012 se ha dado el ingreso de 4 instituciones financieras: Coac (cooperativa de ahorro y crédito). San Jorge (Riobamba), Coac. Educadores de Chimborazo (Riobamba), Coac. Cámara de Comercio Indígena de Guamote (Guamote), Coac. Lucha Campesina (Cumandá). En total, la REFICH consiste ahora en 21 instituciones financieras. El 100% de los socios participan activamente en las reuniones de asambleas, directorios y comités, además de haberse nombrado el Comité de Vigilancia que ha permitido regular y controlar las actividades del equipo técnico y el actuar de instituciones filiales. Se han generado procesos y espacios de incidencia, convenios y acuerdos de trabajo conjunto con la Superintendencia de Economía Popular y Solidaria, con el Programa Nacional de Finanzas Populares, el Gobierno Provincial de Chimborazo, el Banco Central del Ecuador y otras Redes a nivel nacional. Lecciones aprendidas: Los procesos organizativos se deben cumplir con el trabajo conjunto de las instituciones y representantes participantes, donde el liderazgo juega un rol importante para la consecución de resultados concretos. Muestra de ello es el ingreso de cuatro instituciones cooperativas con fortaleza financiera, social y administrativa que ha oxigenado este proceso de construcción: estas instituciones muestran una motivación conjunta por construir un sistema financiero solidario e inclusivo, ya no como rivales sino como miembros de una sola familia que busca el mejoramiento de la calidad de vida de sus socios. El reconocimiento de la REFICH por parte de las instituciones a nivel nacional y las convocatorias a eventos, foros, paneles, y a captación de fondos para las filiales son una muestra que la REFICH está alineada coherentemente a los programas y principios del sector Financiero Popular y Solidario. CTCF NL-KVK-41048542-5846 capacity building of tea farmers organisations CTCF is a new client for Agriterra. This recently established organization is working in close coordination with TEASEC (same office) but both organizations have their own objectives. Agriterra decided at the end of 2011 to stop the cooperation with TEASEC and start supporting CTCF, being a truly membership base organization. The main objective of CTCF is lobby and advocacy, followed by organisational strengthening service provision to its member Cooperatives. Cooperative movement is positively supported by the government of Nepal, but there is a lack of financial and training support. CTCF will further build the management/ entrepreneurial capacities of primary tea cooperatives and support through effective lobby and advocacy for conducive policies and access to subisdies/loans of the government / other donors. Maintaining in a systematic way the tea database and membership database will further support/strengthen their lobby and advocacy as they can show facts. The lobby and advocacy should contribute to some concrete results such as access to subisdies and loans; agreement to change the national tea policy in favour of small holders; establishing a branch office of National Cooperative bank in Ilam etc. The PGPP training will support CTCF to prepare good policy propositions and do effective lobby. Organisational strengthening of CTCF as well as district and primary level coops, will result in increased membership (56 -> 65 primary cooperatives); better functioning coops with higher sales of green leaves; primary coops will get access to government loans and subsidies to build collection centres; vermin-compost units and mini processing units. The main objective of CTCF is lobby and advocacy, followed by organisational strengthening service provision to its member Cooperatives. The project has 3 main objectives 1. Capacity building of Central Tea Cooperative Federation(CTCF), District Coo Ilam Nepal Dutch Ministry of Foreign Affairs WA3 Policy elaboration & advocacy Deliverable 09. Participatory policy formulation Aid grant excluding debt reorganisation 28786 29613 money is disbursed directly to the implementing organisation and managed by them Results This young national level Central Tea Cooperatives Federation (CTCF) conducted activities in order to strengthen its member cooperatives at local and district level. Main activities included training in the field of Business planning; entrepreneurship skill and marketing promotion; cooperative management and cooperative account management; preparation and submission of proposals; entrepreneurship skill development for young tea farmers. This in combination with active lobbying by CTCF has resulted in increased skills and capacities of leaders and managers of cooperatives and successful mobilization of grants (€57.000) and loans (€113.000) for local (primary) level cooperatives to invest in mini processing, collection centers, cattle husbandry, organic tea farming and vermin composting but also subsidies for technical trainings. A total of eight mini processing unit and seven collection centers were established by cooperatives. CTCF is active in lobbying on behalf of its members at district and national level. The training in Farmers Advocacy Coach Tool (FACT) has supported CTCF staff and leaders to enhance their lobby skills and apply participatory consultation and validation among the members. Results of this training are to be awaited, but the methodology is embraced by CTCF as useful. Other lobby activities focused on the changing the national tea policy and resulted in a proposal, but no adaption yet. CTCF has played a strong facilitating role to establish a National Cooperative Bank branch office in Ilam, and the required number of cooperatives. A domestic market survey for tea produced by mini processing units was conducted. CTCF prepared, with the support of a consultant, a strategic plan for the coming three years, identifying its own focus areas for the future. Concluding it can be said that within a short duration (nine month) CTCF has built a platform to provide capacity building support to the member tea cooperatives and district federations. CTCF has been successful to generate resources by networking and advocating various stakeholders on key issues to address problems faced by the tea farmers. As a result of these efforts, many cooperatives are now sustaining their business by engaging in economic activities either through Saving & Credit, tea leaves collection or establishing mini tea processing units and vermin composting. It is too early to know to what extend these economic activities have contributed to improved economic situation of the members of the cooperatives, and this will be one of the challenges for the future. Financial sustainability of CTCF is another major challenge to focus on in the coming years. It is recommended to CTCF to support the member cooperatives in its business activities where needed, and ensure economically independent, democratically managed cooperatives, that contribute to an increased income for the small tea farmers. Café Perú NL-KVK-41048542-5801 Plan de Negocios para Café Tostado y Molido Café Perú S.A.C. se creó como una alternativa de solución competitiva para aprovechar el potencial productivo y enfrentar las adversas condiciones de comercialización que atravesaban los pequeños productores cafetaleros en las zonas de producción establecidas por las grandes empresas transnacionales. Como resultado de esta propuesta de solución, 5 cooperativas agrarias cafetaleras de reconocido prestigio y experiencia en el sector, unieron sus esfuerzos con la finalidad de constituir una empresa de accionariado 100% cooperativo con una proyección comercial sostenible orientada a consorciar a cooperativas y asociaciones de productores organizados para brindarles asistencia técnica, servicios de procesamiento, financiamiento y facilitar los procesos de exportación de sus productos. La Corporación de Productores Café Perú S.A.C., se constituyó como persona jurídica de derecho, el 17 de Abril del 2001, obteniendo su respectiva inscripción en los Registros Públicos de Satipo en la Ficha Nº 259 y Partida Electrónica 11000024 del Registro Mercantil de Satipo. La base social está conformada actualmente por un total de 7,011 productores cafetaleros asociados, de los cuales 3,831 representan a 6 cooperativas accionistas y 3,180 constituyen el Consorcio Cooperativo Café Perú, con un área de producción total de 29,494 hectáreas de café de alta calidad que se vende en el mercado internacional a precios diferenciados. Café Perú quiere lograr alta rentabilidad en la comercialización, mejorando los ingresos de los productores de café, a través de la producción y comercialización de café tostado y molido en el mercado nacional e internacional. El oficial de enlace aconseja comenzar una cooperación entre Agriterra y Café Perú y asegurar que hay suficiente seguimiento basado en el plan de acción para 2012 del cual los principales resultados esperados son: -Generar un proceso de auto-capitalización. -Implementación de un software integral que articule los procesos operativos de la cadena productiva, comercial, contable y financiera, basado en mapeo de procesos de Café Perú (plantas de Callao y Pichanaki). -Elaborar un Manual de Procedimientos Financieros. -Obtención de financiamiento de largo plazo para acopio de café por medio de una articulación desde el comienzo entre Café Perú, cliente en el exterior y una entidad financiera (p.ej. Triodos). -Plan de negocios y plan financiero bancable para café tostado y molido. -Nuevos clientes a través de la participación en ferias nacionales e internacionales. Para el 2013 se pretenden lograr los siguientes resultados: -Formular, elaborar y ejecutar un Manual de Procedimientos Financieros. - Compra e instalación de un sofware para el área contable y exportaciones. - Incremento del patrimonio en un 6% y de los socios activos a través de la generación de un mayor compromiso por parte de los socios - Reformular, implementar y ejecutar el Plan de Negocios. - Incrementar las ventas de café tostado molido en un 45% y lograr la diversificación de clientes. - Promocionar el consumo de café tostado y molido de buena calidad de las marcas de Café Perú a través de la degustación de las diferentes formas de presentación (Espresso, Late, Moka,etc) y venta directa al público - Monitoreo y evaluación de los canales de distribución a nivel nacional, con visitas in situ a nuestros distribuidores, a fin de mejorar y aumentar la eficacia. - Elaboración del Manual de Prerrequisitos y Guía HACCP. - 200 personas capacitadas en buenas prácticas de tostado, molido y envasado de café en cuatro talleres (50 personas por taller). - Implementación del Manual de Cafés de Calidad Humedo y Seco basado en las buenas prácticas y, en cumplimiento del Manual de Prerrequisitos y Guía HACCP y la Norma Técnica Peruana. - Implementación del Manual de Cafés de Calidad Tostado y Molido basado en las buenas prácticas y en cumplimiento del Manual de Prerrequisitos y Guía HACCP y la Norma Técnica Peruana Plan de Negocios para Café Tostado y Molido Pasaje El Sol 297 Callao Peru Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 28983 29079.62 money is disbursed directly to the implementing organisation and managed by them Café Perú es una empresa constituida por cooperativas cafetaleras, dedicada a brindar servicios técnico-productivos, financieros, agroindustriales y comerciales, que permiten facilitar el acceso de organizaciones de productores al mercado nacional e internacional, mediante la fabricación de productos terminados y/o la exportación de su café. Su objetivo principal es brindar servicios eficientes (y rentables) en todos los procesos de la cadena productiva y agroindustrial del café, estableciendo alianzas con organizaciones de productores con un enfoque participativo y solidario, propiciando el desarrollo socioeconómico sostenible de sus socios. Se inicio con la capacitación de los socios (productores) sobre los manejos de las cooperativas, así como el uso de suministros, buscándose educar a los socios sobre el manejo de sus productos, como las mejores técnicas de producción. Así mismo se realizo la elaboración de manuales técnicos que serán empleados para la capacitación de los socios en la mejor producción de café orgánico, asi mejoras sus cosechas y obtener la mayor rentabilidad y producción. También se busca la posibilidad de insertar a asociaciones como parte de la corporación, con las propuestas que serán presentadas en la Junta general de accionistas, lo cual tendría como consecuencia mejores mercados para estas asociaciones y beneficios financieros en cuanto a la comercialización de sus productos. En la ejecucción habia mucho enfasis en participación en ferias. Consumidores que probaron anteriormente el café manifiestan que sigue manteniendo su calidad y por eso compraron regularmente para aprovechar el precio de promoción. Los consumidores solicitaron que el producto ingrese otra vez y con fuerza a los supermercados. Los compradores extranjeros, principalmente de Chile, Colombia, y Brasil indicaron que los diseños de los envases de las marcas Café Perú Exportación e Incafe Gourmet son muy atractivos para regalos y para exhibición ya que contiene las cultura peruana. Los consumidores expertos en café, comparan la calidad de los productos e indican que Café Perú tiene una ventaja favorable en las presentaciones y el buen sabor, con relación a la competencia. Posicionamiento de calidad entre los consumidores sobre el origen de producción, Chanchamayo, favorece al flujo turístico de la zona. Los próximos 5 años 100% de las ganancias serán capitalizadas y la puerta está abierta para nuevos accionistas cooperativas, siempre y cuando que son confiables y comprometidos. La proyección es que esto generara S/. 1.750.000 de capital adicional. Hasta la fecha, Café Perú ha sido una estructura cerrada con solo 6 accionistas y 1 accionista grande y mayoritaria. El plan de negocios para ampliar la línea de producción de café tostado molido es interesante y definitivamente realista. Hay todavía necesidad de trabajar en la coherencia lógica entre los diferentes componentes. Se estima que el financiamento requerido para inversiones es de 106.000 USD. CKO NL-KVK41048542-5640 Enhancement in the livelihoods of farmers & rural women members CKO has been supporting female and male farmers in 4 backward districts in Andhra Pradesh making use of a vast network of innovative and progressive middle class farmers, government officials, private sector and other professionals. Focus of CKO during the period 2011-2013 is on 1) strengthening MAC (Mutual Aided Cooperative) societies into viable commercial centres that serve their members in input supply (fertiliser, pesticides, improved seeds etc) for their agriculture land. 2) provision of Artificial Insemination for cattle and buffalos making use of barefoot veterinary workers. 3) alternative livelihood opportunities to rural women by providing training in the field of mushroom growing, sericulture and compost making and 4) improved fodder production by promoting high yield fodder to be grown on borders of agriculture land and leading to a higher milk production of local and improved dairy cattle. In the coming 2 years the support from Agriterra to CKO in the field of supporting MAC societies and AI (artificial insemination) centres will come to an end. CKO may be supported in future in the field of innovative actions. Farmers get access to farm inputs as a result of well functioning Mutual Aided Cooperatives and Artificial Insemination Centres in their neighbourhood. Plot no. 10, Anand Banjara, Road No. 12, Banjara Hills Hyderabad 500 034 India Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 14. Farmers’ access to inputs Aid grant excluding debt reorganisation 29343 24005 money is disbursed directly to the implementing organisation and managed by them The project of CKO, in cooperation with Agriterra, included four major activities in 2012. One of these was the training and capacity building of Mutual Aided Cooperative (MAC) societies. CKO has raised awareness amongst the farmer members about forming MAC societies and the benefits (e.g. access to agri-inputs, credits, technology and knowledge). Two training programmes were conducted in 2012. As a result there has been an increase in the number of farmers clubs and MAC societies. The better access of members of MAC societies to agri-inputs (like fertilizers, pesticides en genuine seeds) enables them to reduce costs of cultivation as well as raising the productivity per unit. Furthermore, monthly meetings on leadership development, book keeping, crop management, etc. were conducted in the MACs under the supervision of CKO. The second major activity was capacity building of dairy farmers. CKO has taken efforts in implementing artificial insemination (AI) programmes and raised awareness among farmers about AI and identification and registration (I&R) systems (putting ear tags to mulching animals). CKO is running four AI centres. Two centres since 2010 and two new ones since 2012. As a result of this, the health care of farmers’ animals has remarkably increased, resulting in higher yield and profits for dairy farmers. Some organizations and firms conduct free camps for cattle in some areas to promote their products as a part of their social responsibility. CKO has brought these organizations to conduct such free camps in some of their villages. The AI services of CKO are not free and we are charging Rs.50 for each AI. Since these insemination facilities are being provided at the doorstep of farmers, there is much scope to get it adopted by more numbers of farmers, resulting in the birth of good graded animals. However, there is still a great need to get AI programmes intensified to neighbouring areas and forming dairies on cooperative basis for successful running of the dairy industry. CKO noticed that the success of dairy farming depends on providing infrastructure facilities and working towards this. For example, it is important to encourage independent dairy farmers’ cooperatives at all levels. This will reduce the number of intermediaries in the supply chain and benefit both the farmers and the consumers. As part of this capacity building programme, mineral mixture and fodder seed are provided at reasonable rates and training programmes and farmers exchange visits are arranged for the farmers in order to access the available (latest) technology in dairy farming. The third component of the project is training of rural women members in supplementary livelihoods. During 2012 programmes were conducted on ornamental fish breeding, backyard poultry,dairy farming and quality management in cultivation and marketing of high yielding vegetables and flowers. Training of CKO in these subjects resulted in increasing income generating capacity amongst the women members. The final, fourth, major activity of the project was propagation of high yielding varieties of fodder in order to meet the need of healthy fodder to mini dairy farmes. Shortage of fodder and shrinking of cultivation land are forcing many farmers to give up rearing cattle and forcing them to switch over to other alternative activities. Hence, CKO has organised an awarenss programme on this topic. After attending the programme five farmers started growing high yielding variety of fodder. CKO is arranging seed and fertilizer to them. Thanks to the growing of green fodder the farmers improve their milk production and profits. Regarding lobby, CKO does not have a specific agenda for lobbying, but has been able to successfully lobby with representatives of central, state and local governments on behalf of farmers on various issues, such as price fixation for agriculture produce, supply of inputs, availability of loans at lower interest rates, etc. By using its contacts CKO can meet higher government authorities and try to overcome issues. A final remark can be made regarding the formation of farmer clubs at village level. Although the National Bank for Agriculture and Rural Development (NABARD) has agreed to give a permit to form ten additional farmers clubs in 2012, CKO has withdrawn to form these clubs as most of the farmer members are not able to run the clubs continuously for years once they are formed. UCCCU NL-KVK-41048542-5721 2012: the year of getting operational! UCCCU has requested Agriterra for support to establish their own milk processing and selling structure. Support of Agriterra should be directed to the supply chain of cold milk, the so called “cold chain”. A draft of the business plan for this cold chain was shared with Agriterra and the contents and potential of the plan provided Agriterra with sufficient reasons to organise a company assessment to UCCCU in March 2011. Analysis of the business plans, the company assessment of UCCCU, the commitment of the farmer members to invest in UCCCU and the positive attitude of financial institutions working with UCCCU, have convinced Agriterra that the idea is definitely viable, but that the business plans still lack coherence, vital information and has certain gaps that need to be taken care of. Overcoming these gaps which are outlined in this chapter, requires technical expertise and finance and therefore an action plan has been developed for 2011 which will serve as a roadmap for UCCCU to develop a bankable and realistic business plan for the dairy processing plant, including the cold chain. The most important targets of this action plan are: - Bankable business plan developed with detailed cash flows and easily understood by farmers - Set-up of the plant and equipment design in place - Collect reliable and consolidated production data from member unions and organise the existing data at the secretariat Mapping of the supply chain - Studies on pasteurized unpacked milk dispensed by vending machines. - Defined product market combinations and marketing strategy developed (entry and distribution) - Farmer organisations using standardized accounting software for financial reporting efficiency. - Trained UCCCU staff and member unions accountants on identified financial and Management information - Data on funds collected updated and proper accountability done by member unions and UCCCU for continued financing from farmers - MOU with unions and societies developed and signed, and code of conduct between UCCCU and farmers to be agreed upon for purposes of quality and effectiveness Develop an integrated, phased and bankable business plan for UCCCU Plot No. 47/49 Akiiki Nyabongo Road MBADIFA Building, First Floor Mbarara Uganda Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 30003 15774 money is disbursed directly to the implementing organisation and managed by them All activities executed by UCCCU still fall in the phase of preparation. For example, the human resource manual and strategic development plan have been developed. In addition, with the support Agriterra, UCCCU has been able to carry out various studies and situational analysis in regard to dairy sector policies and other stakeholders’ participation and level of influence in the viability of the processing plant project. These studies include the review of the processing plant financials, milk supply analysis, milk marketing and markets studies, current milk quality performances by member farmer groups. These studies have helped UCCCU to make decisions and policies based on an informed point of view. UCCCU has also been able to position itself strategically and attract various stakeholders to work with farmers and develop the dairy subsector. Some of these include; UNCDF, Dutch Embassy, ABi Trust and Afrisa. The support of Agriterra has helped UCCCU to organize various stakeholders meeting at grass root level, regional, national and international levels. This has greatly improved the information gaps, image of UCCCU and improved the working relationships with partners. About 50% of the planned activities has been executed because only 50% of the project budget has been made available for UCCCU. According to Agriterra, not all activities could have been executed as UCCCU has not been able to become operational yet. UCCCU has focused its attention and activities especially on finding funding for machinery. For 2013, Agriterra intends to provide especially advisory services in the field of: - Advise on separation of business and cooperative - Advise on Management Information System, member administration and financial management - Technical advice for the factory APCR NL-KVK-41048542-5825 Mettre en pratique l'approche CASE Information 2013: Le Togo n'étant pas un pays prioritaire du gouvernement néerlandais, Agriterra sera obligé de terminer la collaboration avec l'APCR en fin 2013. Cette année sera ainsi consacrée à la consolidation des acquis et le renforcement des capacités de la base. Information 2012: La zone d’intervention est la région centrale du Togo dans les préfectures de Blitta, Sotouboua et Tchamba. La durée de ce projet reste à être déterminer par la collaboration APCR/Agriterra mais les actions qui seront décrites ici couvriront la période de janvier à Décembre 2012. IMPACT ATTENDU  Les trois unions accompagnées s’organisent mieux dans la production, la transformation et la vente groupée de leurs produits agricoles  Plusieurs groupements des unions appuyées deviennent des sociétés coopératives agricoles selon la loi de l’OHADA;  L’approche CASE est maîtrisée par la majorité des coopératives formées ;  Les coopératives de transformation des produits agricoles sont appuyés, accompagnés et génèrent de l’emploie en milieu rural et une valeur ajoutée sur les produits transformés ;  Les liens entre les coopératives de l’APCR et les IMF ainsi que d’autres acteurs sur le développement des chaînes de valeur sont renforcés ;  Les producteurs ne bradent plus les produits au moment des récoltes grâce au stockage dans les magasins et à la vente groupée de leurs produits agricoles (système de warrantage) ; les quantités des produits agricoles vendus sont connues et archivées  Les paysans et paysannes deviennent de réels entrepreneurs, ils sont à la fois initiateurs et acteurs. Les Objectifs pour L’année 2012 Objectif global/but : Améliorer le système de vente des produits agricoles et le revenu des OP de base en les reliant aux marchés nationaux et internationaux. Objectifs spécifiques : - Produire en grande quantité et de bonne qualité le soja et l’anacarde pour un marché bien ciblé, - Accompagner une OP de base (Coopérative Talbount) à transformer une partie de la production de l’anacarde en amande de cajou et du jus clarifié de pomme de cajou, - Accompagner la dynamique des OP de base ciblées à devenir des sociétés coopératives selon la loi de l’OHADA Les résultats attendus : R1 : Plusieurs quantités de tonnes de Soja et d’Anacarde sont collectées par l’APCR auprès des OP de base accompagnées pour des marchés bien connus. R2 : La coopérative Talbount augmente ses activités grâce à l’amélioration de ses équipements et de la vente des produits finis (Jus de pomme de cajou et amandes de cajou) R3 : Les OP de base accompagnées deviennent des sociétés coopératives selon la loi OHADA et obtiennent leur immatriculation. R4 : les liens entre les producteurs et les autres acteurs tels que transformateurs et IMF se formalise et se renforce Description des activités 1. Atelier d’information et de sensibilisation des responsables des OP de base des trois unions ciblées pour le partage des objectifs visés par le projet : Les objectifs visés par le présent projet ne sont pas connus de tous les OP de base ciblée d’où cette activité pour informer et former les leaders de ces OP de base sur les objectifs et les rôles à jouer par chaque partie prenante. Au cours de cet atelier les activités entrant en ligne de compte de ce partenariat seront présentées à tous les responsables des OP de base ciblée et les stratégies d’atteinte aux objectifs visés seront définies par tous. On prendra le temps au cours des séances pour mieux définir les engagements et les prévisions de chaque OP de base impliquée dans le programme. Il sera organisé une journée d’atelier dans chaque union ciblée avec un responsable par OP de base membre de l’Union. Au total 400 personnes issues des 422 OP de base seront touchées. 2. Identification des producteurs impliqués dans la production des deux principaux produits visés et les superficies totales emblavées : Cette activité, se fera par une collecte de donnée organiser par l’APCR en collaboration avec ces responsables de zone des unions, les responsables des OP de base et les animateurs recrutés pour les suivis et la collecte des principaux produits ciblés par chaque OP. Elle se fera directement sur le terrain pour vérifier la fiabilité des informations collectées. Les données à collecter vont concerner le nombre exact de producteurs par OP de base de chaque union, le nombre de superficie réservée pour chaque produit agricole ciblé (Soja et Anacarde). L’analyse des données donneront une situation réelle des quantités prévisionnelles escomptées et une idée sur la mobilisation, la collecte et le stockage de ces produits agricoles. Il y a déjà un marché pour les deux produits ciblés. Les autres produits dont les quantités seront relevées également seront soumis à la recherche de débouchés. Au cours de la collecte, l’APCR fera signer un engagement aux producteurs de base impliqués dans la production des principales produits ciblés pour un suivi régulier dans leurs champs par les animateurs et l’engagement de mobiliser sa production pour la vente groupée. Cette activité permettra de dresser le programme de suivi des animateurs au niveau des producteurs ciblés. 3. Collecte et vente groupée des produits ciblées : Il s’agit d’aider chaque union à regrouper les quantités des produits agricoles ciblés (Soja et Anacarde) pour leur permettre d’honorer leur engagement vis-à-vis des autres acteurs. Chaque animateur et l’équipe technique de l’APCR participeront à cette activité de collecte. Les contrats seront d’avance négocier et accepter par tous. Cette activité nécessitera d’autres fonds supplémentaires que les unions essayeront de combler à travers les crédits auprès des IMF. Les animateurs, les techniciens de l’APCR et les responsables de zone APCR vont veiller à l’organisation et aux regroupements des produits agricoles dans les magasins appropriés avec les fonds de suivi. Pour se faire on aura besoin de 4 animateurs (2 pour l’union de Tchamba, 1 pour l’Union de Sotouboua et 1 pour l’union de Blitta). Les animateurs seront basés dans les localités attribuées et seront aider par les responsables de Zone APCR. Ils seront coordonnés par le Conseiller OP (CNIEP/DE-APCR) pour les suivis et la collecte de donner. Après la vente groupée, un bilan avec les responsables de chaque OP de base se fera pour partager les résultats de la campagne et planifier les activités à réaliser. A ce bilan on invitera les autres acteurs pour les échanges et la préparation d’une visite échange auprès de quelques unités de transformation du Togo. 4. Visite échange entre producteurs et quelques usines de transformation : Il sera organiser à l’endroit des producteurs une visite échange avec les unités de transformation du Togo qui sollicitent leurs produits agricoles. Cela donnera l’opportunité aux producteurs de faire des négociations sur les prix des produits agricoles, de connaître les produits finis de leurs productions et de recevoir directement les besoins de ces unités en termes de quantité et de qualité. La visite prendra 2 jours avec 15 producteurs (5 par union) et 5 Techniciens. L’objectif de la visite est de permettre aux producteurs de s’imprégner de la réalité sur le marché et éventuellement les contraintes des autres. Cette activité sera réalisée après les ventes groupée. 5. Sensibiliser et Former les responsables des OP de base sur la loi OHADA et le fonctionnement des sociétés coopératives agricoles : Cette activité permettra aux unions accompagnées et leurs OP de base d’avoir une identité, une reconnaissance et une crédibilité des actions qu’elles mèneront dans leur milieu respectif. L’objectif de cette activité est d’amener les Unions de Groupements Agricoles (UGA) actuelles à devenir des Unions de Coopératives Agricoles (UCA) et leurs OP de base des coopératives agricoles de base. Ceci permettra à l’APCR de répondre à l’exigence du Ministère de l’Agriculture, de l’Elevage et de la Pêche (MAEP) au respect de loi de l’OHADA. L’APCR organisera à cet effet des ateliers de sensibilisation et encouragera les OP de base à organiser les Assemblées Générales Constitutives (AGC) pour changer de statut, passé de groupement en coopérative. Cette activité se fera progressivement selon l’évolution des OP de base de ces unions ciblées. Trois ateliers (Formation et sensibilisation, appui à l’élaboration des textes organiques et organisation des AGC) seront organisés au niveau de chaque union accompagnée pour aider les membres à mieux comprendre le fonctionnement des coopératives avec les spécialistes du MAEP. Les ateliers de sensibilisations toucheront chaque OP de base des unions accompagnés au total 422 groupements de base pour les 3 unions. Les formations concerneront quelques leaders de ces unions ciblées au Total 75 personnes seront formés dont au moins 30 femmes. A l’issu des formations, 10 groupements au sein de chaque union seront accompagnés à tenir leur AGC et à obtenir leur immatriculation. Au Total 30 OP de base auront leur immatriculation. Les unions aussi seront accompagnées à obtenir leur immatriculation. 6. Suivi et évaluation interne des activités du projet : Cette activité incombe à l’APCR à travers l’appui conseil du CNIEP et la collecte de données. Elle se fera en collaboration avec les animateurs recrutés et les responsables de Zone et les responsables des unions accompagnées et ceci tout au long de l’exécution du projet. Certains Responsables de Zone sont déjà équipés par APCR pour le travail de suivi, les animateurs ne feront que s’appuyer sur eux. La fréquence des suivis se fera en fonction de l’intensité des activités des OP de base des unions accompagnées. Les outils de suivi évaluation seront élaborés d’un commun accord avec Agriterra selon les indicateurs de collecte. Pour ce faire l’APCR doit recruter des animateurs (niveau Technicien Agricole) et les mettre à disposition des unions accompagnées pour le suivi régulier et la collecte des données. L’équipe technique profitera des suivis sur le terrain pour vulgariser les bonnes pratiques agricoles, les techniques de récoltes et initiera des petites formations sur l’entreprenariat rural et les avantages des ventes groupées. L’équipe de suivi appuiera également l’évolution des dossiers des OP de base pour leur immatriculation. 7. Audit des comptes au niveau de l’APCR : Cette activité sera réalisée à la fin de l’exercice 2012 par un cabinet d’expertise en la matière. Elle permettra de mesurer la capacité de gestion de l’APCR des subventions qu’elle bénéficie de ses partenaires. L’audit portera selon le coût sur un ou deux ans d’activités à savoir les années 2011 et/ou 2012. IV. l’équipe du projet et matériels nécessaires à la réalisation des activités. L’équipe du projet sera composé de la Direction exécutive de l’APCR à travers son CNIEP qui est actuellement le Directeur Exécutif pour les appui-conseils aux producteurs des OP ciblés, la secrétaire comptable APCR pour les aspects financier, les animateurs recrutés et placés dans les unions et les responsables de zone APCR. Au niveau des bénéficiaires on aura l’appui des responsables des OP de base et les leaders des unions pour la mobilisation dans la production, la collecte et la vente groupée des produits agricoles. Les animateurs seront tous équipés d’une moto et casque pour la zone qui leur sera attribuée. Ils travailleront en collaboration avec les responsables de Zone APCR et le Directeur Exécutif. On aura donc en tout 5 motos avec une moto pour la direction exécutive. Il est aussi important d’avoir au niveau de l’APCR une photocopieuse pour la multiplication des fiches de suiviévaluation, un ordinateur portable et un projecteur pour animer les formations et les ateliers bilans. Améliorer le système de production et de commercialisation des produits agricoles et le revenu annuel des OP de base en les reliant aux marchés nationaux et internationaux. Rue 1 Médina BP 19 Tchamba Togo Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 05. Membership base Aid grant excluding debt reorganisation 31206 30700 money is disbursed directly to the implementing organisation and managed by them The project with APCR is a continuation of the 1000+ approach and started in 2012 with a project on grassroots’ entrepreneurship. In 2012 APCR has recruited 4 field facilitators that worked, after having made a selection, with 56 local groups on soy beans and cashew. As harvests of both commodities will be in February/march, there are no data available on volumes sold collectively. The most important activity implemented with the local groups is their submission to the new cooperative law in line with the new OHADA-regulations: 107 cooperatives have been officially recognized. Other activities executed are the identification of groups through data collection on acreage, production, commodities, etc. and exchange visits with semi-industrial processors. In conclusion, it is noted that there are still few economic activities going on at grassroots’ level. Mialebouni NL-KVK-41048542-5639 Impulsion pour l’amélioration du statut socioculturel et économique de la femme Addition 2012 Les activités en 2012 se contreront sur: les activités économiques (fabrication de tapioca, productrices des champignons, transformation de tomate fraiche, le stockage commercialisation), le renforcement des capacités (financières, auto-évaluation, animatrices endogènes, le système de suiviévaluation), la commercialisation (prospection de marchés et débouchés). En 2012 Mialebouni veut essayer d'attirer des membres jeunes en encourageant les groupements des jeunes femmes. 2011 Après le désengagement des projets de la SNV- Bénin, vis-à-vis des grandes organisations Paysannes qu’elle appuyait à la fin de l’année 2000, MIALEBOUNI a pris la relève pour ce qui concerne l’appui et l’encadrement des groupements féminins de transformation des produits agricoles dans les communes du département du Couffo. Les membres de ces groupements comme toutes les femmes du couffo sont les actrices principales de la survie dans les ménages. Elles participent à 75% au niveau des activités agricoles, 95% aux activités de transformation des produits agricoles et à 98% aux activités de petit commerce. Malgré cela, elle demeure la couche la plus touchée par les méfaits de la pauvreté, parce que confrontées à des difficultés qui ne leur permettent pas de mieux valoriser aussi bien leur temps de travail que leurs activités. Plusieurs diagnostics participatifs réalisés lors de la facilitation des ateliers d’élaboration des plans stratégiques pour l’association ont révélé que le lot quotidien des difficultés auxquelles sont confrontés les groupements de femmes se résume aux points suivants :  L’utilisation des équipements et infrastructures rudimentaires  L’insuffisance des nouvelles activités génératrices de revenus introduites  L’accès difficile aux crédits à faible taux d’intérêt et de délai de remboursement raisonnable  L’accès difficile aux débouchés rentables pour les produits de transformation  L’insuffisance des micros projets éligibles au profit de ces groupements  La non reconnaissance officielle de la plupart de ces groupements Ces faiblesses ne favorisent pas le développement des activités et l’émergence de ces femmes, Ainsi, 70 % d’elles vivent encore en dessous du seuil de la pauvreté et sont deux fois plus frappées par la malnutrition. L’Association Mialebouni dans sa logique de poursuite des actions dans le cadre de la réduction de la pauvreté des femmes, initie le présent projet qui a pour objectif général : ‘’ l’accroissement des capacités économiques, sociales et culturelles des femmes pour l’amélioration de leur statut dans la société.’’ Deux objectifs spécifiques sont visés par le projet à savoir: *Améliorer les revenus et le statut social des femmes *Assurer la dignité, l’affirmation et l’émancipation de la femme dans la zone Ce projet aura de retombées socio-économiques énormes sur les membres,puisqu'il permettra aux bénéficiaires de se professionnaliser dans leurs activités de production et de trouver de débouchés rentables pour leurs produits;tout ceci contribuera à rendre autonome l'Association sur le plan financier. 1. Accroître les capacités et les ressources financières de l'association. 2. Accroître la disponibilité du crédit et améliorer les capacités de gestion des crédits. 3. Développer les activités génératrices de revenus. 4. Assurer la dignité, l'affirmat BP 02 Dogbo Benin Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 06. Diversity policy Aid grant excluding debt reorganisation 31527 32872 money is disbursed directly to the implementing organisation and managed by them Au terme de la mise en œuvre des activités planifiées pour le compte de l’année 2012, on a noté une amélioration dans le fonctionnement des différents organes de gestion de l’Association. La meilleure circulation de l’information au niveau des membres, l’opérationnalisation des groupements à la base et le dynamisme de l’équipe technique ont contribué à une meilleure institutionnalisation de l’organisation et son ancrage dans le milieu. La bonne tenue des documents de gestion par les secrétaires des groupements, le payement des cotisations à bonne date et le respect des jours des séances d’activité par les membres demeurent les recommandations auxquelles on doit veiller pour assurer le développement durable de l’Association. Déja au niveau de 14 secrétaires une nette amélioration est notée dans la tenue des documents de gestion du groupement. Il importe aussi que les membres soient suffisamment informés par rapport aux charges de l’organisation afin de savoir les dispositions à prendre surtout avec le désengagement du partenaire qui assurait l’appui institutionnel. L’objectif du projet est: l’accroissement des capacités économiques, sociales et culturelles des femmes pour l’amélioration de leur statut dans la société. En visant ce but, plusieurs activités de renforcement de capacité ont été organisées au profit des groupements membres de l’Association. Ainsi dix groupements de transformation ont amélioré leur connaissance dans le domaine de la production de tapioca de qualité supérieure ; dix autres ont acquis des compétences nécessaires sur les nouvelles techniques de transformation de la tomate fraîche. Par ailleurs vingt anciennes productrices de champignon ont aussi renouvelé leur aptitude à produire les champignons comestibles en respectant les normes de l’itinéraire technique. Tout ce qui précède ont contribué à amélioré les prestations des membres de l’association sur les marchés locaux et nationaux. Pour que la mobilisation des cotisations soit assurée, il va falloir mener des réflexions par rapport à la poursuite des appuis à donner aux membres à la base afin de pouvoir renforcer leur capacité économique. Il est aussi urgent de rechercher et de trouver une solution durable et adéquate au problème de manque de semences afin de relancer les activités de production de champignon au sein de l’association. Au total la plupart des activités programmées pour être exécutées au cours de l’année 2012 ont été réalisées. L’année 2013 est une année de défi pour l’Association puisqu’elle doit prouver ses capacités d’auto financement en prenant sous sa responsabilité toutes les charges qui lui incombent à l’heure du désengagement d’Agriterra ; c’est en cela qu’on pourra s’assurer de la pérennisation de toutes ses actions. La recherche de développement de nouveau partenariat et ou la soumission à des appels à projet sont des alternatives pour assurer le fonctionnement de l’organisation, mais il est aussi très important de compter sur les capacités de mobilisation de ressources internes, seule source de financement sûre et durable. Il importe de le faire savoir à tous les membres où qu’elles soient, afin de susciter à leur niveau une prise de conscience par rapport à la situation. COSTACH NL-KVK-41048542-5800 Algodón Pima Peruano - desarrollo en procesamiento y exportacion La Cooperativa de Servicios Múltiples “Tallán – Chusis” Ltda. es una empresa no lucrativa, constituida bajo el paradigma de la Economía Solidaria surgida a iniciativa de los propios comuneros, pequeños productores de algodón Pima peruano, como un esfuerzo de respuesta a la crisis que atraviesa el agro piurano, particularmente a la presencia de formas monopsónicas y oligopólicas que controlan los flujos de comercialización; es el resultado de todo un esfuerzo de concertación, unidad, solidaridad, y Asociatividad empresarial, conformada por productores agrarios, principalmente algodoneros, del Valle del Bajo Piura, Departamento y Región de Piura, Costa Norte del Perú; con personería jurídica inscrita en la partida 11071656 de los Registros Públicos de Piura. Se prefiere integrarse a través de una Empresa Cooperativa, porque éstas tienen como principio la solidaridad, ayuda mutua y transferencia de sus beneficios a sus integrantes asociados y a quienes hagan uso de sus servicios o realicen operaciones con ella. Además por el principio de no fines de lucro son instituciones beneficiarias de los aportes de la Cooperación Técnica Internacional y se les considera contraparte de las mismas, independientemente, de las relaciones financieras bancarias que puedan establecerse. Con la finalidad de Relanzar la cadena Productiva del Algodón Pima Peruano, los pequeños productores campesinos del valle han tomado la decisición de organizarse en una empresa de Economía Solidaria la “Cooperativa de Servicios Múltiples Tallan-Chusis Ltda”.- COSTACH LTDA. cuyos órganos ejecutivos han recibido el mandato de las Asambleas Generales de Delegados y de las Asambleas Plenarias de Productores de instalar una planta Desmotadora para algodón extralargo y extrafino, para lo cual se ha adquirido un lote de terreno de 3.15 Has. ubicada en el Predio Simbilá-Sección 4 - km 994 aprox. de la Panamericana Norte (Carretera Piura – Chiclayo, Distrito de Catacaos). En la actualidad es propicia y oportuna la intervención en el sistema de Acopio, Agregación de Valor y Comercialización, pues las condiciones de mercado, en lo relativo en precios y demanda de Algodón Extralargo y Extrafino son absolutamente favorables. Costach quiere lograr alta rentabilidad en la comercialización, mejorando los ingresos de los productores algodoneros asociados y no asociados, a través de la instalación de una Planta Desmotadora de Algodón. Se distingue 3 etapas en la trayectoria empresarial: 1. Primera Etapa: Organización Empresarial e Instalación de una Planta Desmotadora de Algodón Pima. Etapa que es abordada y desarrollada por el presente proyecto. 2. Segunda Etapa: Instalación de una Planta Procesadora de Pepa de Algodón. 3. Tercera Etapa: Instalación de una Hilandería de algodón pima. El autor aconseja comenzar una cooperación entre Agriterra y Costach y asegurar que hay suficiente seguimiento basado en el plan de acción para 2012 del cual los principales resultados esperados son: • Software financiero operativo • Plan estratégico 2012-2016 actualizado y aprobado • Incremento del capital adicional con S/. 300.000 • Plan de capacitación, 20 nuevos líderes capacitados • 1.000 Socios activos • Plan de producción y de acopio para algodón pima incluyendo línea base 2011 • Incremento de la productividad con 10% • Obtener fondo AgroPerú de crédito para siembra (productores) de S/. 7.000.000 y para acopio (Costach) de S/. 5.000.000 movilizado a través de Agrobanco • Plan de negocios y plan financiera bancable para procesamiento de algodón pima • Plan de mercadeo y ventas para algodón pima procesado • 2 Nuevos clientes nacionales y 2 nuevos clientes internacionales Para el 2013 se planifica lograr los siguientes resultados: - Incremento del patrimonio con 10% y de los socios activos con 10% a traves de generar mayor compromiso de los socios - Programa de educación cooperativa participitava que inlcuye una metodologia para evaluar el desempeño de los participantes: 35 lideres capacitados - Actualización del plan de negocios y expedientes tecnicos para la planta desmotadora (incluir escenario de compra planta UCISA) - Plan de negocios para hilatura y tejidos cosecha 2013 - Saneamiento del terreno de Costach en registros publicos y su tasación para que puede servir como garantia para aceder a creditos a mediano/ largo plazo - Aplicación de buenas practicas agricolas y de cosecha en campaña 2013 y recuperar productividad a 60 quintales rama por hectarea - Incremento de los ingresos por ventas con 10% y diversificación de clientes Plan de Negocios para Algodón Pima Peruano Av. Cayetano Heredia No. 1049 2do. Piso Catacaos-Piura Peru Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 32455 25965 money is disbursed directly to the implementing organisation and managed by them AGRITERRA conjuntamente con COSTACH LTDA, han puesto en marcha desde Junio del 2012 el proyecto “Algodón PIMA Peruano: Desarrollo en Procesamiento y Exportación”, el que busca el desarrollo sostenible de la producción de algodón PIMA Peruano sustentada por la Cooperativa campesina que integra 5,200 familias de Pequeños Productores Agrícolas quienes a través de esta, procesan y exportan asociativamente, su producción algodonera agregándole valor, mejorando sus ingresos y niveles de vida. A finales del año 2012 a pesar de las dificultades encontradas en la campaña agrícola algodonera se constatan una serie de beneficios para las familias campesinas beneficiarias del proyecto, entre los principales logros podemos mencionar: Desarrollo de un Fondo de Avío Agrícola conseguido por COSTACH LTDA. para la Campaña del 2012, donde los productores obtuvieron una Línea de Crédito de S/. 11´000,000.00 de los cuales utilizaron un monto S/. 8 ´282,315.00; con el que instalaron 2,210 Has de Algodón PIMA Peruano; conducidas por 982 familias beneficiarias; encabezadas por 110 mujeres (11 %) y 872 hombres (89%). Las recuperaciones crediticias en el 2013 se vieron afectadas por los malos resultados de la Campaña Agrícola, debido a la infestación inesperada de plagas y enfermedades, habiéndose recuperado a fines de Diciembre el 70 % del crédito otorgado; sobre el saldo deudor COSTACH LTDA. elaboró y logro la aprobación de un Plan de Negocios para la Reprogramación del pago de la deuda pendiente calculada en S/. 2´687,650.00 nuevos soles. Para la Campaña Agrícola del 2013 también logró la aprobación del Plan de Negocios para el Avío agrícola ambos con recursos del Fondo AGROPERÚ por un monto de S/. 8´580,000.00 nuevos soles para atender aproximadamente 850 Has de cultivo de algodón PIMA Peruano. COSTACH LTDA. en Abril del 2012 elaboró y puso en ejecución un Plan de Negocios para Acopio, Desmote de la Campaña 2012; el referido Plan fue aprobado por el Fondo AGROPERÚ quien aperturó una Línea de Crédito de S/. 20´000,000.00; de los cuales ante la baja producción utilizó S/. 3´949,876.00 acopiando 32,238 qqs de algodón rama que procesados produjeron 9,921 qqs de fibra de primera calidad. El 2012 COSTACH LTDA. superó la cantidad de algodón rama acopiado en 2011 que fue de 31,424 qqs/rama (se incrementó en 2.6 % en el 2012). El número de familias beneficiarias en el Plan de Acopio se duplicó (209 %) pasando de 632 familias en el 2011 a 1323 en 2012. Al igual que el número de mujeres beneficiarias directas que paso de 55 a 114. Con respecto a los resultados en los Estados Financieros; la situación es positiva el Balance al 31/12/2012 muestra una utilidad S/. 307,885.00 nuevos soles; producto de las ventas de la mayor parte de fibra obtenida en la Campaña 2011; las que alcanzaron un monto de S/. 6´279,124.00 nuevos soles. La producción de fibra del año 2012 ingresará a su transformación en hilados en el 2013, estimándose obtener 6,945 qqs. de hilados cuyo valor estimado de ventas alcanza S/. 8´028,420.00 las que dejarían una utilidad bruta (antes de la distribución de excedentes) de S/. 1 ´417,959.00 nuevos soles. Estos resultados favorables permitirán una importante capitalización de COSTACH LTDA. en cumplimiento del acuerdo de la Asamblea de Socios de Capitalizar el 1% del total de ventas. Finalmente se considera que la intensidad del trabajo realizado, nuestra falta de experiencia, el corto plazo de ejecución del proyecto no ha permitido una mayor ejecución presupuestal a nivel del proyecto con AGRITERRA, deficiencia que estaran superando en el 2013 al implementar las medidas correctivas correspondientes. ACPCU NL-KVK41048542-5917 Ankole: preparing for setting up its own coffee factory Ankole Coffee Producers Co-operative Union Ltd (ACPCU) was founded in July 2006. It has 16 primary society members who between them have about 6,500 member-farmers. Its main business is Fairtrade and Organic-certified Robusta coffee, sold mainly in the European market to date, but with increasing interest from USA and the Middle East. It collects hulled, ungraded Robusta FAQ from member-societies, cleans and grades it and sells it on the local market or exports it in containers. In 2012-13 ACPCU has procured 1,406 MTs of Robusta FAQ, and exported 1268.2 MT of which 70% was Fairtrade, 25% being double-certified i.e. Fairtrade and Organic. The balance has been sold locally to exporters. ACPCU’s mission is ‘to promote the mutual economic interests of members in a sustainable way through value addition and bulk marketing in order to produce and export good quality products which are competitive on the market.’ In order to involve its member societies and their farmers as much as possible in the value addition chain, ACPCU has used Fairtrade premiums in 2009 to buy a plot of land in the designated industrial area of the expanding town of Kabwohe, a location that is central to its area of operation. In 2012 ACPCU added to that plot and is now the outright owner of a rectangular parcel of land about 2.05 hectares in size. ACPCU intends to use this land as a complex containing new offices, warehouses, a coffee-processing factory and a nursery for coffee and shade-tree seedlings. So far, the nursery has made good progress but the rest of the development has not started, due to lack of funds. An investment loan is therefore needed for a grading factory complex, in order for ACPCU to have full control over the physical coffee at all stages. The total amount requested is initially budgeted to be 996.000 USD of which equity is 353,000 USD and balance of 643,00 external investment payable in 3 to 5 years. The support of Agriterra will now focus specifically on helping ACPCU with the realization of its investment plans. The support will be broad. Support will focus on ACPCU as on organization, it will focus on business planning, it will focus on finding funds, it will focus on strengthening financial management and information systems, and it will focus on increasing member’s loyalty, which enhances volumes of coffee. The goal of the project is to support Ankole with getting access to working capital with better conditions, to help Ankole to increase its volume of coffee and to help with the development of the business plan for the coffee plant. Mbarara-Kasese Road Bushenyi - Ishaka Town Council Ishaka Uganda Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 13. Farmers' access to resources Aid grant excluding debt reorganisation 32481 5005 money is disbursed directly to the implementing organisation and managed by them The current project with ACPCU is focused towards assisting ACPCU in realizing its business ambitions. In 2012, the firsts step to be taken was to actually calculate whether investing would be profitable. In other words, the feasibility study has investigated whether the costs of setting up an own factory will be higher or lower than the actual situation of outsourcing services to other processors. Main finding was that the costs of having your own factory will be, in the medium term, lower. This outcome has provided the basis for the next steps of getting closer to the growth ambitions. Therefore in the first months of 2013, activities will be focused on making a comprehensive business plan, which includes sales forecasts, cash flows and the investment plans. In addition, Agriterra will facilitate in the search for investment capital and support, when the investment capital has been secured in planning the preparations for the development of the factory. In addition, there will be a workshop for improving member commitment and thereby increasing coffee volumes and there will be a trip of the GM of ACPCU to The Netherlands and Germany to build relations with new potential buyers, to visit and cement relations with existing buyers and to pitch the investment plans for financial institutions. FOPBG NL-KVK-41048542-5583 Donner un rôle de dirigeant dans le développement rural aux unions et à la fédération FOP-BG is a federation of 60 unions and 6 cooperatives in Basse Guinée with 58.000 members organized in 1500 groups. The basic structures have almost all gained official recognition as representatives of their members in the last years 2009 and 2010. These structures are full of self confidence and are willing and ready to influence local policy. The new project will train leaders in taking their responsability. Special attention will be given to form female leadership through the so called Collège des Femmes. FOP-BG is taking part in regional development programs as the representative of farmers producers. FOP-BG will coordinate the network of distribution of inputs and will play a central role in the conception and execution of development program. The FOP-BG plays also its role as representative of the farmers in regional panels, forums and concertations. Fop-BG needs to be helped to develop its Strategic plan for the coming years as a way to deliver better services to its members. BP 1914 Conakry Guinea Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 01. Member participation Aid grant excluding debt reorganisation 32527.16 28859 money is disbursed directly to the implementing organisation and managed by them Le projet de FOP-BG en Guinée durant la période 2011-2013 est surtout focalisé sur le renforcement organisationnel – plus particulièrement des organisations membres de la FOP-BG – et du réseautage. Après des nombreuses activités dans les années précédentes, FOP-BG dispose de nouveau d’un plan stratégique qui a été validée en Assemblée générale en 2012. Le plan a une durée jusqu’en 2016. Plusieurs réunions et activités durant les années précédentes et 2012 y ont contribué. Dans une des 2 réunions zonales annuelles en 2012 par exemple, une journée a été consacrée à la collecte des données pour le plan. Quelques éléments du plan sont la défense des intérêts, le rôle d’interface avec les différents partenaires et l’accès aux intrants. La bonne mise en œuvre de ce plan reste un point d'attention important dans les années à venir. FOP-BG organisent beaucoup des activités pour ses membres à travers des autres moyens de financement (subsides des autres organisations etc.). Trias a ainsi opté pour renforcer la FOP-BG sur le plan organisationnel. Une meilleure participation des membres dans la stratégie et dans la structure de l'organisation permettra plus d'appropriation et est le chemin pour des services plus adaptés aux besoins des membres. Dans le cadre du renforcement organisationnel et le développement institutionnel de ses membres, La FOP-BG a poursuivi à la vulgarisation des dispositions de la loi L-014 et du suivi rapproché auprès des groupements, unions et coopératives membres, ce qui a favorisé : la tenue des assemblées générales par 18 unions, 187 groupements et 10 ASF pour un effectif de 4.912 membres dont 2.461 femmes et la constitution de 5 nouvelles unions dont 3 à Dubréka, une à Fria et la dernière à Koba. Ces appuis ont favorisé l’augmentation substantielle du nombre de membres de la FOP-BG: le nombre est passé de 59 en 2011 à 84 membres en 2012 dont 50 unions vivrières, 25 unions maraichères, et 9 coopératives parmi lesquelles on compte 5 fruitières et planteurs d’ananas et 4 salicoles. Les nouvelles structures ainsi mises en place ont menées des démarches à la fois auprès des autorités (préfectorale ou régionale) pour l’acquisition des actes de reconnaissance, et ce conformément aux textes de lois en vigueur, mais aussi auprès de la FOP-BG pour leur adhésion. Pour que les unions membres de la FOP-BG puissent jouer leur rôle de défenseur de leurs membres au niveau local, les animateurs assurent régulièrement des formations de renforcement de capacités auprès des responsables des unions. Cette année, le code Foncier et le code Pastoral – qui sont des outils indispensables pour mieux défendre les intérêts des agriculteurs membres – ont été vulgarisé. Cela a contribué à atténuer les risques de conflit qui opposent régulièrement les éleveurs aux agriculteurs. 6 unions et 16 groupements pour un effectif de 164 producteurs dont 86 femmes y ont participé. Aujourd’hui, la plupart des responsables des unions membres de la FOP/BG sont outillés pour entreprendre des actions de représentation de défense des intérêts de leurs membres, de négociation, de lobbying et de plaidoyer. Cet acquis est le fruit des trois premières années passées dans les programmes de Trias. Les structures membres de la FOP-BG ont pris part à la journée mondiale de l’alimentation organisée à Kindia du 16 au 18 octobre 2012 par la FAO. Ces unions étaient représentées par 2 membres chacune. A cette occasion deux structures ont bénéficié des prix sous forme d'intrants. Les activités se sont poursuivies par la vente des produits agricoles exposés. Le collège des Femmes a été peu actif en 2012. Tout de même, fin 2012 quelques efforts ont été réalisés pour la redynamisation du Collège des Femmes. Le 14 octobre 2012 s’est tenue à Bangouyah, la réunion du collège des femmes résultant en l’adoption du plan d’actions comportant 9 activités et l’installation d’un bureau de 5 membres. Les activités planifiées portent pour l’essentiel sur le renforcement des capacités des femmes en leadership, le plaidoyer, l’alphabétisation; les questions d’hygiène et de protection de l’environnement; les actions de suivi, évaluation et de visibilité des activités, et les visites d’échanges. Quant au bureau, il est constitué de 7 femmes avec à sa tête une coordinatrice et des représentantes par zone. La réunion a été enchaînée avec l’organisation de la journée internationale de la femme rurale. Aujourd’hui, le collège des femmes a l’ambition de devenir un espace privilégié pour les femmes d’acquérir à la fois des connaissances et des aptitudes contribuant ainsi à l’amélioration de leur statut. Dans le cadre du programme de Trias, un autre partenaire RGTA a organisé plusieurs activités dans le cadre de la protection de l'environnement (dans l'agroforesterie) dans la même zone de FOP-BG mais ne pas nécessairement avec les membres de FOP-BG. Tikonna NL-KVK-41048542-5688 Tikonna; une structure autonome et forte Addition 2012 En Août 2011, une mission dénommée « En route pour l’autonomisation de Mialebouni et Tikonna » a été réalisée dans le cadre du projet 11mi-5639 au Bénin où Agriterra coopère avec Mialebouni et Tikonna depuis 2002. Le but de cette mission est de confirmer aux élues et personnel de Tikonna le désengagement d’Agriterra à partir de fin 2012 et de réfléchir sur les étapes à mettre en œuvre au cours du processus. Au cours de cette même année 2011, deux études ont été réalisées sur le crédit et le magasin, les deux principaux axes économiques de Tikonna. Une mission a également permis d’appuyer l’association à élaborer son système de suivi et d’évaluation et de réfléchir à un mécanisme de mobilisation de ressources internes. Suite à ces différentes missions et études, des recommandations ont été faites. Par ailleurs Tikonna dispose d’un complexe de karité qui jusqu’ici ne fait que de petite prestation de mouture. En 2011 une formation sur les techniques de fabrication de beurre de karité de meilleure qualité a été organisée au profit des membres de même que les techniques de collecte et de conservation de noix de karité. Aussi, dans le but d’élargir son partenariat, Tikonna sollicite t-elle des appuis techniques auprès des ressources humaines externes pour l’aider à rédiger des projets en réponse aux appels à proposition lancés. Elle nécessite également des appuis techniques pour élaborer un nouveau plan stratégique compte tenu du fait que le plan stratégique 2008-2010 a expiré depuis plus d’un an. 2011 L'association des groupements de femmes Tikonna compte aujourd'hui 3 antennes avec un Conseil Supérieur qui joue le rôle de Conseil d'administration. Outre les membres du comité de coordination, les élues de Tikonna sont les membres du comité de gestion du crédit, les membres du comité de contrôle, les membres du comité de gestion du centre. Depuis 2003, après l'analyse organisationnel de la structure, l'association a bénéficié de l'appui technique et financier d'Agriterra jusqu'à nos jours. Partie de 200 membres, elle compte près de 1000 membres à ces jours. Toutes les femmes membres mènent différentes activités: transformation, stockage, agriculture, petit commerce, élevage. Celles-ci dans le but de l'amélioration de leur revenu, des formations dans le but de mieux gérer la structure et des actions sociales. L'objectif global de 2012 est de mettre en oeuvre les stratégies d'autonomisation de Tikonna développées en 2011 à travers le potentiel existant. 2 Objectifs spécifiques: 1) les différentes organes de Tikonna assurent le bon fonctionnement de l'associ BP 09 Boukombé Benin Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 06. Diversity policy Aid grant excluding debt reorganisation 32553 38816 money is disbursed directly to the implementing organisation and managed by them L’objectif du projet UNE STRUCTURE AUTONOME ET FORTE à long terme est de mettre en œuvre les stratégies pour l’autonomisation de TIKONNA travers le potentiel existant. Cette autonomisation sera une réussite seulement si la base est organisée et que les organes fonctionnent biens. Les différents organes de Tikonna ont fonctionné et les réunions ont été tenues avec un taux de participation de 98%.  Toutes les réunions des différents organes de l’association ont été régulièrement tenues et les membres des organes jouent bien leurs rôles. Le meilleur fonctionnement du comité de contrôle a permis aux membres de relever les insuffisances relatives à la tenue des documents de gestion. Ces contrôles ont permis une nette amélioration de la gestion de la caisse au niveau des antennes. Pour augmenter le niveau des ressources de Tikonna, les membres ont décidé en Assemblée générale de porter les cotisations annuelles qui étaient de 500F par femme à 1000f CFA. En ce qui concerne le crédit: l'épargne préalable du système soit de 5000f par groupement pour la première année. Le système prudence a vu le jour et n'est rien d'autre qu'une assurance interne à Tikonna pour les cas d'invalidité et de décès. 100% des tantes ont remboursé leur crédit Une nouvelle clé de répartition des intérêts que produisent les crédits est définie. Dans ce cadre, les 50% qui devraient permettre d’augmenter le capital ont été éclatés en deux (02), 15% des intérêts devront désormais servir à l'acquisition des équipements et 35% à augmenter le capital. La gestion administrative et financière est améliorée par la mise à jour des documents de gestion des organes et le suivi de leur fonctionnement. Pour évaluer les actions de 2011 et préparer le plan d’action 2012, une nouvelle méthodologie basée sur des ateliers au niveau des arrondissements a été adopté. Ces ateliers sont une forme de décentralisation qui a permis de faire remonter de la base au sommet le point de vue des membres sur la mise en œuvre du plan d’action 2011 et les propositions pour la planification de 2012. Des fiches devant servir à l’enregistrement des femmes membres et des groupements membres de Tikonna ont été conçues et ont servi à collecter les données des membres de Tikonna au niveau de dix groupements de l'arrondissement de Dipoli. Un suivi de collecte a permis d’améliorer les fiches de collecte en prenant en compte les difficultés survenues lors de la collecte compte tenu des réalités au niveau des membres. Egalement une fiche d’auto évaluation des groupements est élaborée et testée au niveau de l’association Tikonna au cours du processus d’élaboration du plan stratégique. Cet outil permettra de mettre en exergue périodiquement les forces et faiblesses des groupements et de planifier les actions pour leur renforcement /amélioration. Tikonna a appuyé Vingt deux (22) de ces groupements membres à monter des micros projets dans le domaine de la transformation de riz et du maraichage. Ces projets ont été transmis au Fonds d'Appui FAFA/AD pour financement. L’étude des micros projets au niveau de FAFA/AD est prévue pour 2013. Un projet sur le fonio est rédigé par Tikonna avec l’appui d’une personne ressource et soumis au financement du Programme Société Civile et Culture(PSCC) PSCC dans le cadre de l'appel à candidature lancé par le PSCC. Des marchés d’écoulement du riz ont été trouvés et 5 tonnes de riz ont été vendues au cours de la période Quinze (15) femmes ont été formées en transformation de manioc en gari et en tapioca et en farine panifiable. Vingt et une (22) femmes ont acquis des notions d’équipe et le leadership et ont pu évaluer leur style de leadership. Trente(30) tantes et nièces ont suivi la formation sur la gestion du crédit, l'importance de l'épargne, les dangers de la cavalerie et les exigences, droit et devoirs de la caution solidaire. Huit femmes maîtrisent les techniques de conditionnement. Dix (10) animatrices endogènes ont été identifiées parmi les femmes pour transmettre les informations du sommet vers la base et vice versa. Les capacités d'animation de dix (10) femmes se sont améliorées. Trois (03) femmes de Tikonna sont sélectionnées pour participer au cours expérimental en Ditamari organisé par le gouvernement dans la commune de Boukombé. L'outil d'auto évaluation des groupements est adapté aux réalités de Tikonna. Les femmes ont été formées à l’utilisation de l’outil. L’outil d’évaluation a été traduit en langue et mis en application. De nouveaux dessins identifiés lors de l’évaluation du système ont été élaborés pour suppléer aux insuffisances relevées dans l'utilisation de l'outil. Avec la DANA, les produits de l'association seront certifiés et reconnus. Les consommateurs auront plus confiance. Avant la certification plusieurs suivis sont faits pour voir si l'hygiène est respectée. Depuis la découverte des valeurs nutritionnelles du fonio la population s'intéresse de plus en plus à sa consommation, malheureusement plusieurs doute de la qualité, ne savent où le trouver et comment le cuisiné. Avec le label Bénin un tournage à été fait pour répondre à toutes ces questions et mettre en confiance les consommateurs dans les domaines de l'environnement et du processus d'adaptation des bonnes pratiques de fabrication et l'hygiène. Cette publicité, on espère va donner un essor capital dans la commercialisation du fonio. Les activités à réaliser dans le cadre de l’élaboration du plan stratégique de Tikonna ont été planifiées. La relecture de la vision et de la mission de Tikonna a été réalisée et la vision tient compte de l’actuel contexte d'autonomisation de Tikonna. La question de base a été formulée. L’analyse organisationnelle a été réalisée sur la base des données internes collectées auprès des membres des différents organes et des membres de groupement à la base. L’analyse institutionnelle a été réalisée auprès des partenaires (ONG, CeCPA, UCP, Mairie) de Tikonna. Les options stratégiques ont été choisies après analyse des données collectées (qui révèlent des forces et faiblesses et des opportunités et menaces) et de la question de base. Le cadre logique a été réalisé avec les activités prévues pour chaque résultat Mviwambo NL-KVK-41048542-5704 Break through of farmer led dairy business MVIWAMBO is a dairy farmers group net-work formed of 17 Dairy farmer groups to enhance quantity and quality milk production and processing. Location of the organization is in Mbozi District south west of Tanzania. The organization was registered on 12 the February 2004 with the ministry of Home affairs as an NGO or CBO (None Government organization/community Based Organization ) with Reg.No so.12344,and is the only Dairy farmer organization in the District. The members (Dairy farmers) Count 1.135 in number -in year 2010. The main objective of the organization is to carry out all activities conductive to the promotion of development for increased milk production, processing, marketing and consumption ,and thus the economic well being of Dairy farmers and the community as a whole. The proposed project is to conduct training on dairy business activities. The implementations of the activities will be done partially by its members and or by hired experts under the organization supervision. to improve the milk production in quality and quantity and institutional support to the management of Mviwambo in order to establish a dairy factory, resulting in better income for dairy farmers p.o.box 452 Vwawa-Mbozi Tanzania Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 32731 27457 money is disbursed directly to the implementing organisation and managed by them Results This project aims to enhance the quantity and quality of milk production per animal through various trainings, excursions and coaching by Mviwambo Board members. The main objective is to increase the milk production per animal. To achieve this goal, leading farmers are trained as trainers to coach other farmers in growing and using better fodder, better animal care (housing, hygiene) and exchange visits/excursions were organized. The results of this is that the milk production per animal has increased from 7 to 10 liters per day and during the dry season the milk production is higher than before, so less fluctuation. The farmers improve the stables and provide additional nutrients to the animals. Record keeping and cooperative management issues are seriously addressed by Mviwambo. Due to training and awareness, many groups have changed the leaders recently and groups seem to become more active. Another goal is to have more milk collected through village level collection centers. In some villages the milk collection has increased with about 25%. More famers are now bringing milk to the collection centre. From the collection centre the milk is sold in the market (unprocessed) or it is processed in the small processing plant of one of the member cooperatives of Mviwambo. To create a better understanding and create commitment for the dairy processing plant among the members, Mviwambo trained 60 farmers about the objectives and plans of the processing plant. These farmers are now directly committed to the dairy plant and will be the catalysts to other dairy farmers in each DFG. The Mviwambo management spends a lot of time and efforts on realizing the formal registration of a dairy processing plant. This process took a lot of time and at the end of the project period, the registration was still not realized fully. However, the plans for the small processing unit, to be started together with a group of Dutch farmers as share holders are taking serious shape during the first quarter of 2013, and it is expected that construction of the plant will start mid 2013. This plant will allow the farmers to process their milk directly, hence adding value and generating a better income. Observations: Mviwambo is a small organization in a remote corner of Tanzania. The continuous efforts to improve the dairy sector in Mbozi district are gradually showing good results, although it takes much time. The registration process of the business entity of Mviwambo has taken more than 2 years, and is still not completed. However, it is expected that construction works will start in 2013. This project has positively contributed to the development of the dairy sector in Mbozi region. Perspectives As the small scale milk processing plant is expected be constructed in the year 2013, which is a farmer led business, it is proposed that Mviwambo will receive further support from team farmer led business. The project will be stopped as further training can be done by Mviwmabo and the lead farmers. Support will be focused more on advisory support to further guide Mviwambo in making the dairy plant operational and successful. This includes support to the (financial) management of the dairy plant as well. SPUSK NL-KVK-41048542-5820 Improving access to markets and representation of beekeepers Objective 1: To educate young beekeepers to practise serious and healthy beekeeping in order to expand the number of young beekeepers, increase honey production and create employment and income opportunities for youth. Expected results - 160 new and well trained beekeepers start/improve the apiary activities and produce honey at the end of the year - 120 new members for SPUSK - improved honey production ( in 2013 : 2400 kg of good quality honey) - improved income for around 120 members (and their family members) in 2013 - reduction beekeeping indiseases (ultimately resulting in a hiher honey production) Objective2. Strengthening the competetiveness of SPUSK beekeepers, improved access to markets through particoipation in fairs, barnding of honey and improved represantation/promotion materials expected results: - branding of various types of honey - new information stands used at fairs, increasing the visibility and representation of SPUSK, (ultimately resulting in better sales) systematic and better representation of SPUSk at fairs through improved promo materials 3. enhanced organisational and representation / lobby capacities of SPUSK - organise first beekeepers round tabel at national level in Bihac - participate at international competions/ congresses - build capacity of staff board to prepare project proposals, reports etc and support with international languages to enhance access to international cooperation Improving beekeeping in the Una Sana Canton by: faster and more efficient transfer of information from top to bottom level; strengthened competitiveness at (inter) national markets and getting connected with international markets; reduce rural youth unem Mala Lisa bb Cazin Bosnia and Herzegovina Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 14. Farmers’ access to inputs Aid grant excluding debt reorganisation 32778 22968 money is disbursed directly to the implementing organisation and managed by them Results Seven out of the eight planned municipality associations organised beekeepers training for 129 young people (29% women). These young and beginning beekeepers will be coached in the future by the more experienced beekeepers and it is expected that they will generate an income out of beekeeping in the future. In 2013 monitoring will be needed to show the outcome/impact of such a training. One municipality association did not pay its membership dues to SPUSK and that is why SPUSK did not allow them to conduct this programme. The remaining money will be used in 2013 to train another group of 25 interested young beekeepers. Another aim of the project was to improve the market access and to increase competitiveness of beekeepers. SPUSK purchased some tables to participate in fair. Main fair was the Path of gold, a three days fair including international visitors. In Cazin, the chestnut honey branding process is in its final stage. All chestnut beekeepers in Cazin have been branded and are eligible for certification at state level. As branding is a time consuming process, it was not possible to spend all the budget. SPUSK organised three seminars to inform 110 (young) citizens about the benefits (economic as well as environmental) of beekeeping. One objective of SPUSK is to promote beekeeping as a part of rural tourism, but activities will be conducted in 2013 only. Another aim of SPUSK is to lobby and advocate at state and even national level on behalf of the beekeepers. In this framework, SPUSK organised a first round table meeting at state level in which representatives from the whole country participated. SPUSK representatives participated in national and international events in order to lobby for better law on beekeeping, access to subsidies etc. Export of honey to EU is still not possible, but this maybe comes soon reality. Observations The project, that started in April 2012 is progressing reasonably well. The young beekeepers have been trained and should show in 2013 that they really do something with the achieved knowledge. The activities related to improved marketing have been delayed and more progress is expected in 2013. The branding of chestnut honey is a breakthrough and may open more options for accessing other markets., maybe the EU in the future. Perspectives It is worthwhile to support SPUSK and contribute to improving the beekeeping sector in Bosnia Herzegovina. In the coming year due attention shall be paid to monitoring and evaluation of the activities and to the impact of the activities at the level of the individual beekeeper. Due attention needs to be paid to coach the young beekeepers in the future to become successful and this requires monitoring and coaching by experiences beekeepers. In general progress is satisfactory. In order to make SPUSK a more professional organisation, SPUSK is advised to consider to employ one person (part time) as a project manager to ensure that project activities are well managed and implemented. This project manager can pay more attention to the implementation, follow up and monitoring of activities and play a key role in assessing the impact of the project as well as the advisory support provided (such as exchange visit to the Netherlands, training on reciprocal effect of beekeeping and horticulture sector) CCA NL-KVK-41048542-5585 Cooperativas Agropecuarias reencontrándose en una Estrategia de Desarrollo Económico Local La CCA es una organización que aglutina 10 cooperativas de pequeños productores agropecuarios quienes producen principalmente leche, caña de azúcar, granos básicos y hortalizas. Se localiza en la micro región de Los Nonualcos, El Salvador. Con el proyecto se pretende que se fortalezca de manera sostenible la participación activa de la CCA en el Desarrollo Económico Local (DEL) asegurando los medios de vida de 1115 pequeños productores agropecuarios y sus familias, a través del mejoramiento del acceso a servicios de calidad y adecuados, fortalecimiento de su organización y el mejoramiento de su involucramiento en los procesos DEL que se desarrollan en dicha región. El enfoque principal está en su intervención dentro de la Estrategia de Desarrollo Local de Los Nonualcos. Siendo esta una organización que es tanto una de carácter gremial como una empresa colectiva, se ha considerado que para ser efectivos en una estrategia como aquella, el reto principal es fortalecer la organización para así ser más eficiente empresarialmente y desempeñarse mejor en su relación con otros actores locales. Calle Principal, Frente al Terminal de Microbuses,138, San Luis Talpa San Luis Talpa El Salvador Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 01. Member participation Aid grant excluding debt reorganisation 32915 42679 money is disbursed directly to the implementing organisation and managed by them El aumento a los volúmenes de producción incluye: 1) Leche: la comercialización colectiva de leche (a escala) de seis cooperativas permitió negociar un alza de precio, aprovechó la presión generada por la política de compras gubernamentales para proveer el “vaso de leche en las escuelas”, permitió aumentar el precio con la fábrica Petacones. 2) se incursiona en proceso de certificación de 500 manzanas de caña de azúcar (cooperativa Santa Clara) con el sello Comercio Justo (Fair Trade). 3) se logró financiamiento con Alba-Alimentos para el cultivo de 94 Mz de caña a un interés bajo (Cooperativa El Nilo). 4) CCA incursionó en la producción de forraje ensilado de sorgo (venta de 345 qq = $1,335.00), se cuenta con existencias para venta en época seca por 1,645 qq en (aprox. US$ 4,935). La CCA llega a más agricultores y agricultoras como grupo de base y fortalece su posición: 2012 destaca por la formación de mujeres asociadas, realizado con dos organizaciones aliandas para la promoción de género. En formación cooperativista y orientada a la producción se fortalecieron con el análisis vivencial del proceso de toma de decisiones (77 mujeres), con la capacitación reflexionaron sobre la independencia económica y la autonomía de la mujer productora. 14 mujeres jóvenes fueron capacitadas en la negociación, emprendimiento (rural) con enfoque asociativo, la visión es respaldar el proceso de empoderamiento mediante el conocimiento. El liderazgo femenino para ejercer roles de coordinación en las estructuras de las cooperativas fue fortalecido: se formaron 25 mujeres (7 cooperativas) trabajando aspectos como la autoestima, las habilidades sociales, el empoderamiento de la mujer rural vinculando estos a la autonomía en la administración de los recursos, roles y funciones de las organizaciones cooperativas, y cómo influyen las relaciones de género en lo familiar y lo organizativo. 10 mujeres de la Cooperativa de Mujeres Progresistas fueron capacitadas en talleres de formación de formadoras en género para mujeres rurales y mediante conversatorios; ellas asumieron el compromiso de hacer réplicas internas de la formación recibida. La CCA se fortalece de manera sostenible con competencias para reforzar a sus cooperativas o representar a sus miembros. 45 líderes y lideresas en las estructuras de las cooperativas y de la CCA, participan internamene en espacios de representación como el comité estratégico social, comité empresarial y comité administrativo desde donde aportan a la ejecución de la estrategia y crean una nueva cultura de construcción interna con procesos más democráticos que refuerzan el sentido de pertenencia de las afiliadas. Productores(as) favorecidos(as) con competencias en la socialización y consulta, construcción y ejecución de la estrategia aumenta la participación de los diferentes niveles. Los procesos organizativos (gremiales) CCA han logrado mejor orientación y desempeño del plan estratégico, la reestructuración del nivel operativo con la participación de miembros en trés comités (estratégico, administrativo y empresarial) han facilitado la toma de decisiones y las reflexiones sobre sostenibilidad; se reactivó la función de la junta de vigilancia. Entre lo planeado no ejecutado está la continuidad al proceso de mejora de la comunicación interna con las afiliadas. Propuestas presentadas y discutidas en las redes de desarrollo: CCA para promover el Desarrollo Empresarial gestionó con el Programa de Desarrollo y Modernización Rural PRODEMOR la formación de capacidades administrativas, logran espacio en el diplomado de Gestión Administrativa Agropecuaria, para 3 asociados (6 cooperativas). La CCA mejora sus capacidades institucionales para mejorar su participación en DEL a favor del Grupo meta (cooperación): Con la ejecución de los planes de negocios, los ganaderos apoyados por el Programa de Desarrollo y Modernización Rural (PRODEMOR), en el primer semestre del año se ha dado asesoría en coordinación con entidades del gobierno, facilitándose también la comercialización de insumos y materiales demandados por los planes de negocios por un monto de $35,000 Dentro del proceso de gestión y participación que CCA mantiene dentro del área ganadera, es fundadora de Cooperativas de Ganaderos de El Salvador (COGANADES) que tiene por objeto la facilitación comercial sobre las importaciones de insumos, maquinaria y equipos para el sector ganadero. Además de ser miembro de la Cámara Empresarial Agropecuaria Salvadoreña (CEMAS), donde la finalidad en esta cámara es la representación de intereses del sector. Se participa a nivel de la estructura orgánica de la Asociación de Municipios de la Región Los Nonualcos, con dos representantes de CCA, en las reuniones de seguimiento de la Asociación, a nivel técnico se participa en las actividades que tienen que ver con presentación y elaboración de propuestas de proyectos de desarrollo vinculados al territorio como referente organizativo en el área de producción agropecuaria de la zona costera del departamento de La Paz. Entre las propuestas impulsadas a favor del grupo meta esta Certificación de la producción de la caña de azúcar, Mantenimiento sostenible del sistema de drenajes, Procesamiento y Trazabilidad de la producción láctea. Parcialmente, los servicios técnicos proporcionados a las cooperativas durante este año estuvieron fundamentados en: Integración a la mesa laboral de la caña de azúcar, constituida por FUNDE, OXFAM AMERICA, CCA, LOS INGENIOS (CASSA y EL ANGEL) y SAB MILLER. En 2012 CCA desarrolló jornadas de compresión del tema DEL en las bases: se han realizado tres talleres sobre los conceptos básicos, la estrategia DEL y producción, dirigidos a 10 presidentes de las cooperativas afiliadas de CCA, es un aspecto que necesita facilitarse con regularidad. Las efectos previstos son positivos a consecuencia de la vinculación de las necesidades de la población meta de CCA y las oportunidades e instancias que procuran el apoyo a las iniciativas productivas en los rubros de la leche, la caña y la diversificación de servicios y la inclusión de las mujeres en procesos de formación y diversificación de cultivos. Podemos afirmar que 2012 fue un año positivo en la mayor participación de CCA en la dinámica económica local, vinculándose, a favor de los productores, con otros actores y ante instancias públicas, como referente de la producción agropecuaria en la zona de Los Nonualcos. Esto genera efectos positivos en la población asociada y el desarrollo económico de la región. Repam NL-KVK-41048542-5599 Amélioration de la sécurité d'existence des membres de REPAM Le mouvement paysan REPAM (Regroupement des Paysans Producteurs de Mayumbe) qui regroupe 55 organisations de base des producteurs cherche à travers le projet d'améliorer significativement la sécurité d’existence de ses membres et renforcer de manière durable leur participation active au processus de développement économique local. Le REPAM travaillera à offrir des services de qualité adapté à 1530 producteurs appartenant aux 55 organisations de base sur le plan technique et organisationnel en facilitant la mise en place d'un système d'accès aux intrants, l'accès aux facteurs de production tels que la terre. Le REPAM compte participer à l’émergence d’un mouvement paysan fort au niveau provincial et national Il contribuera à renforcer la position des ses membres dans leur milieu ainsi que leur participation au processus de développement économique local. En plus de l’accès aux intrants de qualité qu’il facilitera pour ses membres, le REPAM, contribuera à la défense de leurs intérêts sur le plan foncier et des infrastructures routières. Il facilitera les échanges au niveau local, provincial et national entre ses membres et les autres acteurs pertinents du développement économique local. 16 Av Missioni Cité de Nsioni Nsioni Congo, dem. rep. of Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 01. Member participation Aid grant excluding debt reorganisation 33052.83 41770 money is disbursed directly to the implementing organisation and managed by them En 2012, l’effectif des OB membres de REPAM est passé de 57 à 61. Le nombre des producteurs membres des OB est de 1.472 (717 hommes, 755 femmes) contre 1.143 en 2011. Cependant, 43 OB membres ont participé à l’assemblée générale élective en décembre. 10 OB non membres de REPAM qui sont très actives dans les regroupements de commercialisation ont présenté leurs demandes d’adhésion à REPAM à la fin de l’année 2012. 61 CLD huile de palme de 935 producteurs dont 737 hommes et 198 femmes sur les 100 CLD à accompagner par le programme sont opérationnels. Les membres de 39 autres CLD seront pris en compte en 2013. L’élaboration de manière participative du plan stratégique de REPAM pour la période 2013-2015, la révision et l’adoption des manuels des procédures pour ce partenaire MBO, l’élaboration et le suivi des plans d’action avec impact dans les ménages des membres des OB et des CLD ainsi que la planification, le suivi et l’évaluation des activités ont contribués au renforcement organisationnel de REPAM. Le comité directeur élargi de REPAM a été suivi et accompagné dans l’organisation de l’Assemblée Générale Elective par l’équipe des conseillers Trias. L’équipe exécutive et le comité élargi ont été suivis et accompagnés trimestriellement dans la planification, le suivi et l’évaluation des activités. 40% des OB exploitent les cadres de planification et de monitoring. REPAM a été accompagné en 2012 dans le recrutement d’un nouveau secrétaire exécutif après la démission du précédent. Les problèmes d’une politique semencière efficace au sein de REPAM, de la faible maîtrise des procédés de transformation du cacao, de la noix de palme et du manioc et de l’accès des producteurs à des marchés rémunérateurs, aux équipements de transformation et aux infrastructures de stockage ont été discutés lors de l’évaluation annuelle 2011 du programme PADELT laquelle avait réuni les délégués des organisations de base (OB), les partenaires d’exécution et le partenaire d’accompagnement (Trias). Dans l’exécution du programme en 2012, les parties concernées ont revisité les procédés de production et de transformation, étudié les différents marchés exploités par les producteurs et fourni plusieurs appuis qui ont donné les résultats ci-après. 1. Fourniture du matériel végétal amélioré Dans le Bas-fleuve, 30 OB d’agrimultiplication composées de 794 producteurs membres ont été formées et suivies par le Service National des Semences (SENASEM) dont 13 pour la multiplication des boutures saines de manioc et 17 pour les semences de maïs et d’arachide. 338.000 mètres linéaires des boutures saines de manioc sont produites par ces OB lesquels ont servi à installer 9 nouveaux parcs à bois de 6.75 ha et à emblaver 141,5 ha des champs de production de 892 producteurs membres des OB REPAM. 35.000 m ont été vendus à d’autres programmes agricoles de la province du Bas-Congo. Les 1472 producteurs membres des OB REPAM disposent actuellement des boutures saines de manioc. Au début de l’année 2012, les 17 OB agrimultiplicatrices des semences ont produit 1.239 kg de semences de maïs et 355 kg de semence d’arachide sur 6.000 kg de maïs et 4.900 kg d’arachide attendus. Cette contre-performance est due à la faible pluviosité des mois d’octobre 2011 à février 2012. REPAM a recouvré 182 kg des semences de maïs et 309 kg des semences d’arachide. Ce stock et celui disponible chez les agrimultiplicateurs a permis de reprendre la production des semences au courant de la saison A 2012 sur 11,11 ha dans 28 OB agrimultiplicatrices. Les semences produites par les OB de REPAM ont reçu la certification de SENASEM, mais REPAM et TRIAS trouvent très faible le suivi de SENASEM dans le processus de la production des semences. Pour cette raison, REPAM a retiré sa confiance et réfléchit avec Trias sur la mise en place d’un système efficace de production semencière. 53 champs de démonstration pour la culture associée plantain-niébé et plantain-pois cajan sont mis en place dans 24 Comités Locaux de Développement (CLD) et 29 OB REPAM. Cette association des cultures est pratiquée pour résoudre les problèmes de l’appauvrissement du sol et des érosions. Elle a été fortement perturbée par la carence des pluies d’octobre 2011 à février 2012. Quoiqu’encore timide, l’exploitation des dispositifs de bac de rouissage et étalage sous film plastique a permis aux producteurs de manioc de Tsanga-Sud de produire 8,74 T de cossettes de qualité en saison pluvieuse. La vente de ces cossettes au prix de 34 $ le sac de 50 kg contre 25 $ le sac de moindre qualité leur a permis d’acquérir des motos et, ainsi, améliorer leur mobilité. 2. Commercialisation des produits agricoles 530 membres des OB REPAM ont été formés sur le compte d’exploitation. 13 membres de REPAM ont participé aux réunions mensuelles de CARG de secteurs, cités et territoire de Lukula de janvier à mars 2012. Après cette période, les CARG à tous les niveaux ont perdu l’habitude de se réunir par manque de frais de fonctionnement. En tant que membres de la FOPAKO et REPAM ont participé activement aux ateliers de l’Alliance AgriCongo sur la loi agricole et la sécurisation foncière. 114 membres de REPAM et des regroupements de commercialisation ont été formés dans les procédures, la loi foncière et la nomenclature des taxes en octobre 2012. REPAM a couplé la sensibilisation en matière des taxes et des questions foncières avec la restitution dans les 12 sections de la visite de LG au Bas Fleuve. Compte tenu de l’ambigüité de la situation foncière et des taxes, les formations acquises par les producteurs ont donné un éveil de conscience qui ne manquera pas de produire des effets positifs en faveur des producteurs : la rétrocession de certains espaces de terre agricole et la révision des taxes au niveau des secteurs, cités et territoires figureront comme résultats attendus dans les plans d’action des partenaires MBO en 2013. Il importe que le programme encadre les dirigeants des MBO en 2013 pour que les réclamations des MBO restent dans les limites de la loi. La visite d’échange de Landelijke Gilden, du 2 au 16 juin 2012, a créé la possibilité aux membres de REPAM d’avoir une meilleure vue sur des activités organisées dans Landelijke Gilden – un mouvement rural en Flandres. Cela a interpellé REPAM sur comment organiser des activités afin de rajeunir une organisation et quelles activités de détente ou d’amélioration du milieu rural peuvent être menées avec la participation de la population. Cet échange a permis aux producteurs agricoles membres de REPAM d’échanger à pied égal avec les membres de Landelijke Gilden. Une expérience extraordinaire dans le milieu qui, d’un côté, a valorisé les membres de REPAM et REPAM en tant qu’organisation et, de l’autre côté, a créé une solidarité entre des personnes des deux mouvements. Les membres de Landelijke Gilden ont partagé avec les producteurs de REPAM des expériences de leur propre environnement dans le nord, leurs difficultés, l’historique du mouvement et du milieu rural de Flandres. Les participants de REPAM n’ont pas saisi tous les aspects de certains problèmes du milieu rural dans le nord : le problème des terres à destination agricole par exemple. Avec un contexte très différent en RDC et un accès assez limité aux réalités du nord, il n’est pas évident de comprendre ces contextes pour les membres de REPAM (le pourquoi, les analyses). La visite a favorisé la participation de beaucoup de membres de REPAM aux ateliers. Cela a permis d’échanger individuellement avec des membres de Landelijke Gilden. Une restitution sur la visite et les partages d’expériences de LG a atteint 455 personnes (dont 244 membres de REPAM, 93 femmes et 151 hommes). Dans le cadre des programmes de Trias, REPAM fait des efforts pour atteindre le plus des personnes possibles par rapport aux activités du partenariat nord-sud. Il a été remarqué qu’il est toujours difficile – vu la différence des contextes – d’interpréter les exemples et les informations données par Landelijke Gilden pour les membres de REPAM. Il n’est pas évident pour beaucoup des membres à la base de s’imaginer un contexte où les besoins de première nécessité ne sont pas un souci majeur et quotidien. C’est ainsi que, très souvent, un travail de ‘cadrage’ a été fait par Trias afin d’améliorer la compréhension et la plus value des exemples données. Il y a eu certes de nombreuses images, des témoignages, des exemples et un grand nombre des personnes atteintes mais la difficulté de mieux comprendre le contexte du nord justifie la légère augmentation de l’indicateur 4.1. Sur le mouvement Landelijke Gilden, les membres de REPAM ont été très intéressés par ses activités et ses stratégies (comment motiver les membres au sein de la structure par exemple) et l’échange leur a permis de mieux comprendre comment fonctionne un mouvement rural en Flandres. Malgré ces changements, il ressort toujours que plusieurs membres de REPAM ont des attentes que LG partagera sa relative richesse avec eux car ils se sentent démunis à travers les échanges. Même dans des ateliers, certaines personnes exprimaient toujours la nécessité et l’importance d’un partenariat financier plus que sur l’échange et la collaboration dans le cadre d’un plaidoyer. La solidarité entre le nord et le sud reste pour plusieurs membres et dirigeants de REPAM une solidarité qui se manifeste dans des dons et de la ‘pitié’ du nord envers le sud. Toutefois, à plusieurs reprises, d’autres membres ont condamné l’esprit des dons des certains. C’est ainsi que la valeur de l’indicateur 4.2 n’a pas beaucoup augmenté. Cette année, le partenariat a activement contribué au renforcement organisationnel de REPAM grâce, entre autres, à une bonne préparation des trois parties à la visite. Durant la visite, de nombreux échanges thématiques ont eu lieu et deux ateliers ont été organisés. Le premier atelier a porté sur les critères et responsabilités des membres du conseil. Le deuxième atelier avait comme thème : « Comment organiser des élections dans une organisation ? ». Il s’agit d’un thème très sensible dans le milieu mais que les membres de REPAM ont jugé important. La participation de Landelijke Gilden à ces ateliers a eu une grande valeur ajoutée : non seulement ils ont pu partager parfois de leurs propres expériences, mais du fait que les membres de Landelijke Gilden considèrent des élections presque comme une « évidence », cela a facilité l’acceptation de l’approche par des dirigeants (à la demande des membres). Cette contribution concrète de Landelijke Gilden à REPAM, bien cadré dans les besoins actuels de REPAM a été appréciée par beaucoup des membres (raison d’augmentation de la valeur de l’indicateur 4.2.2). La contribution de Landelijke Gilden ne s’est pas limitée à ce niveauci. Après la visite, à plusieurs moments, un input a été donné par Landelijke Gilden sur la suite du processus. Trias a accompagné la mise en place d’un plan d’action et des procédures des élections ont été développées qui ont été également revues par Landelijke Gilden. Certains membres sont fiers et ont eu de grandes attentes vis-à-vis des élections, du fait qu’il y avait depuis un moment des critiques internes sur la gouvernance de l’organisation. 43 Organisations de base membres de REPAM sur les 57 inscrits à l’AGE ont délégué 86 personnes sur 114 délégués prévus pour l’AGE. Une forte pluie a empêché les délégués de 14 OB à prendre part à ces assisses. Les élections des membres du comité directeur et de la commission de contrôle de REPAM se sont bien déroulées : 17 candidats ont concouru pour le comité directeur et 3 candidats pour la commission de contrôle. 9 producteurs ont été élus tour à tour au suffrage universel pour le comité directeur au poste de président, vice président, Secrétaire, trésorier, conseillers semence, genre, social, économique et défenses des intérêts. Les 3 candidats pour la commission de contrôle ont été élus. Il est difficile d’évaluer actuellement si ces actions seront durables et si REPAM maintiendra cette procédure dans l’avenir. REPAM a intégré dans son plan stratégique le rajeunissement du mouvement en s’inspirant des échanges avec Landelijke Gilden. 1. Renforcement des capacités des Partenaires. Les équipes exécutives de tous les partenaires (CEP, MBONGWANA, COOPEC CEAC TSHELA, COOPEC CEAC LUKULA, COCAMA et REPAM dans le Bas-fleuve, CADEM, PREFED et MEC IDECE NIOKI dans le Maï Ndombe, MEC IDECE Kinshasa et COOPECMAKIN à Kinshasa) ont été renforcées au cours de l’an 2012 par l’équipe multidisciplinaire de Trias RDC. Ce renforcement des capacités a aussi concerné les comités directeurs des partenaires MBO REPAM, COCAMA et les dirigeants des COOPEC. Le REPAM et la COCAMA ont été appuyés dans la révision de leurs manuels des procédures administratives, comptables et financières. 2. Relation entre partenaires locaux Les réunions trimestrielle organisées au niveau de la zone mettent ensemble les coordinateurs et les gérants des structures partenaires autour du responsable de zone et leur permettent d’harmoniser les calendriers d’intervention sur le terrain, d’échanger sur les approches et d’évaluer le niveau de réalisation des résultats de chaque partenaire. En général, elles ont permis d’évacuer beaucoup de zones d’ombre et elles ont facilité la complémentarité entre les partenaires. L’équipe exécutive de Mbongwana a accompagné les animateurs de REPAM sur le système PSE et les thématiques organisationnelles. Les animateurs de REPAM servent parfois de relais des COOPEC dans la diffusion des messages auprès de producteurs compte tenu de l’éloignement de ces derniers par rapport aux sièges ou aux agences des COOPEC. LISTE DE CAS NORD/SUD RÉUSSITE Des élections pour un meilleur avenir de REPAM A l’assemblée générale de REPAM en mars 2012, les membres ont exprimé quelques soucis par rapport au leadership de leur organisation et ont exigé des élections. La visite de Landelijke Gilden a permis de mieux préparer des élections qui ont eu lieu à la fin de l’année. Il a été particulièrement intéressant de pouvoir échanger là-dessus et de préparer les élections avec des membres de Landelijke Gilden qui organisent cela depuis des années et qui connaissent les avantages et les pièges de chaque approche. Sans distinction ou imposition, les membres de LG et de REPAM ont travaillé ensemble sur la définition des responsabilités des membres du conseil de REPAM et sur l’organisation des élections à travers un exercice de simulation. Les membres de REPAM ont largement apprécié cette approche et la plus value que ces ateliers ont créée pour le développement organisationnel de REPAM. Jusque là, REPAM avait retenu son premier conseil d’administration par ‘consensus’ : une approche qui est toujours défendu par certains, mais maintenant combattu par d’autres. Cette approche n’était pas claire, et risquait de favoriser des membres autoritaires auxquelles personne n’oserait s’opposer en public mais que personne ne supporte. Plusieurs membres ont donc bien accueilli l’approche des élections démocratiques (voter en secret). Selon les conseillers de Trias, le fait d’aborder ce sujet à travers une méthodologie qui favorise l’échange entre « peer» - plutôt qu’à travers des conseils ou des formations – a permis une acceptation plus douce et facile par les membres et les leaders non favorables aux élections. Pour certains membres de REPAM, le fait d’avoir organisé des élections démocratiques (pas très courant dans le milieu) fait également la fierté de l’organisation. ÉCHEC Echange sur le genre, la diversité et la jeunesse peu réussie Malgré que le genre et la diversité ont été retenus comme thèmes d’échange entre Landelijke Gilden et REPAM par les deux parties, les échanges n’ont pas été fructueux et le partage sur ce thème n’a pas eu une réelle valeur ajoutée. Du côté de Landelijke Gilden, la vision sur comment traiter les thèmes (surtout en ce qui concerne le « genre ») ne semble pas encore largement partagé entre les membres. Les 10 participants de Landelijke Gilden à la visite d’échange étaient d’ailleurs tous des hommes. Du côté de REPAM, dans les monologues des jeunes et surtout des femmes, les difficultés ont été exprimées durant la journée thématique relative au thème. Cela créait de petites frustrations chez les participants masculins et ne favorisait pas un débat sur le sujet. Les femmes ont profité de l’occasion pour décrire leur situation difficile, parfois même d’une manière stéréotypée. Le partage de leurs difficultés était perçu plus comme un moment par excellence pour se décharger sans que cela soit réellement lié aux actions menées par les femmes pour échapper à ces difficultés et améliorer leur position dans la société et vis-à-vis des hommes. Très peu d’actions planifiées dans l’avenir ont été partagées. En plus de cela, les participants qui étaient venus très nombreux n’étaient pas toujours au courant du sujet de la journée. Le nombre des participants et la traduction n’ont pas contribué à réaliser un réel débat sur le sujet. Il sied de noter que tant du côté de REPAM que de celui de Landelijke Gilden, le sujet n’a pas été très bien préparé et il n’existe pas encore un réel engagement sur le thème ou une politique concrète par rapport au thème. Résultat 1 86 délégués des 43 OB membres de REPAM ont voté pour la première fois d’une manière démocratique le nouveau conseil d’administration Activités & moyens La préparation de la visite, la méthodologie des 2 jours d’atelier (1er jour : Rôles et responsabilités des membres du conseil ; 2ème jour : L’organisation des élections dans une organisation des membres) a été réalisé par Trias et les conseillers de Landelijke Gilden. Un atelier d’harmonisation des éléments sortants de la visite de LG en vue des élections au sein de REPAM a été organisé. Après cet atelier, un guide pour la préparation et le déroulement de ces élections et un plan d’action ont été développés. L’AG élective a eu lieu le 27 décembre 2012. Résultat 2 En 2012, REPAM dispose d’un plan stratégique concerté et validé. Activités & moyens Définir les étapes à parcourir dans l’élaboration du plan stratégique, le recrutement du consultant et les 2 premières étapes ont été effectuées en 2011. En 2012, les producteurs de 12 sections REPAM ont été consultés et se sont prononcés sur les différents choix effectués durant les ateliers de 2011. Un atelier de validation du cadre stratégique a été organisé concomitamment avec l’Assemblée Générale. A1.1 / Progrès principal au niveau des objectifs spécifiques Effet 1 L’estime de soi des membres de REPAM, grâce à la solidarité entre REPAM et Landelijke Gilden, a augmenté. Contribution des résultats à l’effet Il est clair que REPAM a pu améliorer (même d’une manière modeste) sa conception du nord à travers un contact direct avec des membres de Landelijke Gilden. Premièrement, cela a renforcé directement des membres de REPAM dans leur estime de soi : il n’est pas impossible d’échanger à pied égal avec des membres d’une organisation du Nord. Les délégués de LG ont même accepté des conditions de logement très basiques et ont passé la nuit dans des villages. Les membres de REPAM ont aussi découvert que le métier de l’agriculture ne doit pas être vu comme un métier par ‘faute de mieux’ et que même en Europe, les agriculteurs connaissent (et surtout ont connu) plusieurs difficultés. Cela a même des effets au niveau de l’organisation : le passage et l’échange avec Landelijke Gilden a réconforté REPAM dans ses actions et comme acteur dans son milieu. Plusieurs résultats ont contribué à cet effet : la visite d’échange avec des échanges dans des villages, le passage dans des familles, les ateliers sur l’organisation des élections au sein de REPAM, la restitution de la visite afin d’atteindre un plus grand publique. Impact potentiel sur les objectifs généraux Grâce à l’augmentation de la portée de leurs activités, les partenaires MFI permettent à ce jour à 12.814 microentrepreneurs et petit agriculteurs familiaux (Bas-fleuve 7.379, Kinshasa 5.435) d’avoir accès aux services d’épargne et de crédit dans leurs zones d’intervention. Cette épargne et les crédits qu’ils obtiennent leur permettent d’avoir les moyens financiers supplémentaires pour accroître leurs activités de production, de transformation et commercialisation. A travers le développement de leurs activités, leurs revenus augmentent, ce qui contribue à l’amélioration de leur sécurité d’existence. Comme illustration, les OB REPAM section Tsinga bénéficiaires des services intégrés – transformation de manioc de qualité, crédit financier, organisation de la commercialisation – ont augmenté leur mobilité avec l’acquisition des motos TOYO. L’augmentation croissante du volume des produits agricoles de qualité commercialisés par les producteurs leur permet d’atteindre des marchés rémunérateurs et d’augmenter leurs revenus. L’évolution de l’expérimentation de la vente d’huile première presse et l’entrée dans les marchés de niche permettront aux producteurs membres de CLD d’augmenter leur revenu. Progrès principal des thèmes transversaux GENRE L’effectif des femmes dans les structures MBO a augmenté : REPAM : de 592 femmes en 2011 à 755 en 2012. PARTICIPATION Les partenaires d’exécution et à la base ont participé à l’amélioration des stratégies opérationnelles du programme lors des ateliers d’évaluation et de planification annuelle et trimestrielles. Ils ont aussi participé à la définition des stratégies de sortie au cours de l’atelier sur la durabilité. Les producteurs membres de REPAM ont contribué à la construction des dépôts avec l’apport de deux terrains et du matériau local DURABILITÉ La stratégie d’exit au niveau des OB, CLD et les MBO est basée sur l’appropriation des actions du programme sur le plan technique agricole et de gestion, organisationnel, commerciale et des épargnes. L’agrimultiplication portée par les OB REPAM, le monitoring des prix, la recherche des marchés et l’organisation des ventes groupées pris en mains par les RC, l’exécution par les OB des plans d’action avec impact dans les ménages des membres et le plan stratégique de REPAM vont dans le sens de cette appropriation. Leçons apprises Les plans d’action avec impact dans les ménages des membres des OB sont un puissant levier de dynamisme, de cohésion et de durabilité au sein de l’OB. La multiplication des semences de maïs et d’arachide par les organisations des producteurs doit être précédée par une étude des besoins en semences des producteurs et la détermination des modalités de satisfaire ces besoins. REPAM ne doit pas envisager la vente des semences aux membres des OB par les agrimultiplicateurs comme une possibilité : la mise en place d’une stratégie claire de multiplication et de diffusion des semences de maïs et d’arachide s’impose. Points d’action La multiplication des semences de maïs et d’arachide au sein de REPAM requiert une stratégie affinée. La gouvernance au sein des OB REPAM doit être améliorée pour favoriser la participation des membres à la gestion et à l’exercice du pouvoir. L’accompagnement des OB dans la révision et l’exécution de leurs plans d’action exige le recyclage ou le remplacement des animateurs de REPAM pour plus d’efficacité. L’application du système PSE mis en place doit être effective au courant de l’année 2013 à tous les niveaux pour faciliter la collecte des données et la prise de décision. Ceci passe par l’application des procédures élaborées par les partenaires. Le choix des dirigeants de bonne moralité et compétents, disposés à gérer les structures accompagnées pour le bien des membres, nécessitera davantage l’implication du programme. ACDIJ NL-KVK-41048542-5590 Seguridad alimentaria y comercialización asegurado desde la organización comunitaria. ACDIJ es una organización legalmente establecida, de base comunitaria en la que los grupos de base se unen para formar la organización de base, pertenecen a las etnias indígenas de Guatemala, Q’eqchí y Poqomchí de origen Maya. Aglutina en su mayoría a mujeres asociadas, productoras de hortalizas de clima frio, envasados de mermeladas y artesanas tejedoras de telas típicas. La producción agrícola en los años anteriores ha sido para la seguridad alimentaria y venta de excedentes, saliendo de la pobreza. Ahora se preparan para la comercialización empresarial en cadenas productivas, de valor y el trabajo en DEL. Los objetivos del presente proyecto son: • 196 mujeres y 81 hombres de ACDIJ tienen acceso a servicios de desarrollo empresarial y microfinanzas, enfocada en cadenas productivas y de valor para su comercialización colectiva de hortalizas embasados y tejidos. • El grupo meta 277 beneficiarias/os está mejor organizado en organizaciones democráticas e independientes. En cada una de las comunidades, (grupos de base), así como la gobernabilidad democrática y transparente en sus órganos directivos principalmente. • El grupo meta (277 directos/as) está mejor insertado en los procesos de desarrollo social y económico y puede incidir en estos. Articulado con los consejos comunitarios de desarrollo, llevando hacia la empresarialidad, la comercialización y la sostenibilidad, (3,987 indirectos). La organización y los proyectos se gestionan, dirigen y administran por el grupo meta con sus niveles de estructura desde los grupos en las comunidades (asamblea general de beneficiarias asociadas), equipos de trabajo, hasta la Junta Directiva. En los proyectos anteriores se ha logrado fortalecimiento organizacional e institucional, pensamiento estratégico, enfoque de sostenibilidad. Barrio centro de Purulhá, departamento de Baja Verapaz Guatemala Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 01. Member participation Aid grant excluding debt reorganisation 33174.72 21274 money is disbursed directly to the implementing organisation and managed by them EL proyecto se refiere al aumento de la participación de la población maya queqchí y pocomchí, membresía de ACDIJ, en las actividades orientadas a la comercialización, el desarrollo empresarial, fomentando el fortalecimiento organizacional y la participación en la dinámica, económica y social del Municipio de Purulha en Baja Verapaz, Guatemala. El grupo meta de ACDIJ tiene más acceso a servicios adecuados, pertinentes y de calidad de una manera sostenible e integrada. Con la asesoría de una técnica contratada bajo supervisión la ong ADP contraparte de Trias se apoyó en mejorar la calidad de la producción artesanal de las mujeres: en las jaleas se orientó a mejorar el control del costo de la transformación y envasado; también se invirtió en mejorar y ampliar la distribución y los puntos de venta con los restaurantes y hoteles del Municipio de Purulha. Las mujeres artesanas (11) fueron reforzadas para la diversificación de los tejidos y se estimuló el intercambio con otras organizaciones de artesanos. Los grupos de mujeres con el apoyo de ADP estan explorando la posibilidad de avanzar hacia la empresarialidad, incursionando en producción tradicional de pollos de engorde, fabricación de velas y proyectos de panadería. Trias decidió no apoyar en 2012 el rubro de asistencia técnica para la producción agrícola hasta definir consultadamente con la membresía cuál sería el rubro productivo a trabajar organizadamente como una apuesta conjunta. Es de mencionar, directivos de ACDIJ insistieron en iniciar la siembra del ejote francés para la exportación, un producto para el cual no había información y análisis suficiente, no es necesariamente agroecológico y para el cual no había proyecciones de producción y cálculos de factibilidad. Adicionalmente, ACDIJ negoció por su cuenta con dos intermediarios, Productos verdes La Divina Providencia y un agroservicio para que facilitaran créditos en insumos a un grupo de socios, respaldados financieramente por ACDIJ. El riesgo que implicaba la acción sumado a la falta de información oportuna desestimuló la continuidad del apoyo de Trias. La situación será evaluada conforme avance el diálogo estratégico. En 2012 se contrató una firma especializada para analizar la situación económica de la asociación, el análisis reveló que en cuanto a los servicios principales de ACDIJ, la membresía se asocia principalmente por el servicio de crédito y en segunda instancia para vincularse a otros beneficios diversos y de corto alcance que se distribuyen desde la asociación. El servicio crediticio no ha sido estructurado y registrado conforme a la legislación local por lo que requiere articular un esfuerzo desde la concepción de la organización y el modelo de gerencia adecuado a una asociación comunitaria para garantizar la sostenibilidad. El grupo está mejor organizado en organizaciones democráticas: En cuanto a capacidades de los órganos de coordinación: fueron capacitados mediante talleres, los miembros de la Comisión de Vigilancia y reasumieron su rol. En cuanto a participación de las mujeres, ACDIJ tuvo vinculación en la Defensoría Indígena donde ejercen su liderazgo dos socias que actúan como delegadas. El estudio realizado en 2011 reveló un insuficiente diálogo y consulta con las bases, a pesar de la realización de asambleas para facilitar información del desempeño anual de la asociación. Este hecho respaldó la decisión de echar a andar un proceso participativo de consulta sobre la visión de futuro, los rubros que sería significativo trabajar conjuntamente como asociación, las áreas que organizadamente pueden trabajarse a beneficio de la población joven, las mujeres y de un cambio en las relaciones entre hombres y mujeres (género). En cuanto a sostenibilidad relacionada con aportes de donación. ACDIJ trabajó en la gestión de cooperación financiera tanto con la municipalidad como en instancias privadas como FUNDAZUCAR. Los resultados no fueron positivos; la sostenibilidad económica de ACDIJ es frágil, a esto se añade el liderazgo poco proactivo de la actual Junta Directiva. Las expectativas de aumentar la membresía con dos nuevas comunidades se disiparon debido a que el interés de asociarse de estos candidatos y candidatas era lograr crédito del fondo revolvente, lo cual según se analizó no era posible. ACDIJ participa mejor en procesos DEL e inciden en estos. En cuanto a la promoción del Desarrollo Económico, ACDIJ participó activamente en el diálogo con la municipalidad para reactivar las Comisiones de Fomento Económico, Turismo, Ambiente y Recursos Naturales como una puerta de entrada para dinamizar DEL. Todavía hay desconocimiento de cómo gobernar empleando esta estrategia de desarrollo local y una cultura muy instalada de beneficiar a la población con regalías; la activación de la comisión no logró el propósito en 2012; sin embargo, abrió el panorama sobre cómo emplear los instrumentos legales existentes para interactuar con el gobierno municipal, articular propuestas y demandar otro tipo de servicios distintos al asistencialismo. KIDFA NL-KVK-41048542-5915 Mainstreaming gender in the sunflower value chain in Kitgum district Kitgum DFA member households reflect improved livelihoods through improved Sunflower value chain performance and income security due to improved gender relations. Project specific objectives: 1. To build the capacity of KIDFA staff and leadership (Board) to effectively implement gender responsive interventions within its activity operations by the end of the project in July 2013 2. To train and strengthen capacity of 240 groups with 25 members; 6000 households 12,100 farmers (5800 women, 5500 men, 500 male youth and 300 female youth) with gender knowledge in sunflower producing households by end of July 2013; 3. To facilitate gender equitable access to production resources of KIDFA member households so as to increase on yield, production/productivity and income security for both men and women involved in sunflower value chain 4. To document experiences, best practices and share lessons learnt during the three year project implementation period Uganda Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 16. Marketing Aid grant excluding debt reorganisation 33505 25000 money is disbursed directly to the implementing organisation and managed by them To build the capacity of KIDFA staff and leadership to effectively implement gender responsive interventions, 20 participants received trainings for two days on mainstreaming gender in all agricultural activities in the family. Nine board members were trained and eleven staff members. Board and staff have now the capacity to monitor and implement gender concepts on equality. They started visiting their groups with the aim of jointly planning (man and woman) in the family, both at sowing, as weeding, harvesting and marketing. Staff trained farmer groups who have been able to run the village savings and loan associations (VSLA) as well. Also training of change agents was conducted, 50 persons attended the training of which 21 (young) females. The change agents were trained on mobilization, facilitation skills and home visit approach. The change agents mobilized 240 groups for training in joint planning for husband and wife and the benefits of doing so. They carried out home visit to 198 families/couples. The change agents also collected data on domestic violence from 150 groups and counselled the couples. They supervised the VSLA during the saving period. In 96 households the family members implement the joint planning approach where husband, wife and children plan and implement as a team. 200 households committed to work together after training and started planning. KIDFA conducted a consultative meeting with the board and other stakeholders (CDO, District gender officer) in order to draft a policy document for gender equality and mainstreaming. CRCR NL-KVK-41048542-5725 Promotion de l'entreprenariat féminin addition 2012: Aujourd’hui, le CRCR regroupe plus 245 organisations de base dont 125 organisations féminines et 120 mixtes à travers les sept cercles de la région de Sikasso. Les organisations féminines comptent 3750 femmes. L’entreprenariat féminin rural est une notion de plus en plus reconnue, et au centre des préoccupations de CRCR. Encourager le développement des activités économiques des femmes par le biais de la promotion entrepreneuriale contribue à la croissance économique et offre des opportunités d’emplois. Il permet en outre d’améliorer le statut social, la formation et l’état de santé des femmes et de leurs familles. L’an 2012 est une poursuite du projet « Promotion de l’entreprenariat féminin » qui a débuté en 2011. D’un coté il est envisagé d’approfondir les acquis obtenus par les femmes inclus dans ce projet depuis l’année passé et de l’autre coté il est prévu d’étendre ce dispositif vers d’autres membres féminins. Or, comme l’année passée un diagnostic organisationnel a été fait, il est prévu pour le CRCR et les 7 Comités Locaux de Concertation des Organisations Paysannes (CLCOP) d’élaborer des plans stratégiques et de renforcer leur capacité en gestion financière. > 2011: Le Comité Régional de Concertation des Ruraux (CRCR) est une organisation paysanne créée en 1996 dont l’objectif principal est de représenter et de défendre les intérêts des producteurs et productrices de la région de Sikasso par la prise en compte de leurs préoccupations dans les politiques de développement rural. Il se focalise à: - Etablir les liens de solidarités entre les organisations rurales; - Permettre aux organisations rurales d’échanger sur les acquis de leurs propres expériences; - Favoriser le développement de la formation professionnelle, l’assistance technique, l’animation et la commercialisation au profit des organisations rurales; - Appuyer le renforcement institutionnel des organisations rurales; - Promouvoir une plus grande solidarité entre les ruraux grâce à une définition claire des aspirations et objectifs communs à soutenir auprès des pouvoirs publics. - Collaborer avec les pouvoirs publics pour la définition et la mise en œuvre des politiques visant le monde rural. Dans la région de Sikasso, le CRCR compte 8.173 femmes réparties entre 111 OP féminines et 107 OP mixtes. Ces organisations de base sont regroupées en réseaux de producteurs (Unions des producteurs et productrices). Ces Unions à leur tour sont regroupées dans des Comités Locaux de Concertation des Organisations Paysannes (CLCOP) qui sont les représentations préfectorales du CRCR. Dans le cadre de la mise en œuvre de son plan de communication, le CRCR a mis en œuvre un projet d’information et de communication appelé Jèkafo Gèlèkan en 2006 dans l’objectif de pouvoir participer efficacement aux débats sur les politiques agricoles dans la région de Sikasso, au Mali et en Afrique de l’Ouest. Pour sa mise en œuvre, le CRCR a bénéficié de l’appui technique et financier de IICD et – à partir de fin 2008 - d’Agriterra, ce dernier concernant le renforcement des capacités du CRCR et de ces démembrements. A part du renforcement des CLCOP (en visibilité et autonomie financière), ce renforcement a contribué à une plus grande participation des femmes aux activités des OP et à une plus grande organisation groupé autour des activités génératrices de revenus et de commerce. L’entreprenariat féminin est une notion de plus en plus reconnue. Encourager le développement des activités économiques des femmes par le biais de la promotion entrepreneuriale à une forte incidence positive : il contribue à la croissance économique, offre des opportunités d’emplois et permet d’améliorer le statut social, la formation et l’état de santé des femmes et de leurs familles donc des communautés. Ce projet s’inscrit dans le cadre du plan d’action global 2011 du CRCR, qui porte 8 volets différents : 1) le renforcement des capacités du CRCR, 2) communication, 3) formation, 4) plaidoyer, 5) promotion de l’exploitation familiale, 6) genre, 7) partenariat et 8) suivi & évaluation. Le plan global est appuyé par plusieurs partenaires techniques et financiers (locaux, nationaux et étrangers). L’objectif global de ce projet est la réduction de la pauvreté par l’amélioration durable des conditions de vie des femmes rurales de la région de Sikasso. Plus spécifiquement, ce projet vise à : • Aider les femmes entrepreneurs en milieu rural et celles menant une activité génératrice de revenus à mieux se professionnaliser selon leur domaine d’activités commerciale, à accroitre leur capacité de compétitivité; • Renforcer les capacités des femmes entrepreneurs en milieu rural et celles menant une activité génératrice de revenus par des formations aux techniques de base en gestion administrative et financière d’une entité commerciale et en alphabétisation; • Renforcer les organisations féminines en matière de leadership pour leur permettre de mieux défendre et promouvoir leurs sœurs. Promotion de l'entreprenariat féminin à Sikasso Wayerma II Sikasso Mali Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 06. Diversity policy Aid grant excluding debt reorganisation 33645 30280 money is disbursed directly to the implementing organisation and managed by them L’an 2012 est la deuxième année de support au Comité Régional de Concertation des Ruraux (CRCR) dans le cadre de la promotion de l’entreprenariat parmi les femmes dans la région de Sikasso au Mali. L’objectif global est réduire la pauvreté par l’amélioration durable des conditions de vie des populations rurales de la région de Sikasso. L’an 2012 se concentrait sur la consolidation des acquis obtenus en 2011 parmi les femmes par rapport à l’entreprenariat, d’inclure d’autres organisations féminines membres de CRCR dans ce projet et de renforcer les structures intermédiaires (entre le CRCR et l’organisation paysanne à la base) sur le plan gestion financière et la planification stratégique dans le but d’intégrer une culture d’entreprise. Le CRCR a fait un grand pas en avant par rapport a l’esprit entrepreneurial parmi ses membres et au sein de l’organisation même. Les sept structures intermédiaires, qui accompagnent les organisations paysannes à la base (245 au total) dispose d’un plan stratégique pour la promotion de l’entreprenariat rural. Le CRCR au niveau fédérale dispose également d’un plan stratégique. 23 organisations de femmes ont élaboré chacune leur plan d’affaire et à base de ceci elles ont essayé de se lier aux institutions de finance. Des contacts sont en cours avec la Banque Nationale de Développement Agricole et Oikocredit. Certaines organisations paysannes ont réussi à élaborer des contrats avec des commerçants pour des produits transformés à travers de leurs unités de transformation. Aussi, la collaboration entre le CRCR et les autres acteurs s’est beaucoup améliorée. Des relations sont établies avec le gouvernement local, des institutions de micro finance, mais aussi avec d’autres bailleurs. Sur le plan d’adhésion, 27 nouvelles coopératives féminines (733 femmes) ont adhérés le CRCR, ce qui amène le nombre de coopératives à 245 au total. Pour l’an 2013 il est nécessaire de poursuivre la professionnalisation des entreprises féminines à travers i) un accompagnement des organisations féminines et unités de transformation, ii) un renforcement de capacité des formatrices endogènes, iii) un appui à la promotion des entreprises, iv) la poursuite de négociation avec les institutions pour le financement des plans d’affaires et v) un bon suivi en termes de gestion financière au différents niveaux de l’organisation CRCR. FOPAC-SK NL-KVK-41048542-5924 Lobbying et Plaidoyer pour la sécurisation foncière des petits producteurs La Fédération des organisations des producteurs agricoles du Congo au Sud-Kivu « FOPAC SUD-KIVU » est une organisation provinciale créée le 14 février 2006 pour une durée indéterminée. Son siège social est établi à Bukavu, avenue Mbaki au N°19A, dans la commune d’Ibanda. C’est une organisation Paysanne fédérative de 4ème niveau enregistrée au ministère de la justice sous le N° F.92/10848. La FOPAC SK a comme vision : « valoriser les paysans producteurs agricoles et améliorer les conditions de tous les paysans en milieu rural et en particulier celles de la femme ». Sa mission est : « promouvoir les paysans producteurs agricoles par la mise en relation, la représentation, les lobbyings, les plaidoyers, les échanges et les rapprochements de façon à contribuer à la réalisation de toute action de développement sur demande de ses membres et à travers ses membres. Son objet social est : - La constitution d’un cadre de concertation et de renforcement des capacités des OPA membres ; - La protection des OPA membres - La mise en place des stratégies de sécurité foncière et celle de l’agriculture durable ; - La facilitation du développement économique de ses membres Le Plan d’action 2012 a surtout une attention spécifique sur: Influencer les décisions prises à tous les niveaux en faveur des producteurs agricoles membres des OP avec comme activités: 1. Vulgariser la loi portant principes fondamentaux de l’agriculture (code agricole) 2. Faire un état de lieu sur la problématique foncière (dans 3 territoires) 3. Sensibiliser les membres des OP sur l’acquisition des titres fonciers 4. Organiser 2 tables rondes entre : Agriculteurs, éleveurs, autorités sur l’agriculture (espaces protégés, résolutions de conflits entre éleveurs et agriculteurs, protection des boisements, réaffectation du sol impropres à la culture) 5. Faire le monitoring pour identifier les taxes et barrières illégales à travers 5 territoires (Walungu, Kabare, Kalehe, Uvira, Fizi), 6. Faire un atelier d’actualisation et de validation du document sur les taxes et barrières illégales devant nous servir pour plaidoyer envers les autorités tant locales, provinciales que nationales est produit, B.P. 138, Cyangugu, Rwanda Bukavu Congo, dem. rep. of Dutch Ministry of Foreign Affairs WA3 Policy elaboration & advocacy Deliverable 09. Participatory policy formulation Aid grant excluding debt reorganisation 34745 36989.18 money is disbursed directly to the implementing organisation and managed by them L’année 2012 a marqué pour la FOPAC SK l’installation d’un nouveau secrétariat avec un nouveau élan. La FOPAC a conduite des actions de lobby et plaidoyer au niveau de l’accès à la terre (sécurisation des terres) et sur des taxes agricoles (souvent illégales). La FOPAC a obtenu la suppression de 15 barrières illégales. le suivi de l’action continue. Les producteurs agricoles sont informés davantage sur le contenu du code agricole qui régis les principes fondamentaux du secteur agricole en République Démocratique du Congo. Les outils de vulgarisation du code agricole sont disponibles chez le producteur agricole. Les documents de plaidoyer sur les problèmes que rencontre le paysan dans l’exercice de son métier sont rendu disponibles et constituent le repère aux autorités pour les décisions en faveur du producteur agricole. La FOPAC a renforcé son rôle de d’ interlocuteur valable des producteurs agricoles du Sud-Kivu auprès des instances différentes en ce qui concerne leur promotion ainsi que la défense de leurs causes et y recourent. Les différentes réflexions des producteurs agricoles, ses revendications ainsi ses doléances sont vite canalisés auprès des autres parties prenantes au secteur de production agricole et trouvent l’écho favorable en partie ou en totalité. Les changements sont bien susceptible de mener à l’attente des objectifs et de l’impact désiré dans la mesure où toute les parties prenantes trouvent un espace d’échanges et de partage de l’expérience en faveur des producteurs agricoles (les autorités publiques, les autorités locales, les organisations des producteurs agricoles,…). Cela étant, tout le cadre d’échanges devient aussi un cadre de prise de décision, de suivi et d’évaluation des résolutions mise en œuvre. Avec l’appui en formation sur la formation FACT (Farmers Advocacy Consultation Tool) la FOPAC pourra d’avantage améliorer ses actions de lobby (consultation avec ces membres) et améliorer ces stratégies de plaidoyer. Agriterra arrêtera son appui financier mi-juin 2013 suit à sa politique de limiter le nombre des clients dans la domaine de défense d’intérêts. Madfa Sacco NL-KVK-41048542-5594 Credit facilities for market-oriented farmers groups in the maize and cassava value chains in Masindi Masindi District Farmers’ Association (MADFA) started a Savings and Credit Society in 2005, to organize the farmers to build a culture of saving and also access loans. The aim was to increase food production and security as well as increased incomes to eventually reduce poverty. This is how Masindi District Farmers’ Association Savings and Credit Co-operative Limited (MADFA SACCO) came into existence. MADFA SACCO is a farmers’ owned, used and managed financial institution. The SACCO acquired legal status from the Registrar of Cooperatives in June 2005. In the period 2008 – 2011 it tripled its savings and portfolio size. In the new project Madfa Sacco aims to cover 325 farmer groups that have access to and use financial services to increase their production and marketing. The farmers groups are part of Madfa District Farmers' Association, which supports the farmers in the development of their production and marketing activities. Masindi Port Road Masindi Uganda Dutch Ministry of Foreign Affairs WA4 Farmerled economic development Deliverable 13. Farmers' access to resources Aid grant excluding debt reorganisation 34780.11 36896 money is disbursed directly to the implementing organisation and managed by them This project is about Madfa Sacco’s support to farmer groups in increasing investment in their agro-enterprises and to improve Madfa’s services to its members. In 2012, Madfa Sacco showed a portfolio growth from UGX 600 mio (approx. Euro 184,000) to UGX 800 mio (approx. Euro 245,000). In 2012, 300 groups were targeted and Madfa Sacco managed to reach out to 287 groups. Mobilization of the groups by Madfa and centralized trainings, existence of friendly loans & savings products and improved staff skills made it easier for the SACCO staff to reach out the groups. Although Madfa Sacco mobilized Out of the 287 groups that were capacitated in internal savings and internal credit, 141 groups were able to access repeat loans for their enterprises. The 2012 target for Madfa Sacco’s members was 7890 and 6779 was realized. There were high expectations backed by the idea of opening another branch which was indeed done during 2012. With an intensive strategy of mobilising membership during the 2013, by using of community mobilizers, recruitment of operations manager (through aBi support) and the existing methods, it’s expected that the Sacco’s membership shall further increase. Although credit capital was limited, Madfa Sacco managed - with the support of Trias to continue engaging with a private investor to invest credit funds in the Sacco (a total envelope of Euro 50,000 as a revolving fund). The percentage of women assessing financial services remained stable with 39% of the active clients in 2012. The Sacco does not have a specific gender policy in place, but makes use of the gender-sensitive approach of the District Farmers Association, whose groups the Sacco is servicing. The partnership with AMFIU provided capacity building to the Sacco staff (the accountant and the branch Head) in financial analysis. It helped them improving their reporting and report analysis. The SACCO sent a representative during the AGM of AMFIU and Mid-north private sector who asked for the rights of the SACCO in the respective bodies since it had been neglected. This attracted AMFIU to send a consultant to make a case study on Agriculture financing in Uganda to our SACCO which feedback is yet to be got but it is expected that it will benefit the TG as well. The coordination and harmonisation created during meetings among partners (MADFA, SACCO, Local government and Trias) enabled the SACCO to keep by her Vision and Mission and negotiate for her rights. The project contributed to the longer term goal, but achievements so far have shown that additional credit funds with increased organizational capacity of the Sacco are needed to serve a bigger number of farmer groups. The additional support of aBi Trust Fund in 2012 alleviated some of these constraints. The main lesson learnt is that strengthening and professionalization of the SACCO contributed to the reduction of the high operational costs and consequently increased the operational self sufficiency (OSS) and reduced PAR (Portfolio At Risk). LELBREN NL-KVK-41048542-5637 Creating supply power for development In November 2010 Agriterra with support from a dairy expert from the Dutch dairy cooperative FrieslandCampina and upon request of SNV Kenya visited Lelbren Dairy Ltd. for the first time and concluded that - Professional management and good leadership offer good prospects for company growth and dairy development. - Though still young, the company has a strong drive to strengthen position of producers in the value chain . - There seems to be a clear match between the request for advice by dairy and other experts stemming from the Dutch agribusiness and services Agriterra can offer, including those via AgriPool. In January 2011 a three days company assessment took place in order to achieve an in-depth understanding of the practice and performance of Lelbren Dairy and also to jointly prepare a lean action plan as a roadmap leading to the development of a sound and investmentready business plan for Lelbren Dairy by the end of 2011. Lelbren Dairy collects milk from a large catchment area, some of which have fairly small quantities of milk. This complicates and increases the costs of collection of milk, and the time and other resources required to manage the milk collection and delivery. Evening milk is not being collected since the low evening volumes do not justify collection. Hired vehicles are used to collect all the milk since Lelbren Dairy does not own transport vehicles. An efficient and cost-effective collection system through intake and cooling facilities near the farm members is a critical motivation attract, encourage & maintain loyal members to ensure a reliable supply of quality raw milk. Furthermore increase in productivity/member and competitive price levels are expected to contribute to growth milk intake. In 2011 Lelbren aims to address specific aspects related to (1) production, (2) supply chain (3) market and (4) organisation. As stated earlier, an action plan has been developed covering numerous activities foreseen to take place in 2011 such as: - Change and formalize the change of business entity from a Private Company to a Public Limited Company - Increase sense of patronage by members through meetings and improved information flows. - Strengthen leadership and management of LELBREN through training, improving and finetuning strategy, structures, systems and policies and installing software for financial management - Increasing productivity through farmers education and training (Farmer Field Schools) and setting up of an effective and sustainable extension services - Development of an investment ready business plan for improving the supply chain and its management by installing milk cooling and feedstore facilities in the rural areas - Conduct a market study to analyze the market and make recommendation on the future business focus for Lelbren in terms of bulking and/or processing in order to decrease dependency on 1 buyernamely New Kcc. Lelbren Dairy, SNV and Agriterra agreed to deliver the following targets by the end of 2011: - Average payout in KES/ from 9000 in 2010 to 11000 in 2011. - Increase in active membership from 1400 (2010) to 2000 (2011) - Average intake per day in kgs from 12000 (2010) to 15000 (2011) - No. of farmers accessing training through farmer field schools from 400 in 2010 to 1000 in 2011 - 1 investmentready business plan for improvement of supply chain - 1 market study with possible scenarios for strengthening position of Lelbren in the dairy value chain - Lelbren officialy registrated as a public company limited by shares For 2012 the following activities are foreseen: - Training of board members - Training of management - Training of staff - Set up 8 Farmer Field Schools, hold farmer field days, training of 18 model farmers - Conduct a farmer needs assessment - Set up an effective and sustainable extension system - Design a cost effective milk collection plan - Development of business plan Kenya Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 36824 29460 money is disbursed directly to the implementing organisation and managed by them Below an oversight of project activities. However, overall milk volume droppes dramatically from 5,427,475 kg in 2011 to 2,922,739 kg in 2012 (-46%). This reflects the internal issues of Lelbren. Project activities: • Induction training was conducted, 5 Board members attended, only 1st subject on Board role was covered, handbook was given, Board needs considerable more progress • Project managers were hired: Mr. Egesa Mangeni (for 15 days, but resigned after 3 days) and Mr. Wilfred Chepkwony (5 months). Though the initial plan was to get the project managers to assist in implementing the 21 projects, the role of the project managers was changed by the pressing conditions in the company. • 3 farmer field days were held at; Lessos 27/9/2012, Siwo 10/10/2012, Chuiyat 31/10.2012 • AGM was held on 3/2/2012 to approve audited financial accounts 2009 and 2010, 2 new directors were elected and 1 was re-elected. Audit 2011 was completed in May 2012; • HR & Admin manual is completed, Standard Operations Procedures manuals for the milk collection process and for store operations are completed • A training for management was conducted on: Cash flow management, budgeting, leadership, business planning. Training was good, implementation is still a challenge • Training staff: Only training of 5 route clerks on milk handling and quality was done • 2 Farmer Field Schools established per zone (8 planned) Farmer training activities carried out in October, November, December. 18 model farmers selected, only 10 went for training, but only 5 continued to start up TOT • Farmer training need analysis conducted in September 2012 by Mr. James Nyambane and Ms Julian Chepchoge. • Trainings on how to increase productivity carried out using 2 engaged training service Providers (extension officers) • Report on extension model was elaborated; a hybrid model of extension was advised and implemented; in house extension department not in place yet. Activities not done • Staff training Customer Service & care, effective Team work & loyalty • Training farmers on good hygienic & clean milk production & handling • training of farm workers & transporters on good clean & hygienic milk handling Lelbren will be on hold until a formal reaction on Agriterra’s proposition to hire an interim manager and to change the composition of the Board members who do have a conflict of interest. Trias NL-KVK-41048542-5908 Structuration de la Confederation Nationale de Producteurs Agricoles du Congo (CONAPAC) Addition 2013 Apres une année d´existence la CONAPAC vient de s´installer et remarqué au niveau de l´arène Agricole comme voix des Paysans Congolais. Au cours de l´année 2013 CONAPAC renforcera son organisation (structuration) avec une capitation de ces leaders et un renforcement de son bureau d´appui. CONAPAC sera accompagné par TRIAS (avec laquelle Agriterra a établi le contrat de financement) avec le but qu´en 2014 un appui direct à CONAPAC sera fourni. L´an 2013 se concentra sur les stratégies suivantes : Plaidoyer en faveur d´une agriculture familiale durable, autour des thèmes clés et des problèmes concrets vécus par les producteurs agricoles. Informations et communications systématiques Mise en relations des structures paysannes entre elles et avec les partenaires techniques, commerciaux et financiers. Renforcement des capacités des leaders des Organisations Paysannes membres. Les axe prioritaire de la CONAPAC en 2013 sont ; L´adoption et la vulgarisation des mesures d´application de la Loi Agricole portant principes fondamentaux relatifs à l´agriculture). La contribution aux travaux de la Commission Nationale de la reforme Foncière en assurant l´accès et sécurisation des terres des petits agricoles L´intérêt croissant du pouvoir public par rapport à l´agriculture et aux paysans (Budget, implication des Organisations Paysannes dans les programmes les concernant, prise en compte des avis des paysans dans les décisions) et la représentation des organisations paysannes dans les dialogues – événements nationaux, provinciaux et locaux. L´implication des Organisations Paysannes dans la gestion des routes locales (FONER) dans l´intérêt Une bonne circulation de l´information entre la CONAPAC, ses membres et ses partenaires Le renforcement de la structuration et du fonctionnement des Fédérations provinciales. Le renforcement des compétences des leaders paysans en plaidoyer (FACT, leadership) et en structuration du mouvement paysan. Les organes statutaires en place et fonctionnent selon les textes réglementaires (Statuts, règlement d´ordre intérieur, manuel des procédures administratives et financière) Un partenariat agissant avec le pouvoir public, le secteur privé et les autres acteurs de l´arène agricole (FIDA, Banque Mondiale, FAO etc.). 2012 La Confédération Nationale des Producteurs Agricoles du Congo en sigle « CONAPAC » est une organisation sans but lucratif des paysans producteurs agricoles constituée en date du 22 octobre 2011, conformément à la Loi n° 004/2001 du 21 juillet 2001, par plus de 300 paysannes et paysans et leurs organisations rassemblés à Kinshasa du 20 au 22 octobre 2011 au sein du 2e Carrefour Paysan. Il est important de voir l’évolution car au départ on est parti de la FOPAC NK on est passé par le Cadre National des Paysans et Producteurs Agricole du Congo CNPAC qui sera commué en CONAPAC la Confédération Nationale des Producteurs Agricoles du Congo dont la vision est : « Un monde paysan solidaire, professionnel et prospère» et sa mission de représenter et de défendre tant au niveau national qu’international les intérêts des producteurs agricoles congolais pour leur permettre de participer activement à la vie de la société et de s’y épanouir. Le premier Semestre 2012 fut essentiellement marqué par tous les travaux de constitution juridique de l’organisation, le premier conseil d’administration, une participation au débat sur la loi Agricole qui venait d’être promulguée, les différentes démarches au sein du ministère de l’Agriculture pour lancer la commission (et ses sous-commissions) sur les mesures d’application de la loi agricole, le lancement des ateliers d’AgriCongo – CONAPAC et le démarrage des travaux de la commission pour l’élaboration des mesures d’application de la loi portant principes fondamentaux relatifs à l’Agriculture en RD Congo. Une participation active dans le débat sur la loi Agricole qui venait d’être promulguée. La CONAPAC avait associé à ce débat ses partenaires du Nord et avait synthétisé ses vues dans un memo qui est aujourd’hui comptés parmi les documents de référence sur cette question de la loi agricole. La CONAPAC a su faire entendre la voix du producteur agricole du Congo. Pendant ce premier semestre, il y a eu plusieurs autres contacts dont les plus importants sont la rencontre entre les membres de la CONAPAC et le Ministre de l’Agriculture lors d’une audience qui a tourné dans un mini-atelier portant sur les défis majeurs de l’Agriculture au Congo. Cette audience fut suivie par une consultation par le Conseiller Principal du Premier Ministre en charge de l’Agriculture sur le lancement de la Campagne Agricole en Septembre 2012. C’est lors de cette consultation que la CONAPAC s’est vue confier la responsabilité d’identification des Organisation des producteurs qui peuvent participer à cette campagne. La participation à l’atelier de vulgarisation organisé par le Ministère de l’Agriculture Pêche et Elevage avait démontré comment la CONAPAC occupe aujourd’hui une place prépondérante parmi les acteurs dans le secteur agricole. (...less...) i. Les intérêts clés des producteurs agricoles sont défendus au niveau national
ii. Les producteurs agricoles sont davantage informés sur les lois et politiques agricoles
iii. Le mouvement paysan Congolais est bien gouverné Wetstraat 89 1040 Brussel Congo, dem. rep. of Dutch Ministry of Foreign Affairs WA3 Policy elaboration & advocacy Deliverable 12. Policy adoption Aid grant excluding debt reorganisation 39337 38387 money is disbursed directly to the implementing organisation and managed by them final results & observations La mission de la CONAPAC est de représenter et d’fendre, tant au niveau national qu’international les intérêts des producteurs agricoles Congolais. L’appui d’Agriterra a permis à la CONAPAC de réaliser des activités importantes pour son intégration sur l’échiquier économique national et de renforcer la cohésion en son sein particulièrement entre la direction nationale de la structure et les différentes fédérations provinciales. CONAPAC est représenté dans différents commissions qui permets de faire une lobby effective : commission code agricole, commission foncière, CAADP etc. Dès résultats ont été obtenu par exemple au niveau de l’appel d’offre pour des routes rurales dans laquelle les Organisation Paysannes (sur place) seront consultés. La visibilité de la CONAPAC en cette année 2012 a été telle qu’elle est reconnu par le Gouvernement et organisations (inter)nationales et qu’elle a reçu des sollicitations de la part du Gouvernement de la République et des organismes tels que la FAO et, le FIDA. En 2012 avec l’appui de TRIAS CONAPAC a commencer installer son bureau avec le recrutement d’un secrétaire exécutif et une secrétaire / caissière et la mise en place des procédures de gestion financière et ressources humaines. En même temps il y a eu des formations en leadership, permettant au leaders provinciales de jouer leurs rôles dans la bonne gouvernance des fédération provinciales membres de la CONAPAC. La planification triennale 2013 – 2015 a été faite par les membres du conseil dans laquelle les fédérations provinciales ont été consultés et CONAPAC prend vraiment en compte des besoins des fédérations provinciales. CONAPAC a montré une force au niveau de plaidoyer, néanmoins en ce qui concerne la gestion financière on a senti encore des faibles. Il sera nécessaire en 2013 d’envisager un renforcement de capacité en gestion financière pour les leaders paysans. L’appui de la CONAPAC passera en 2013 également par le biais du TRIAS (bureau Kinshasa) qui donnera une appui organisationnel. Au niveau de activités de lobby il est prévu de supporter la CONAPAC avec les formations en FACT (Formation Advocacy Consultation Tool) qui aidera la CONAPAC a mieux impliquer ses membres dans l’élaboration des propositions des plaidoyer. EAFF NL-KVK-41048542-5890 Improved linkages: transparency and participation in decision and policy-making on land governance (Nomadic) farmers and indigenous people are among the main direct stakeholders in land governance issues, since it is their land (be it according to customary or statutory rules) that is being governed. They have an immediate interest in participation, transparency, regulation and the formulation of alternatives (if called for). It is common knowledge that in the past years, much smallholder farmland has been acquired by other parties: both domestic and foreign investors. Particularly in the latter case the amount of land involved can be huge. This is not to say that all land deals are ‘bad’. Depending on local circumstances, the set-up (if any) of the negotiation process, the intentions and (strategic) objectives of the buyers and the theory and practice of land governance in particular countries, the outcome of a land deal can be more or less beneficial for the people ‘on the ground’. In any case, the impression is that negative outcomes are much more frequent, ranging from displaced people to former smallholders now living on their scarce savings or (if they are lucky) working for a modest wage on the plantation that came in the wake of the acquisition. Also, land acquisitions can limit people’s access to grazing and forested areas or water sources and damage the local ecosystems. The proposed research will examine the extent to which organized local rural people (with the term ‘local’ meaning ‘in-country’, not a low geographical level) can take part in policy-making on land allocation and the land re/allocation processes itself. It will take stock of the existing procedural issues of consultation, negotiation and consent, the mechanisms by which farmers and their organizations can be included in the decision making processes and understand their land rights. Last but not least, the research will investigate the vertical and horizontal linkages that formal and informal membership organizations make use of and how this results in organizations’ agency for actually influencing decision making. The research will be an exploratory case study in Uganda, with the specific district yet to be chosen. The research will be carried out by researchers under the supervision of the Eastern African Farmers’ Federation. See chapter 4 for a list of EAFF publications showing their capacity for this supervision. P.O. Box 13747-00800 Westlands-NAIROBI Uganda Dutch Ministry of Foreign Affairs WA3 Policy elaboration & advocacy Deliverable 09. Participatory policy formulation Aid grant excluding debt reorganisation 39858 37078 money is disbursed directly to the implementing organisation and managed by them Preliminary Findings of the study • Several farming communities have been impacted by poor land governance, however they are not registered members of District Farmer associations or UNFFE • UNFEE leaders at the national as well district levels are relevant for creating awareness about the problems that surround land governance and how they impact farmers • UNFFE has several inefficiencies in lobbying government and other relevant stakeholders in protecting land rights of farmers. There is a need to build capacity in this area • The land market and the state work hand in hand to evict farmers from their land. Compensation by the market for land ownership transfers are less than optimal whereas the state executes the coercive role of forcefully evicting tenants (the police). Court cases involving land often take ages to be completed (farmers don’t trust this process) • Several Stakeholders on land governance do exist, especially under the umbrella organisations of Uganda Land Alliance (ULA), a consortium of NGOs that lobby for land rights across Uganda.Note that o UNFFE is a member of this consortium but due to lack of capacity and well defined programs on land governance seldom raises issues concerning farmers o Save for the Plan for Modernization of Agriculture in Uganda, UNFFE has not played a key role in the formulation or implementation of such policies/programs. The enactment of the land law and land use policy was proceeded by participatory meetings where concerned parties voiced concerns for their respective constituents, however because UNFFE lacks the technical staff, it did not contribute meaningful (implying that views of farmers were not adequately included) o Land grabbing is seen to be taking place at both the high and lower levels  At the High end of the spectrum, big companies are acquiring land aided by government and evicting farmers forcefully  In the middle are the elites who use the ignorance of the farmers about land rights, purchase their land, compensate them poorly and take their land. This has been attributed to the costly process of processing administrative rights or using courts of law to obtain land titles  At the lower end, tenants previously evicted from elsewhere walk into land and forcefully encroach on it and request the president to intervene. Some land lords have lost land to squatters and public land such as forests and wetlands have not been spared. • Land governance decision making processes are indeed not transparent and are non-participatory in Uganda. This stems from the fact that:  All land laws/rules/regulations are written in a foreign language which local farmers cannot understand.  Different forms of land tenure tend to complicate procedures of handling disputes and transactions as one person moves from one part of the country to the other  Usually land transactions even where government is involved are handled in the dark with ‘orders from above’ approach. With minimal transaction information, farmers often bow to pseudo or real pressure.  In cases where several communities are asked to vacate land for an investor, there is no platform where such communities can seek redress other than courts of law, however they are often disorganized, poor, lack documentary evidence of land ownership plus local leaders are bribed in most cases. • Farmer Organisations such as UNFFE can play a key role in ensuring that land transactions/deals are transparent and do not oppress the peasant farmers. However UNFFE needs to build capacity in order to execute this role effectively. District Farmer Organisations look up to UNFFE for leadership on most issues, however not much happens • Government needs to recognize farmers as genuine partners in economic development and this will only be appreciated if FOs are strong enough to voice opinions of farmers and influence policy formulation and enactment and implementation IMBARAGA NL-KVK-41048542-5909 Promoting socio economic interests of Rwandan farmers in potato value chain IMBARAGA est une organisation de type syndical qui a été créée en mars 1992 à l'initiative propre des Agriculteurs et des Eleveurs du Rwanda. Elle est aujourd’hui reconnue juridiquement en tant qu’organisation professionnelle agricole depuis septembre 2006 (Voir JO N°17bis du 01/09/2006). C’est une organisation faîtière d’envergure nationale, c’està-dire que son action s’étend sur toutes les provinces du pays. La Fédération Imbaraga a pour mission d’assurer la défense et la sauvegarde des intérêts socio-économiques des agriculteurs et éleveurs en général et de ses membres en particulier. Notre vocation première est d'assurer la représentation des membres auprès de la Société civile et des Pouvoirs publics. Fort de son expertise dans la prestation des services à la base en partenariat avec différents acteurs notamment, AGRITERRA, CIP et IFDC, Imbaraga offre des services de proximité en faveur des producteurs de pomme de terre et maïs en Province du Nord et de l’Ouest ainsi que pour le compte des agro-dealers accrédités pour la commercialisation des intrants agricoles de qualité. Imbaraga vient de poser des bases solides dans ce secteur. On note surtout : - La défense des droits des paysans via la participation active à l’élaboration et la vulgarisation de la Loi foncière ; - La défense des prix rémunérateurs de la pomme de terre et maïs en faveur des producteurs du District de Musanze,Burera en province du Nord; et Nyabihu et Rubavu en province de l’Ouest. - Les membres d’Imbaraga qui se spécialisent dans la production des semences de qualité commerciale (pomme de terre, blé, maïs…) ; - La mise en place des coopératives pour l’accès aux intrants et la commercialisation de la production ; - Le progrès d’accès aux services financiers via les banques et Institutions de micro- finance (IMF) locales ; - La décentralisation des activités de la fédération Imbaraga jusqu’au niveau de la base (Villages, Cellules, …) via la nouvelle structure basé sur les farmer groups. La Fédération Imbaraga est considérée comme un interlocuteur représentatif et légitime des agro-éleveurs par les pouvoirs publics et par les agro-éleveurs mêmes Ces fondations sont solides mais les mécanismes de pérennisation ne sont pas encore en place. Dans ce plan, nous allons de notre côté renforcer les services endogènes de mobilisation et d’animation de nos membres a la base, c à d dans les farmer groups et sections de base, pour qu’ils servent de relais et d’agents de vulgarisation bénévole dans leur milieu d’origine. Pour accélérer les activités de transfère des innovations nous allons renforcer ces équipes de mobilisation par des animateurs ponctuelles payés par taches bien spécifiée. A ce niveau, nous pensons aussi gérer le centre de formation de Musanze de manière efficiente pour que les ressources qu’il génère puissent couvrir les frais de fonctionnement du réseau Imbaraga. Via les cotisations des membres, nous allons aussi construire un autre bureau en province du Sud pour limiter les charges locatives qui continuent de grever nos maigres budgets. Enfin, nous envisageons de diversifier les sources de financement à travers la recherche de nouveaux bailleurs de fonds dans la zone Afrique et ailleurs. » Aujourd’hui après mûre réflexion, nous pensons que le renforcement des agro- dealers par une production des intrants organiques au niveau des farmer groups serait une source autonome de revenus et une expertise Imbaraga/Agriterra. « Pour avoir une vue d’ensemble sur les réalisations de la fédération Imbaraga dans le secteur agricole, et plus spécifiquement dans le développement des filières agricoles, une mission d’évaluation d’Agriterra est souhaitable en province du Nord et au niveau national pour nous aider à mieux analyser la situation actuelle et pour faire une réorientation de nos activités dans les jours à venir » BP 1462 KIGALI Rwanda Dutch Ministry of Foreign Affairs WA3 Policy elaboration & advocacy Deliverable 12. Policy adoption Aid grant excluding debt reorganisation 40000 32000 money is disbursed directly to the implementing organisation and managed by them Les actions se sont focalisées sur l’accompagnement des (2500) producteurs des pomme de terre et leur coopératives à Musanze en province du Nord du Rwanda: les formations des fournisseurs/ vendeurs d’intrants agricoles (50) dans les sections de base cibles ; l’accompagnement des membres de groupes de fermiers dans l’apprentissage de sélection positive des semences de la pomme de terre. La coopérative de KAOBIKI (et autres) pratique actuellement la technique de sélection positive pour obtenir de semence saine (diminuer la contamination des plants saine par les plants malades au niveau des champs). Au niveau d’IMBARAGA Nord on est commencé avec la transformation des pomme de terre en chips (production de 1200 paquets par semaine). Le centre de formation d’IMBARAGA Nord a commencé sa propre production de chips (avec l’appui d’une entrepreneur agricole Néerlandais qui a formé des membres d’ IMBARAGA et également donné une appui à la confection du plan d’affaires pour IMBARAGA. Il y a une marché pour la production locale (meilleur qualité et moins chers par rapport aux chips importés de Kenya et Uganda. En plus il y a une quarantaine des producteurs jeunes (même des membres des OP Congolaises) qui sont formés et qui sont commencés à produire et vendre des chips dans leurs différents villages. Dans le cadre de lobby, 3 thèmes ont été identifiés à savoir l’accès aux semences de qualité, l’accès aux crédits et les effets de land consolidation dans le milieu paysan). Comme résultat de plaidoyer (par IMBARAGA) : 30 familles sur 50 qui ont réclamé le droit de propriété à la terre, ont pu obtenir le titre des terres occupées dans les rehousing programmes (Imidugudu). Il y a une vrai intérêt et potentiel pour la production des chips ; le valeur ajouté est signifiant, le marché existe. Néanmoins au Rwanda il faut trouver des sachets biodégradables (condition du Rwanda Agricultural Board). CAC Oro Verde NL-KVK-41048542-5722 Vender productos con la marca "Oro Verde" en el mercado Peruano La Cooperativa Oro Verde se constituye en una organización con visión empresarial moderna, competitiva, con plena participación y consciente de sus socios, para elevar el nivel socio económico y cultural de las familias cooperativistas y de las comunidades del entorno. Enfatizando la equidad de género y las responsabilidad medio ambiental. Pequeños productores constituyen la base de esta cooperativa. Iniciado en 1999 con 56 productores, en la actualidad la cooperativa cuenta con 1201 socios, y Oro Verde se ha hecho una de las organizaciones agrarias y sociales más importantes en la Región de San Martín y al Nivel Nacional. Su misión es la comercialización de café, cacao y otros productos agrarios con un estricto manejo de calidad ecológica certificada y la transformación en lo posible para obtener valor agregado, generando el bienestar socio económico dentro del marco de los estándares de comercio justo y respeto a la cultura de las familias asociadas, con servicios complementarios de asistencia técnica, capacitación integral, y con microcréditos. Plan de accion 2012 Para 2012 Oro Verde espera conseguir los siguientes resultados: 1. Mejorar la gestion financiera de acuerdo a recomendaciones del chequeo de salud financiera y auditorias externas. - 25 personal/directivos capacitados. 2. Incremento del patrimonio con 10% y consolidar la cantidad de socios activos - Comite de Jovenes incorporado en la estructura, aportes sociales aumentado con 30%. - Modificacion y reglementacion del estatuto (salida de socios, aportes sociales, comite de jovenes, asesor al consejo de administracion/vigilancia). 3. Obtener capital externo para inversiones y para acopio en el marco del plan de negocio. - Vender cafe bajo marca Balance en la cadena de supermercados Plaza Vea y mas adelante bajo propia marca de Oro Verde. - Obtener un prestamo de USD 350.000 para poner en marcha plan de negocios para planta de pilado. -Plan de negocios para COOPAC Oro Verde. 4. Mejorar la eficiencia de los procesos de la empresa mediante el analisis/mapeo y optimizacion de los procesos empresariales y propuesta para mejorar la estructura organizacional. - Plan de abonamiento y plan de negocios para abonos organicos actualizados. 5. Incrementar las ventas y diversificacion de clientes - Aumento de ventas con 10 contenedores de cafe (48 en total) y 2 contenedores de cacao (12 en total). -Aumentar de clientes con 2 compradores de cafe y 1 comprador de cacao. -Vender 20 toneladas de cafe tostado molido en el mercado nacional. 6. Mejorar la eficiencia de los procesos de la empresa Analisis /mapeo y optimizacion de los procesos empresariales y propuesta para mejorar la estructura organizacional (organigrama). - Documento elaborado y aprobado un plan de implementacion. - margen de costos de venta de 89% y margen de utilidad de 2% (sobre total de las ventas). Estas lineas de accion cuadran muy bien con los objetivos del equipo agroempresas de Agriterra. Oro Verde tiene un genuino ambicion de crecer como empresa y entrar en los mercados nacionales e internacionales con su cafe gourmet y cacao. Para 2011 en conjunto se han desarollado un plan de acción con los siguientes resultados principales: - Plan financiero integral de los negocios a largo plazo. - Mejorar gestion financiera. - Incrementar socios activos (+10%), incrementar capital social (+35%) - Tener capital de trabajo contra mejores condiciones. - Produccion por hectárea aumentado: café (+20%), cacao (+20%) - Obtener piladoras, transportadoras, pulidoras por medio del programa de competitividad. - Estudio de factibilidad para tener empacadora y cafetería en Lima - Obtener intenciones de compra/ cotizaciones /contratos de tostadores y detallistas. Jr. San Martin No 199 Lamas - San Martin Peru Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 40461 36510.72 money is disbursed directly to the implementing organisation and managed by them La CAC Oro Verde cuenta con 1.084 socios activos (584 socios que cultivan café y 500 que cultivan cacao). Ellos conducen aproximadamente 1.606 Hectareas de café y 750 Hectareas de cacao, con una producción estimada de 40.150 Quintales de café pergamino seco y 525 toneladas de cacao. Desde el 2002, realiza exportaciones directas de café verde a los mercados orgánico y de comercio justo, para lo cual cuenta con las certificaciones: Biolatina, Fair Trade, UTZ y Rainforest Alliance, Pequeños Productores. Tal como se planifico desde el año 2011 el reto de crecer en los niveles de ventas, e acopio, participación de socios, incremento de capital social, incremento de activos fijos, incremento de utilidades, incremento de captación de cooperación técnica,capitalización etc a la fecha se viene cumpliendo. La Cooperativa cuenta con dos líneas de negocio importantes: exportación de café y cacao, alcanzando exportaciones de 18.675 Quintales de café oro exportable y de 250 TM de cacao durante la campaña 2012. Cuenta con buena infraestructura de proceso de café oro exportable y equipos de tostado y molido de café, así como de proceso de cacao en chocolate, industrias que están posicionado en el mercado local. En el marco del proyecto se ha desarrollado capacitaciones, talleres, estudios y fortalecimiento tanto en la parte empresarial y social. Estos resultados se centraron en un solo propósito que consiste en implementar un plan de negocios y posicionar la marca Oro Verde. Oro Verde esta progresando en el desarrollo organizacional y logra obtener mas capital externo para capital de trabajo e inversiones. Gracias al plan de negocios desarrollado en el 2011, Oro Verde tuvo éxito al obtener varios financiamiento para la construcción de una planta de procesamiento y la comercialización de sus productos de café. Recibieron USD 135.000 de Agroideas (fondo de subvención del Ministerio de Agricultura) y un préstamo de 300.000 dólares de Shared Interest. Ademas Triodos Bank les ha financiado USD 500.000 para capital de trabajo. Oro Verde ha puesto en marcha el crecimiento deseado. La cooperativa ha fundado una empresa independiente que se encarga exclusivamente de la producción y comercialización de productos procesados y envasados. El patrimonio creció en 2012 con 38% a S/. 4.122.150. Entonces parece que el programa de formación e información para los socios esta funcionando bien. Las utilidades también aumentaron fuertemente, lo que sugiere mayor eficiencia gracias a la propia planta de procesamiento que se instaló en el 2012, y al mapeo de los procesos de producción y identificación de los cuellos de botella. Volumen de ventas y numero de socios activos también siguen creciendo. UCOPIS NL-KVK-41048542-5708 La relance économique des coopératives primaires Addition Janvier 2012 - Juillet 2013 Le plan janvier 2012 – juillet 2013 est une poursuite du plan 2011 du projet « la relance économique de l’union des coopératives des pisciculteurs (UCOPIS) »à travers l’élaboration des plan d’affaires » Il s’agit la dernière période d’appui d’Agriterra. La période a été prolongée jusqu’au mi 2013, pour avoir une période assez suffisant pour finaliser le travail sur base d’un plan d’affaire qui rassure une exploitation rationnelle des exploitations piscicole agricoles intégrées. 2011 Les différentes Coopératives Primaires de l’UCOPIS au stade actuel accusent une forte capacité organisationnelle suite à l’accompagnement d’Agriterra. Cependant, l’augmentation de la production piscicole observée l’année passée par l’apport des concentrés à base du son de riz, tourteau palmiste et Azola a permis de mettre à la disposition sur les marchés locaux des poissons Tilapia ayant 250g à 400g bien engraissés et de bonne qualité après triage. Cependant, les moyens d’action sur le plan économique des Coopératives Primaires demeurent encore insuffisants suite au maigre moyen d’investissement dans ces dernières. Ainsi le faible accompagnement économique des membres de l’UCOPIS jusqu’en 2009 associé à la mobilisation des parts sociales n’ont pas permis aux membres des Coopératives Primaires d’enregistrer un grand flux dans les échanges commerciaux entre les membres d’une Coopérative Primaire et avec son environnement économique et nécessite de nouvelles stratégies pour une bonne impulsion au sein des Coopératives Primaires en vue d’atteindre leurs autonomies économiques dans les années futures. Il s’est avéré qu’au-delà de la multitude de besoins couverts par la production piscicole et activités connexes, les membres des Coopératives Primaires s’efforcent tant soit peu à réinvestir une partie dans les activités piscicoles et commerciales malgré sa petitesse. B.P. 333, Cyangugu, Rwanda (adresse postale) Bukavu Congo, dem. rep. of Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 16. Marketing Aid grant excluding debt reorganisation 40519 40519 money is disbursed directly to the implementing organisation and managed by them UCOPIS a aidé dix coopératives de pisciculteurs pour avoir leur agrément définitif. Douze plans d’affaires de coopératives primaires ont été élaborés. Un plan d’affaires a également été réalisé pour l’Union. Ces plans d’affaires permettent aux exploitants piscicoles de placer les charges dans le compte d’exploitation et de dégager le bénéfice après-vente de leurs produits agricoles. L’Union a aidé deux coopératives dans la réalisation de plans de mise en charge (échelonnés) qui permettent de faire la récolte par étape en fonction du marché. Cette méthode de production a entraîné une limitation de la concurrence et une augmentation du prix (de 3 à 4,5 USD par kilo). L’Union a fourni un appui à quatre coopératives avec des contrats de livraison de poissons et la mise en place de points de collecte et de vente de poissons. UCOPIS a également fourni aux membres des conseils techniques sur la production des poissons : des formations sur la qualité et la quantité des aliments, sur la détermination de la biomasse piscicole et sur la construction des étangs de pré-grossissement et grossissement. Il est difficile de mesurer les résultats réels en termes de production et d’amélioration des revenus. Néanmoins on observe un intérêt important pour la pisciculture. UCOPIS a produit des vidéos montrant des cas qui permettent aux pisciculteurs d’avoir des revenus très intéressants et, par exemple, de scolariser leurs enfants. UCOPIS est basée sur des coopératives dynamiques; celles-ci ont bénéficié des effets de la vente collective (diminution des coûts des transactions) et de l’accompagnement d’UCOPIS. Agriterra a terminé son support financier et ses conseils en juin 2013. APDIK NL-KVK-410485425712 Plan d'Action 2011 pour la filìère lait Les paysans agri-éleveurs de la province du Sud-Kivu en général et ceux des Territoires d’Uvira, de Fizi et de Mwenga en particulier, restent confrontés à des multiples problèmes dont les plus importants sont : • la santé animale précaire, • l’alimentation du bétail insuffisante et déséquilibrée, • l’organisation de la production encore moins efficace • le système de la commercialisation des produits d’élevage encore faible • l’absence quasi-totale des services publics d’encadrement technique et • Les structures coopératives encore faible Depuis l’année 2007, APDIK, à aider les éleveurs producteurs à se regrouper en associations coopératives, pour faciliter les membres à résoudre certains problèmes communs, dont les solutions ne sont pas à la portée d’un seule individu, la prévention des maladies du bétail (vaccination, contrôle des mouvements du bétail), installation des pharmacies vétérinaires dans les milieux d’élevage, l’organisation de la production laitière et l’organisation des circuits de la commercialisation de la production. Pour ce faire, APDIK a déjà restructuré 32 associations coopératives, qui regroupent plus de 3200 agri-éleveurs et dans le cadre de la professionnalisation et entreprenariat, ces associations coopératives ont eu des formations et appuis, suivants : • Formation sur la restructuration et gestion des associations coopératives • Formation sur le traitement et transformation du lait en fromage • Formation sur les techniques d’élevage moderne • Formation sur le genre et développement • Visite d’échange avec les coopératives des agri-éleveurs du Rwanda. • Formation sur les techniques de la planification • Organisation et équipement des centres de collecte et points de vente du lait et produits laitiers. • Lancement la campagne de l’insémination artificielle au Sud-Kivu APDIK a également, fait une étude de rentabilité de la filière lait au Sud- Kivu, qui a abouti a une recommandation clé, d’installer une mini-laiterie, comme un marché permanent et sûr du lait et produits laitier de bonne qualité. Dans le processus de la construction de la laiterie, 34 éleveurs du bassin laitier de la plaine de la Ruzizi et 16 des hauts plateaux de Minembwe, ont déjà contribué et le comité de pilotage de la laiterie est en place. L’organisation a introduit une technique d’insémination artificielle, une technique nouvelle dans les milieux, dans le cadre d’améliorer la productivité laitière de la vache locale. L’Objectif global du projet est de contribuer à l’augmentation de revenu des ménages paysans à travers les élevages laitiers dans le contexte de la réduction de la pauvreté structurelle. B. OBJECTIFS SPECIFIQUES - Renforcement des capacités des coo no 54, Av. du Plateau en commune d'Ibanda Bukavu Congo, dem. rep. of Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 15. Processing and handling Aid grant excluding debt reorganisation 42110 37850 money is disbursed directly to the implementing organisation and managed by them Avec l’appui financier d’Agriterra / Pays- Bas dans le cadre du développement de la filière lait au Sud-Kivu, APDIK a poursuivi avec son programme dans le cadre de renforcement des capacités et accroissement de la productivité des coopératives des agri-éleveurs. Le projet d'Agriterra était en 2012 concentré au suivi, encadrement, et formation des coopératives membres (32) d'APDIK, ainsi qu'au renforcement de la gestion financière. En 2012, 32 délégués de 32 coopératives (dont 10 femmes), ont été formés en gestion de coopératives et gestion financière. Ces 32 délégués étaient aussi formés en élaboration des projets bancables. Grâce aux exercices pratiques et à l’identification des besoins, les coopératives parviennent à produire des projets générateurs de revenu, qui sont rédigés et présentés à APDIK, en ces jours 11 coopératives ont présenté leurs projets sur les 18 coopératives bénéficiaires. D’autres sont en cours d’élaboration. Au total 3658 eleveurs (dont 1511 femmes) ont bénéficié de l'encadrement des cooperatives par les techniciens d'APDIK. Cet encadrement a porté sur l'alimentation, moyens de prevention et de lutte contre les maladies et parasites, et l'usage des produits veterinaires. APDIK a bénéficié d’un appui financier de la part d'un expert financier. Cet appui a permis au service financier et à toute l’organisation d’harmoniser son système de gestion et de contrôle et de mettre en œuvre des nouvelles stratégies et orientations pour une coordination cohérente. Aussi APDIK a installé un logiciel de comptabilité SAGE. Depuis le deuxième semestre de 2013 cet logiciel est utilisé pour la saisie de tous les recettes et dépenses de l'organisation y comprit les projets. En 2013, APDIK va continuer avec l'appui au développement des activités économiques des coopératives et l'appui à la réalisation de leurs plans d'affaires. NUCAFE NL-KVK-41048542-5694 Mobilizing working capital to lift off future investment plans NUCAFE, National Union of Coffee Agribusinesses and Farm Enterprises, in existence since 1995, is a Ugandan cooperative involved in coffee procurement and marketing. It has a membership of 160 Ugandan primary societies spread over 5 main coffee growing regions in Uganda representing more than 150.000 coffee farming households. NUCAFE’s system of operation is premised on the Farmer Ownership Model (FOM), which is designed to help smallscale coffee farmers to adopt a business view of farming and organize themselves to assume as many roles in the value chain as possible. Members’ needs assessment and strategic planning carried out in 2003 showed that members’ needs extended beyond production and they wished to be involved in the downstream activities of the coffee value chain like coffee processing and marketing. In order to realise more added value for the farmers of its member societies, NUCAFE is currently in the phase of setting up a sustainable marketing organization, which will be able to generate enough funds to internally meet its basic business development services and advocacy activities. In order to reach enough funds, NUCAFE aims to procure and market the coffee of its members itself. In buying the coffee from the farmers of their member societies, NUCAFE needs to compete with private buyers active on the market, so called middlemen. NUCAFE’s biggest competitive disadvantage towards the middlemen is their lack of working capital to buy the coffee from the farmers. Due to various reasons the majority of Uganda coffee farmers are extremely reluctant to selling their coffee without receiving immediate payment. In order to tackle this challenge, NUCAFE has recently obtained a credit line facility at Centenary bank and a bank loan at Oiko Credit for the procurement and marketing of the coffee of their member societies. The two mentioned credit facilities together represent a value of 400 million Ugandan Shillings, which is only a fraction of the value of the total coffee available by all members of NUCAFE. Furthermore, the credit line at Centenary is based on collateral in the form of coffee in the warehouse in Kampala. This means that the farmers are still unable to receive immediate cash at delivery, because their coffee first has to be transported to the warehouse in Kampala. A possible solution to pay immediate cash at delivery is to obtain credit facilities at the Hub level or primary society level. However, a major challenge is the fact that most banks are reluctant to provide credit facilities on this level, due to (amongst others) weak business plans, weak financial bookkeeping and weak legal structures. Once the financial institutions are willing to provide credit to the Hubs or primary societies, the possibility for NUCAFE to extend its marketing activities is enormous, since most farmers indicated that they prefer to sell through NUCAFE instead of the middlemen. The goal of this contract is to improve internal controls, financial management in relation to the management of the business, to come closer to a formal seperation of the project department and the business and finally to create a mechanism to further st P.O.BOX 7267 Kampala Uganda Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 44607 42762 money is disbursed directly to the implementing organisation and managed by them NUCAFE has made great steps in achieving its objectives, namely its ambitions to create a Centre of Excellency in Agribusiness and Farmer Entrepreneurship Enhancement (CAFÉ) for facilitating; processing, manufacturing and marketing high quality and specialty coffee in Uganda and Eastern Africa within 10 years. In 2012, a bankable business plan has been finalized, a working capital need has been calculated, presentations to banks were given and 2 financial institutions (Centenary Bank and Oikocredit) have been interested in providing working capital. The credit line of Centenary Bank of 60.000 euro has been finalized and used. the contract with oikocredit has been signed and the working capital (again 60.000 euro) will be provided as off the new coffee season which starts in May 2013. Now that the first steps of the business has been set up by means of acquiring working capital, a next essential step is professionalizing the financial management capacities of the business entity. This will be part of the focus in 2013. ONAC NL-KVK-41048542-5729 Lograr mayor acceso a servicios públicos y títulos de propiedad La ONAC “Organización Nacional Campesina” de Paraguay afilia a 11.600 personas con presencia en 12 departamentos del país. Se organiza en 7 comisiones vecinales sin tierra, 120 comités de productores con tierra, 7 asociaciones y 1 cooperativa. Su trabajo lo organiza en tres grandes áreas: Reforma Agraria Integral; cuyo eje es la lucha por la tierra, la Reactivación Productiva, buscando la transformación de los productos agrícolas y su comercialización, Acceso a los Servicios Básicos, como educación, salud, caminos, vivienda digna, seguridad alimenticia, agua potable y electrificación. El proyecto 2012 es una extensión de 2011. El foco queda en la incidencia política, a nivel nacional para que mujeres obtienen mejor acceso a títulos de propiedad y al nivel local y nacional para el desarrollo territorial – rural. Además un aspecto de fortalecimiento organizacional esta incluido con respecto a la planificación, banco de datos y la comunicación. El proyecto presentado a Agriterra para el año 2011 se centra en la realización de trabajo de cabildeo e incidencia política en las tres áreas de trabajo antes mencionada y espera tener como resultado a través del cabildeo e incidencia el acceso a los miembros en Paraguay a ser titulares de tierra, acceso a servicios básicos, la obtención de inversiones rurales que estimulen la producción y comercialización, y lucha por disminuir el contrabando de productos agrícolas desde el extranjera, para ello la ONAC prepara una propuesta política a nivel nacional y 10 propuestas políticas a nivel sub nacional entre otras actividades. El objetivo especifico del proyecto es “Campesinos y Campesinas con mejoras económicas y sociales en sus demandas” Piribebuy 1078 Asunción Paraguay Dutch Ministry of Foreign Affairs WA3 Policy elaboration & advocacy Deliverable 09. Participatory policy formulation Aid grant excluding debt reorganisation 45326 36300 money is disbursed directly to the implementing organisation and managed by them The project for the year 2012 had the intention to contribute to the objectives of team 3 “advocacy and innovation”, with the elaboration of a policy proposal at national level on access to land titles for women in Paraguay and 10 proposals at sub national level demanding to the sub national governments an increase of the public services for people in the settlements, provision of resources in order to improve the production and marketing/sale of national agricultural products, and diminish the illegal import of products from other countries. Considering the fact that the project’s duration was only eight months, there is reason to be satisfied. This project contributed visibly to the objectives of Agriterra team “advocacy and innovation”, with the elaboration of many proposals at local and sub-national level, despite a change of government in 2012. Advocacy at local level has led to more increased access to services for the members of ONAC. Through its lobby and advocacy activities ONAC has received support corresponding to 2.734.013 USD from the sub-national governmental structures in the different departments. Through this effective advocacy, members of ONAC have achieved greater access to land, agricultural machineries and irrigation systems. Also the infrastructure (construction or reparation of roads) and access to drinking water have been improved in the different departments where ONAC is active. The relationship with ONAC has always been good. ONAC has become stronger in its lobby and advocacy related activities. However, the focus of ONAC is more on basic needs of their members (release of funds for agricultural machineries, irrigation systems, road construction, construction of schools, etc), which contributes less to the current strategic orientation of Agriterra. Together with the fact that Paraguay is not a focus country anymore, it has been decided that 2012 was the last year of Agriterra’s financial and advisory support to ONAC. NEFSCUN NL-KVK-41048542-5824 providing financial services to the poor This is a description of the two main activities/programmes that will be supported by Agriterra in 2012: Mutual Aid Services (micro-insurance) NEFSCUN Mutual Aid is a co-operative based financial security system. It is aimed at pooling resources among members those are excluded from formal social protection mechanism under co-operative principles & values. In 2012 we plan to expand services reaching bigger SACCOS, and having sold over 5000 policies reaching breakeven point. CSP policies, in 2013 this will be 7700and in 2014 this must be 9700 policies. We will do this by providing active follow-up by visiting those SACCOS that have received orientation, expressed interest in providing CSP to their members, and focusing the programme in the bigger saccos who have larger number of members to this date already 88 SACCOS signed the MoC (memorandum of Cooperation) and 66 SACCO started selling and/or sales promotion. CSP will be promoted as complementary service to traditional savings and credit services and part of the financial solutions SACCOS can provide to their members. Microfinance NEFSCUN’s microfinance is based upon Credit Union Microfinance Innovation (CUMI) method. Which aims to provide sustainable financial services to the poor by promotion of savings, provision of affordable terms of loans, entrepreneurship development training and providing general credit union financial solutions to the poor. Focused on the long-term well-being CUMI offers many advantages to the lowincome poor, integrating low-income members into the mainstream of the society by contribution to their wealth building capacity. CUMI is the component in Micro finance services focusing on Women Entrepreneurs within the CUMI/microfinance groups. By the end of 2012 we want to enroll a cumulative 100,000 low income members, mainly women. This means an additional 24.380 (90% Female) new members for 2012. Expanding Mutual Aid services and reaching break even point in this business and expanding microfinance services to a total of 100.000 women. Post Box.No 9169 Sundhara, Kathmandu Nepal Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 05. Membership base Aid grant excluding debt reorganisation 48730 38605 money is disbursed directly to the implementing organisation and managed by them Mutual Aid Service NEFSCUN Mutual aid Program (NMAP) started in 13 participating SACCOS in 2005. After 2 years of piloting some important changes were made in order to comply with the demand of members, and the Cooperative Security Policy (CSP) was developed, matching the demand of the clients and being a competitive product. Since October, 2008 this product is actively introduced/marketed by NEFSCUN by conducting trainings to SACCOS staff, awareness raising programmes among selected SACCOS; preparing/updating training manuals, monitoring visit to coach the SACCOS etc. The breakeven point of CSP will be reached when 5.000 policies are sold. The aim of this years’ support was to achieve the break-even point. Unfortunately this did not happen and the total policies sold is 2828 (with 71 participating SACCOS) at the end of 2012. The total sales of policies in 2012 was 844 policies. Main reason for limited sales of policies is the low level of literacy among members; the competition with commercial insurance companies and some SACCOS have copied the model of NEFSCUN and are selling by themselves a similar product. NESFCUN is still confident offering a good product for its members, and would like to continue with the product. Agriterra will not continue to financially support the programme as the sales of policies has been disappointing year after year, despite of promises made by NEFSCUN year after year. The programme has not received the due attention of the staff and management it needed to be able to make its break through. If NEFSCUN sincerely believes in this product the challenge is now in their hands to make this happen. Micro Finance and Micro Enterprise Development Micro finance service of NEFSCUN is based upon Credit Union Microfinance Innovation (CUMI) method. The services provide sustainable financial service to the by promotion of savings, provision of affordable terms of loans and entrepreneurial support services. The aim is to integrate low income people especially women in rural area into financial mainstreaming by offering skill development, employment opportunities and wealth creation. Since 2010, NEFSCUN’s aim is to reach out to 100.000 poor women with this programme. At the end of 2012, the total number of CUMI groups was 8.952 (increase with 1.912 groups in 2012) representing 92.131 individual female membersof 188 rural SACCOS in 25 districts of Nepal. The total savings of the CUMI members is about 5 million Euros or 50 Euro per women. So far, 81% of the members took a loan for income generating activities or social activities. The progress on CUMI is good and the programme has contributed to enable poor women getting access to micro finance. It is not clear how the micro finance what percentage of microfinance has been used for productive activities. Agriterra concludes that it has been worthwhile to support NEFSCUN over the last years with the CUMI programme , as this has resulted in a large outreach to poor women in rural areas, allowing them access to micro credit to take up productive as well as non productive activities. The Mutual Aid Programme is good in its concept but proved to be difficult in making it economically successful. After intensive support over the last 6 years, Agriterra decided to stop its financial support, but if needed, advisory support is still available in 2013. NBFA NL-KVK-41048542-5702 Bio fuels business development in Zambia The northern biofuel association (NBFA) was formed in October 2008. NBFA's vision is to support biofuel producers and processors in the province. The association begun with a membership of 1.500 which currently stands at 4,000. NBFA porvides a number of services to its members (business development, market linkages, lobbying, extension, sharing on health issues) The project aims at supporting NBFA to strengthen it capacity (recruitment of staff; establishment of office, extension training) and to access the necessary funding to start jatropha marketing and processing. Business operations will decrease the dependence on project subsidy from the 2nd year onwards. Zambia Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 02. Human and other resources Aid grant excluding debt reorganisation 49552 45000 money is disbursed directly to the implementing organisation and managed by them As a result of the training and education activities Northern Bio-Fuels Association could recruit more than 1,200 new farmers, in total the membership grew up to 5,200. The recruitment has been higher where new members are seeing the benefits from old members. Elsewhere the recruitment is much harder. The number of farmers producing is increasing so is the selling of jatropha. In the second half of 2012, 49 women and 112 men participated in training and education activities such as training for trainers, entrepreneurship, production, operator and gender empowerment training. The project has helped in establishing small scale cottage industries by small scale member farmers. Four enterprises (Mulondolwa Jatropha Industry, Kasolo Enterprise Based in Mungwi, Kasama Agro Enterprise and Lurenco enterprise based in Kasama district) produce products such as bio-fuels, organic fertilizers, soap and lantern oil. In those districts where these enterprises are operational and farmers are selling seeds, the production of jatropha has increased because farmers are able to see the benefits, they are able to see and buy products of soaps, organic fertilizer and lantern oil. Support to the enterprises has been cardinal. We see that most of the positive results that NBFA has scored can be led to our support such as construction of ware houses for storage of produce purchased, mobilization of produce from farmers, training of producers and processors, procurement of equipment (manual and electrical). Most farmers find the selling price of jatropha seed of K1000/kg low because jatropha production takes a lot of effort. Farmers expressed their desire to have jatropha processing machines in order to produce their own organic fertilizers, soap and lantern oil. There is a lot of goodwill from the political sector to promote bio-fuels in Zambia. We can judge the investment in NBFA as fair. In 2012 the membership increased as a result of the information dissemination to farmers and potential members. Now 1,200 farmers are member an growing jatropha for bio fuel. The four enterprises that started operations sell products of NBFA members. The market access improved due to these enterprises. It is easier to convince farmers to join the NBFA because with jatropha they can make their own soap and produce their own lantern oil. Community participation in NBFA remains a challenge. Internal problems (staff and Board of Directors) in NBFA made it impossible to exploit the full potential of the funding in 2012. NBFA mentions their inability to monitor and evaluate the activities in the enterprises and groups. During the second half of 2012 the Board of Directors as well as the staff were immobile to reach the communities. There is still no producer information available in the office and NBFA is mentioning that this is due to the fact the members and enterprises do not respond to their questions from the office. Myanzi NL-KVK-41048542-5811 Strengthening Farmers Access to Market in Myanzi A recent baseline survey carried out by Myanzi ACE found out that the majority of cooperative members do not have access to markets. In the two sub counties, the survey revealed that the majority of households (68.0%) sell their produce to middlemen. One of the reasons for this was that the majority do not have access to information and knowledge. It however, found out that 86.4% of households owned a radio (86.4%), while 74.4% have at least a mobile phone. This means that the easiest ways of providing information to farmers is through radio and mobile phones. Uganda Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 16. Marketing Aid grant excluding debt reorganisation 49609 44550 money is disbursed directly to the implementing organisation and managed by them The number of member organisations of Myanzi ACE increased to 22 rural people organisations. Four new primary cooperatives registered in 2012 and became member of Myanzi ACE. The numbers of members of the coop has increased from 4092 to 4692 (of which about 40% are women). All organisations have saving activities, with the four SACCO’s (Savings and Credit Cooperatives) operating in the area. Ongoing activities were carried out during the 2012 project period like forming groups and societies and capacity building of the members through trainings. There are constant advisory services gearing towards promoting improved methods of farming, promote access to markets through joint bulking and marketing, access to credit, joint value addition (processing and packaging), joint mobilization and contract farming for potential value addition to farmers produce. Through contract farming Myanzi gained support from some private companies like: seeds, farmers trainings and on farm support supervision. Nile breweries provided sorghum seeds varieties: Epuripur and Iseso which will be provided for the next five years. Ugachik factory supported the members from all the rural people organisations with soya beans farming services. MBEGU Investments provided support for Maize seeds (Kenyan hybrid variety) for two years. General productivity volume of farmers increased and yield of some crops like Maize increase from 20 to 20.000, soya bean from 0 to 8000, sorghum from 0 to 20000 all in metric tons. Sorghum and soya under contract farming are new in the area. The increase productivity volumes reported can be directly translated to increase income of farmers. Should they sell at a profit their livelihood will improve in relative terms. Myanzi also launched new enterprises in 2012: a grinding mill for the value addition and an agro-input shop in Myanzi town (quality chemical, fertilizers, improved seeds, tools/equipments and various technical advises). Chai seed which is a medicinal plant was promoted and grown on contract farming with Joseph Enterprises in Kamapal. At community level animal and poultry farming enterprises started up operations. More contract farming agreements and a hiring tractor service are in process. Demonstration gardens were made in the rural people’s organisations, as well as five agricultural shows. The United Nations International Year of Cooperatives was celebrated first of June. A challenge for Myanzi ACE with its members is to tackle the handouts syndrome, which needs proper communication from the office to the rural people’s organisations and vice versa. IDRA NL-KVK-41048542-5614 Capacity and business development of a district rice farmers'association improved proposal In order to address the problems facing the rice farmers, Isoka District Rice Association (IDRA) was formed in 2009, by representatives of more than 700 rice farmers. The vision of IDRA is to improve the capacity of rice farmers in the district to operate as profitable business. The association wishes to create value for its members through continued provision of a number of business development services such as extension, training input supply, marketing, warehouse facilities, finance and other services. The project of IDRA is to improve the capacity of rice farmers in the district to operate as profitable business through provision of business development services. This will be done through establishing an office and secretariat to develop and improve services to farmers. Within the project a business plan was developed in which it is stated that IDRA has to find capital investment to build warehouses and trade finance. Isoka District Zambia Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 02. Human and other resources Aid grant excluding debt reorganisation 50681 45451 money is disbursed directly to the implementing organisation and managed by them During 2012 IDRA managed to reach 1466 rice farmers of which 840 farmers ( 408 female and 432 male) were trained in agriculture camps. 10 farmer field visits could be organised. The purpose of the visits was to provide micro trainings on rice production and business development skills. The agribusiness manager also conducted trainings to 9 savings and credit cooperatives societies (SACCOs) on SACCOs' Systems in Zambia. The purpose of the training was to undertake a research on activities of the SACCOs, and to install a spirit of financial accountability to members. SACCOs were also trained in business development skills. In the second quarter the association held two training on rice production, seed production and multiplication for lead farmers (22) who will train the other farmers in the groups. Another workshop on marketing research was conducted also for lead farmers (30). From the observation farmers are doing well and at least farmers have grown 1 hectare on average. IDRA wanted to enter in agreement with COMACO, a rice buyer, who indicated they wanted to buy rice at ZMK 1,750/kg from IDRA farmers, the rice purchasing arrangement was due to kick start in August 2012. The market price of rice is at ZMK 1,700 as compared to ZMK 1,200 last year. Commission would be given to Isoka District Rice Association. In the end IDRA and COMACO failed to reach an agreement and IDRA was not able to sell the rice collectively for its members. The rice was now sold in the regional rice market and was partly bought by COMACO agents directly from farmers. The production of rice in the region has increased this year with about 11 percent, due to increase in the number of upland rice growers. The production of rice would have gone down if a lot of farmers had concentrated on wet land rice production. This farming season there were a lot of dry spells and the production of wet land rice in Damboo area was somewhat low. Farmers are encouraged to concentrate on planting varieties that had an early maturing such as NERICA and SUPA which are very suitable for growing in Isoka area. The average production of members did increase from 1.5 tons/ha in 2010 to 2.5 tons/ha in 2012. The project has a great impact to the women; this was evident after seeing a lot of women participating in positions as office bearers in the last annual general meeting, 40% of the position were taken by women. In the women entrepreneurship training 22 women participated who improved their business and marketing skills. Gender and awareness training could not be scheduled in 2012 due to a very full training agenda. Challenges • The negotiation skills training could not take place as IDRA could not advance the cost. • Recycled seed takes a lot of days to mature and with such the production of rice does not increase much. Judgment; In general the impact of IDRA in the Isoka area seems fairly good, farmers have the possibility to access information and are trained in new agronomic techniques which are boosting the production. Membership increased with 416 farmers reaching in total 1466 individual farmers. The awareness of the market position of IDRA and farmers improved, this unfortunately did not yet result in a joint marketing agreement with buying parties. PASAKA NL-KVK-41048542-5900 Developing Sustainable Agro-Enterprise and Marketing For the Small Farmers in Mindanao This project is a logical follow up of the Philippine Farmers for Food project, financed by the EU (and parly Agriterra), which was implemented in 2010-2011, and in which PASAKA was, as a member organisation of KAMMPIL, one of the executing farmers organisations. The main objective of the PFF project was to improve production of food and cash crops, and to improve access to markets and businesses of farmers, so as to improve their incomes. The PFF project was positively evaluated. Also, PASAKA underwent a specific evaluation on business development capacities by the Pinoy Me Foundation in 2011. The conclusions of that evaluation were that PASAKA, being from origin more lobby oriented, has number of weaknesses, but it is worth trying to change the organisation, on basis of the results under the PFF project. The present proposal builts on the experiences of the PFF project. Also, PASAKA wants to coach the clusters of two other provinces in Mindanao who were guided by KAMPPIL. Monitoring and evaluation on results, and coaching on strategies and project implementation will be done regularly by an external consultant, engaged by Agriterra, the former PFF project coordinator. The outcome of this monitoring and evaluation will be used by Agriterra in its decision to continue by the end of 2012 (and 2013). The main goal of this project is to increase the income of the small farmers and their commodity clusters organized under the Agriterra PFF program by collectively producing agricultural product with market demand and establishing various farmers’ agri-bu Philippines Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 16. Marketing Aid grant excluding debt reorganisation 51673 25715.19 money is disbursed directly to the implementing organisation and managed by them The commodity clusters under PASAKA in the province of Lanao Del Norte nowadays are continuing what had been installed under the PFF (Philippine Farmers for Food, 2010-2011) program. The Commodity clusters are still functional. They conduct regular meetings, improved the operation of the Input Supply Centers, retrieval of livestock is still continuing under the livestock stewardship program, vegetables production and seed banking are continuously managed as a viable source of family food supply. However, production and marketing is not yet well organized. Although there were some members who sell their products to the local market, the quality of produce is still not that competitive. Over-all, marketing was not collectively done throughout the 25 commodity clusters. Moreover, the capacity assessment recently conducted by Pinoy Me Foundation shows that PASAKA as an organization is still very weak on business and marketing though it already started to engage different business activities long before 2007. As advised by PinoyMe, PASAKA will now prioritize business for the federation to concentrate its activities of the selected ventures. The organization needs to engage various consultants to introduce value chain approach to the organization’s business as well as to the commodity clusters to improve its business performance and profitability. The consultants therefore are expected to provide feasible recommendations for improving productivity, income and growth in the key value chains through financing and sound technical assistance. PASAKAs’ Council and the Provincial Councils of Misamis Occidental and Zamboanga del Sur have agreed to extend the PASAKAs’ project to the 2 provinces of Misamis Occidental and Zamboanga del Sur, organized under PFF by Kammpil, to further the initiatives of the PFF. In totality with the three provinces of Lanao del Norte, Misamis Occidental and Zamboanga del Sur combined beneficiaries, there are 1,276 small coconut farmers direct beneficiaries and final beneficiaries of 7,656 comprising the 55 clusters of whom 60% are women and 40% are men. PASAKA conducted project orientation activities to selected cluster leaders and members from Misamis Occidental, Lanao del Norte. Thirty six (36) clusters had finished their project orientation with total seven hundred (700) participants where 328 males and 372 females respectively. Exposure visits for Commodity Clusters were realised to successful agro-enterprise project using the clustering approach implemented by Kaanib Foundation Inc. and the Catholic Relief Services (CRS) in the province of Bukidnon. A total of 5 Commodity Cluster Managers, 5 Business Marketing Officers (BMOs), 5 AgriTechnicians and 4 Officers from the 2 Provincial Federations ( PASAKA Inc, and CAFEMO) covering a total of twenty 27 farmers including the five 5 project staff actively participated. PASAKA conducted field monitoring and on-site assessment to the (PFF established) 2 input supply centers and 7 on-site demonstration farms managed by the clusters particularly in Misamis Occidental project site and Lanao del Norte. Based on the result of the assessment, the majority of the onsite demonstration farms need rehabilitation and expansion to upscale its operation and operationalize its business plan with economy of scale. PASAKA conducted 2 trainings on business mind setting for Lanao del Norte and Misamis Occidental Commodity Clusters, with a total of 34 male and 37 female participants representing 45 commodity clusters. A Value-Chain and Market Mapping training was realised attended by 5 Commodity Cluster Managers, 4 Business Marketing Officers, 3 Agritechnicians 3 bookkeeper and 3 from PASAKA-MPC. Organizational assessment and planning meetings were held with Commodity Clusters aimed to assess their organizational strength, weaknesses, threat and opportunities. Notably, most of the commodity clusters have merged with existing Farmer Cooperatives in both project sites. This include merging of the 4 clusters in San Isidro, Lala to San Isidro Upper Farmers Cooperative (SIUFAMCO) in Lala, Lanao del Norte , the Paiton Farmers Association with Paiton Multi-Purpose Cooperative and among other Farmer Associations (FAs). The organizational assessment and planning meeting provided the opportunity for the Commodity Clusters to operate their business plan within a cooperative manner and business marketing system. PASAKA launched a Business Idea Generation Contest attended by a total of fifty six cluster members (M24/F32). Seven business ideas were submitted during the Business Idea Generation Contest, of which 3 were awarded as grand winners with potential for incubation. An initial product supply and market assessment of selected cluster commodities was realised, concerning the Jacinta’s delicious kaong enterprise project, Paiton Ginger tea production, Landang agro-enterprise project and red monggo, respectively. Three training-workshop on business plan formulation for the commodity clusters were realised. PASAKA conducted an initial Commodity Cluster profiling and data banking assessment, concerning a total of 28 commodity clusters that include cluster officers, membership listing, type of business enterprise, and other relevant cluster profile data. It is important to note that some of the data under this profile is covered in the economic profiling/resource mapping currently being processed by the project in partnership with Mindanao State UniversityIligan Institute of Technology (MSU-IIT). PASAKA facilitated initial market linkaging/networking with various traders and processors like the fruittlylicious Company Inc., in Cagayan de Oro City for Jacinta’s deliciuos kaong and supply for red monggo. Accordingly, Fruittylicous is requiring a ton of semi-processed kaong on a monthly basis at P28/kilo and 10-20 tons/year of red Monggo at P38.00/kilo. On the other hand, initial product sample testing for possible market with Unlad Marketing Foundation, Inc. (UMFI) was also conducted leading to establishment of business tie-up with Jacinta’s Kaong cluster. Other initial market linkage were also facilitated by the project for coco-twine production with Regwill Industries in Davao City as well as linkage with various suppliers of packaging materials in Cagayan de Oro, Davao and as far as in Manila. PASAKA Facilitated networking and linkaging with various technical service providers from both private and government and line agencies, like: the Department of Agrarian Reform, Department of Agriculture, Department of Trade and Industry, Porvincial Government of Lanao del Norte, Department of Science and Technology, and the MSU-IIT. Aside from cluster strengthening that tackles more on the enterprise aspect, regular activities were undertaken by the organization such as regular chapter meetings, executive committee and council meetings that consider the project as one of the important agenda. Some of the actions were: monitoring and data banking of the livestock and fruit seedlings dispersal, water project, facilitation of Agrarian reform cases, institutional advocacy, among others. In 2012 a special assembly was realised, electing new seats of officers. A total of seventy nine (79) delegates (53 women/26 men) attended coming from thirteen (13) barangay chapters. Mbadifa NL-KVK-410485425593 Agro-enterprise development in Mbarara The programme targets the smallholder farm households of Mbarara District who make up to 80% of the working population. This group is largely characterized by subsistence orientation to agriculture. In addition, many are food and income insecure, lack knowledge on value chain & market dynamics and only start to be organized in production and marketing. The programme is implemented through Mbadifa, the District Farmers Association of Mbarara district; it is a member-based organisation. The project through its Participatory Agro-Enterprise Development approach, facilitate farmer groups in increased production, access to financial services, collective marketing and lobby/advocacy. Akiiki Nyabongo Road, plot no. 47/49 Mbarara Uganda Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 16. Marketing Aid grant excluding debt reorganisation 51843.81 51844 money is disbursed directly to the implementing organisation and managed by them This project is about supporting Mbadifa’s member farmers groups in (i) assuring food security at household level, (ii) increased access to and participation in remunerative markets; and (iii) Mbadifa providing adequate services to its members. The combined efforts by farmer facilitators, resource persons and staff enabled MBADIFA to reach out to 278 groups, 12 groups more than planned for 2012. All these groups were equipped with appropriate knowledge and skills in sustainable and increased production of food (in variety, quality and quantity); improved food preparation, good food related hygienic practices, and need for increased variety of food served; as made aware of the need for joint planning, decision making and sharing of responsibilities within households. More groups (220) than planned (195) managed to establish at least 3 quality control mechanisms at group level to ensure and meet market requirements, which improved the quality and increased the production, like improved variety, proper spacing and weed control. The 103 farmer agro-enterprise groups actively engaged in collective marketing was as targeted in 2012 (102). The project provided mentoring support to these groups and provided them with market information. The project aimed at 104 groups with buyer contracts, and 86 groups managed to establish such contracts. However, most of these contracts are still informal and continuous support to farmer groups and traders is needed to come to formal contracts. Eight (8) Small Farmer Group Associations (SFGAs) were established, which is far below the target of 50. As experiences in other intervention areas have confirmed, the growth of SFGAs is an evolutionary process that needs internally generated efforts with careful external influence. The establishment of sustainable SFGAs requires ample time to mentor and enable group members appreciate the need for coming together into a bigger association of groups. Fifty farmer facilitators were trained and mentored, which contributes to the sustainability of Madfa’s activities. Those 50 Farmer facilitators have also acquired knowledge and skills through mentoring and coaching to follow up on households to integrate gender in all their activities. This is done through house to house visits. Mbadifa’s membershipbase increased to 5840 (3621 women and 2219 men); this was slightly above the 2012 target of 5500. Mbadifa managed to establish its business wing: Mbadifa Enterprises Ltd. And its business plan won a first price in a competition organized by Agriterra in 2011. The main focus of the Enterprise is on input supply of Mbadifa’s members through the establishment of an agro-input supply shop in its offices. Additional investment capital was secured through Agriterra and Trias. Progress in 2012 of the Business Wing was modest. Although the input shop is running, the business is limited to a few months in the year. Madfa has ideas of diversifying the business and extending its input-supply services into the rural areas. The project positively contributed to food security, improved access to markets and improved service provision by Mbadifa to its members. In that sense, the project has clearly contributed to its long term goals. However, some critical indicators need further attention in 2012 and beyond (like contracts with buyers; establishment of SFGA’s). The most important lesson learnt is that the Business Wing, Mbadifa Enterprise Ltd. needs a more business-oriented approach and staff to realize its ambitions. AMPRO NL-KVK-41048542-5588 Hacia una organización sostenible (AMPRO) La implementación de la propuesta permitirá a AMPRO a consolidarse mas rápido como organización única en el occidente de Honduras que defiende y representa los intereses de sus agremiados, que incide en políticas públicas a favor de sus agremiados, y que apoya a sus socios a que estos mejoren sus sistemas de producción o microempresas, a través de la asociatividad y ser más competitivos en el mercado, mejorando así sus ingresos. Lo anterior se logra(ra) por la generación de capacitación social especializado en las diferentes áreas que AMPRO trabaja (apoyo a jóvenes, producción, gestión, incidencia) con apoyo y capacitación de aliados estratégicos (prestadoras de servicios empresariales). Este voluntariado capacitado con liderazgo fortalecerá a la organización de forma sostenible y le permitirá a AMPRO llegar a mas socios mediante la réplica de experiencias y conocimientos. La propuesta también incluye el fomentar la participación activa y capacitación a jóvenes (emprendedores) y mujeres para que tengan la oportunidad de ocupar espacios de conducción en AMPRO y cuenten con las capacidades mínimas para que estos lleven a cabo su propia microempresa. AMPRO, para participar de forma más efectiva en procesos DEL, desarrollara una estrategia, donde además de definir su papel, fortalecerá a sus socios y los orientara. Además, fomentara la coordinación y complementariedades entre instituciones en la participación en procesos de DEL ya que en el proyecto anterior de AMPRO-Agricord se demostraron los beneficios (visión común) de trabajar en conjunto. Este trabajo en conjunto se tradujo en servicios integrales de calidad y como consecuencia mayor beneficio para los socios. PILARH, Santa Rosa de Copán, 3 ave. 2 y 2 calle, Barrio Santa Teresa Santa Rosa de Copan Honduras Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 01. Member participation Aid grant excluding debt reorganisation 52943.5 52944 money is disbursed directly to the implementing organisation and managed by them Los socios de AMPRO reciben ofertas (de alcance y calidad) de servicios empresariales adecuados en tiempo y forma La firma de un convenio en conjunto con ADELSAR, Fundación Etea y AMPRO con la Unión Europea “Mejora de las competencias empresariales y productivas de las MIPYMES en el corredor económico del occidente de Honduras” donde 20 microempresas serán fortalecidas 14 de ellas grupos de mujeres. Se realizó el proceso de elaboración un plan de negocios en conjunto con UNESSEL, para fortalecer el brazo económico de la AMPRO estimulado por la producción de granos básicos. Este proceso está siendo apoyado por USAID Acceso. En este año también se ejecutó un proyecto con nuevas relaciones, entidades como el Centro Agronómico Tropical de Investigación y enseñanza (CATIE)/ MURE sobre escuelas de campo Agroecología y escuela Empresariales en una primera etapa. AMPRO llega a más socios y grupos de base, fortalece su posición. La sensibilización y formación por medio de capacitación a mujeres y jóvenes sobre derechos de la mujer, movilizaciones orientadas a sensibilizar a la población, participación en foros regionales sobre derechos. Dentro de la AMPRO se promovió lo siguiente: fortalecimiento de estructuras con la inserción de mujeres y jóvenes a cargos de toma de decisión; fortalecimientos de grupos de mujeres microempresaria y participaciones en feria locales y regionales; formación en escuelas de liderazgo y emprendedurismo de manera conjunta con a redes de jóvenes de los municipios de Belén, Corquin, las Flores, Gracias y Lepaera; participación en foros con Mujeres y jóvenes líderes de grupos base y representantes de filiales. 120 jóvenes socios e hijos de socios AMPRO participan en un programa de becas escolares recibiendo adicionalmente formación integral en temas como motivación personal, liderazgo, perseverancia y conocimiento de la organización. Redes: En el ámbito social el proyecto ha favorecido a los jóvenes desde el fortalecimiento del trabajo en red en cinco municipios, trabajo realizado de manera coordinada con ADELSAR. Los jóvenes de Corquin, Talgua, San José de Copán y Las Flores hicieron movilizaciones y caminatas para expresarse mediante foros públicos en relación a los derechos de la juventud ante los gobierno locales. Estas redes de jóvenes aglutinan a 53 personas que en 2012 fueron formados en las escuelas de liderazgo y emprendedurismo con miras a continuar con la etapa de incubación de empresas. El personal técnico y miembros de la Junta Directiva (3 en total) participaron en un diplomado sobre formulación y evaluación de proyectos con duración de 3 meses y que tuvo como meta la elaboración de una propuesta sobre género y microempresarialidad. AMPRO tiene una visión compartida con actores locales en DEL, a favor del grupo meta. R1: Los socios de AMPRO reciben ofertas (en alcance y calidad) de servicios empresariales adecuados en tiempo y forma. Se presentó propuestas de proyectos compartidos con otras Instituciones locales como ADELSAR, PILARH y ETEA. Entre estos una propuesta a la UE que enfoca especialmente en el tema de la empresarialidad: “Mejora de las competencias empresariales y productivas de las MIPYMES en el corredor económico del occidente de Honduras”. A través de PILARH (OPD) las y los miembros de AMPRO reciben asistencia técnica de fortalecimiento a sus empresas de servicios múltibles. R2: AMPRO llega a más socios (esta mas cerca de ellos) y grupos de base y fortalece su posición La membresía de Ampro ha disminuido. En realidad, por fin AMPRO hizo el levantamiento real de sus miembros, y tomó la decisión de atender a los sectors más activos, que también podría seguir atendiendo posteriormente al programa con Trias. Este informe se refiere a esos socios activos. R3: AMPRO se fortalece de manera sostenible, con suficientes competencias para reforzar a sus socios y para representar mejor a sus miembros. En 2012 AMPRO participo e incidó en 1) asambleas del Concejo Regional de Desarrollo impulsado desde el Plan de Nación, 2) la Mesa de Articulación Interinstitucional donde se debaten políticas públicas y 3) la relación con el Espacio Regional de Occidente (EROC) a fin de impulsar políticas públicas acuerpadas desde la sociedad civil donde es miembro de la Junta Directiva. SFACF NL-KVK-41048542-5905 Improving production and market access in Dhading cooperatives The Small Farmer Agriculture Cooperative Federation (SFACF) in Dhading district was established in 1993, it is an umbrella organization affiliating 37 Small Farmer Agricultural Cooperatives Limited (SFACL), one per Villa Development Committee (VDC). The cooperative has 20748 shareholders (11.535 women). In Dhading district there exist 50 VDC from which until now 37 are covered by SFACF, and within this project SFACF aims to reach 5 VDC of the 13 remaining. In the 5 VDC will be established 250 new groups and 5 new cooperatives, one per VDC. The establishment of the groups will directly increase the membership of SFACF with 5 new cooperatives and at least 1750 women farmers. Another objective of the project is to increase the income of the farmers by improving the production, increasing the skill of the farmers in entrepreneurship management and getting access to the markets. Youth and women farmers will be central in the project, creating opportunities for them through the different trainings planned and the establisment of cooperatives. Nepal Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 16. Marketing Aid grant excluding debt reorganisation 55140 54593 money is disbursed directly to the implementing organisation and managed by them The work done in the first six months of project is impressive. One of the objectives of SFACF is to reach new Village Development Committees (VDC) in Dhading District by establishing new agricultural cooperatives. The first step to establish a cooperative is through the group formation. The plan is to start up 250 groups and 5 new cooperatives in the whole year. Until December 2012 the Federation has started up 177 women groups, these groups are already functioning with monthly meetings and with saving and credit activities. And two cooperatives are in the process of registration (Budhathum and Phulkharka). Five field offices have been established. The group formation has been product of intensive work, considering the isolated area in which the farmers are located, the social conditions and because participants are illiterate women who do not have any knowledge about cooperative and microfinance. The role of a facilitator, future managers in the six VDC and field coordinators, have been relevant to start the process and to get trust of the women and this triggered the process of mobilization. Most of the participant in the activities of the project have been women and youth. The activities have been carried out in the six VDCs from Dhading (Budhathum, Katunje, Marpak, Phulkharka, Gumbi and Semjong). Most of the activities were related to cooperative enterprises and entrepreneur farmers, such as: start up of the Small Farmers groups, education in agriculture cooperatives and all formal registration issues demanded by Nepali Cooperative law; how to manage a cooperative considering also its financial management (account keeping training). Specific farm management training has been given to farmers specialized in livestock (cows, buffalo, goat, sheep other), and also individual farmers who want to start a business have been trained how to start and improve their business. from this training various business ideas have emerged (soap production, incense making, pickles production, ginger candy, commercial goat raising, etc). Considering the complexity of the area (Isolated) in which no possibilities exist for youth farmers, specific nonagricultural vocational activities have been undertaken for them. One of the challenges of the project is how to build a successful agriculture cooperative, access to market for their products and to keep the cohesion in the just formed groups, all of that considering the extreme geographical and social conditions of this farmers (isolation, poverty situation, lack of infrastructure , gender and cast discrimination, etc). NBCA NL-KVK-41048542-5681 Mushroom value chain development in Ninh Binh In the past few years, mushroom growing sub-sector in Ninh Binh has emerged and developed with a rapid pace due to increasing demand for fresh and processed mushroom from domestic and international markets. Statistics from the province reveals that the sector has involved over 6000 households in 8 districts of the province especially in Yen Khanh district. Ninh Binh Cooperative Alliance has been active in linking actors in the mushroom value chain through provision of support for the formation of farmer groups, mushroom associations in the past 2 years. It has lobbied with local authorities for supporting mushroom sub sector and other support for processing businesses as well as promotiong of the products. Taking the huge market potential and its suitability with Ninh Binh context, Ninh Binh Cooperative Alliance submits a value chain development proposal to further develop the mushroom value as a promising sub sector for poverty reduction. Enhance the competitiveness of mushroom in Ninh Binh in order to gerate jobs and income for about 5,000 households in the province, of which about 2,500 households are the poor Street 10, Dong Thanh Ward Ninh Binh City Vietnam Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 16. Marketing Aid grant excluding debt reorganisation 56340 50700 money is disbursed directly to the implementing organisation and managed by them RESULTS To promote cooperation in the mushroom value chain, NBCA organised two workshops with chain actors, with in total 80 participants. For in total 217 mushroom producers, NBCA organised 6 3-day courses on group management and business planning. The report is yet unclear about how many groups in total have been established in 2012 (more information is requested), until reply is received it is estimated that this is around 100 groups. Four groups have been assigned as model groups, and 33 members have gone to Nam Dinh province to learn from model farms with modern technologies in material preparation and processing. Through advice by NBCA, the capacity of four mushroom cooperatives on business planning has been strengthened, but yet unlcear is whether this also resulted in business plans (more information is requested). NBCA held three training courses for mushroom producers on growing and harvesting techniques (106 participants, of which 23 female). Through the courses, the groups apply a more uniform procedure of cultivating, processing and packaging. Tests for new processing technology have been developed. NBCA held a course on out-of-season mushroom production for 47 participants (29 female). One enterprise has been supported in buying a vacuum packaging machine to enhance the quality of fresh mushroom, and 3 were supported in purchasing a straw-cutting machine. And NBCA has supported 3 cooperatives to build modern autoclave machines (for sterilising equipment) which will shorten the preparation and cultivation process. The Mushroom Cultivating Association (with mushroom producers) visited China to learn about opportunities and constraints in the mushroom value chain. Four 2-day conferences were organised by NBCA to advocate the necessary policies, infrastructure and budgets for the development of the mushroom sector in the province. OBSERVATIONS A key constraint of this project is that it is very difficult to get concrete information about the progress at producer group level. NBCA is quite administrative, and it would be more interesting to have direct contacts at lower levels. Agripoolers who visited last year and gave a workshop to five mushroom producer groups about business planning, encoutered a high enthousiasm among the groups, but they will need more support in business orientation. The recording of data on production, sales and income still needs to be done more structural. PERSPECTIVES The project is running behind schedule, due to the fact that the annual contracts are only signed in middle of the year, which is in turn due to the fact that NBCA is too late with submitting the annual plan and budget. It is still difficult for them to understand the adminstrative procedures of Agriterra. Although some progress has been made, and mushroom producers are benefiting from the project (technical guidance, linkages in the value chain), we advise not to continue with the project after 2013 in the same way. Rather, NBCA should assign faciliators / group promoters who can support the groups more activity in production and marketing. CNAC NL-KVK-41048542-5889 Renforcement du mouvement coopératif des caféiculteurs du Burundi supplément 2014 En 2014 la CNAC poursuivra son appui aux 18 coopératives de café sélectionnées à travers les sept animateurs et animatrices sur le terrain. L’accent sera mis sur l’enregistrement des données économiques, la gestion coopérative, la gouvernance interne et l'amélioration de la production/productivité et les mécanismes de commercialisation. A la fin de 2014 les données économiques de toutes les coopératives appuyées devront être disponibles, ainsi que le résultat de leur commercialisation. Complément pour l'année 2013 Le projet 2012 a démarré avec des retards, ce qui fait qu'aussi lors de l'année 2013 sera encore nécessaire de rendre plus performant le dispositif d'appui-conseil vers la base. La base consiste de 18 jeunes coopératives primaires qui sont appuyés par des animateurs endogènes, 36 au total. Au niveau des cinq fédérations sept animateurs sont installés pour l'appui-accompagnement de ces animateurs endogènes. L'activité principale pour 2013 sera l'élaboration d'une fiche de suivi que permettra d'avoir les données de base des 18 coopératives retenues. Aussi la formation à tous les niveaux aura toute l'attention. Les résultats attendus n'ont pas changé par rapport à l'année 2012. L’objectif général du projet est de renforcer de des coopératives de caféiculteurs pour pouvoir arriver à un stade de gérer le processus de production depuis les champs jusqu’à l’exportation du café. L’objectif spécifique du projet est d’aider les 18 coopératives à bien conduire et bien gérer l’activité de collecte du café cerise vers les stations de lavage en vue de bien négocier le meilleur prix au producteur; Résultats attendus: Résultat 1 : Les données économiques de base sur les coopératives sont disponibles ; Résultat 2 : Les 18 coopératives savent conduire et bien géré l’activité de collecte du café cerise vers les stations de lavage. Résultat 3 : La quantité du café cerise collectée a augmenté de 50% ; Résultat 4 : Les 18 coopératives possèdent et utilisent les outils de gestion administrative et financière adaptés. Résultat 5 : Les 18 coopératives gèrent de façon transparente les activités Résultat 6 : les rapports narratifs et financiers sont produits mensuellement Résultat 7 : Les leaders des 18 coopératives sont formés et possèdent des compétences dans l’organisation et la gestion des coopératives. Le groupe cible direct du projet est constitué de 18 coopératives des caféiculteurs parmi celles qui ont déjà commencé à collecter le café cerise vers les stations ou mini stations de lavage les plus proches. Ces coopératives sont encore pionnières, éparpillés dans de différentes fédérations des caféiculteurs. Le dispositif d'appui est composé: Un ou une Responsable de la Promotion de l’Entreprenariat. Celui ou celle-ci est responsable de la mise en œuvre de toutes les activités. Cinq animateurs au niveau des fédérations. Ces 5 animateurs servent de relais entre le Responsable de la Promotion de l’Entreprenariat et les animateurs endogènes. Ils récoltent et centralisent les rapports des animateurs endogènes et en font le suivi. Les animateurs endogènes au niveau des coopératives sont chargés de l’animation à la base sur les techniques de l’entreprenariat rural. Un animateur endogène sera recruté pour un effectif de 100 membres. L’objectif général du projet est de renforcer de des coopératives de caféiculteurs pour pouvoir arriver à un stade de gérer le processus de production depuis les champs jusqu’à l’exportation du café. Quartie Gihosha Avenue de l'Agriculture BP 1391 Bujumbura Burundi Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 05. Membership base Aid grant excluding debt reorganisation 56421 30324 money is disbursed directly to the implementing organisation and managed by them Il s'agit d'un rapport intermédiaire. Le projet a effectivement démarré en septembre 2012, alors il s'agit des tous premiers résultats. La CNAC, dans le cadre du projet Agriterra, appuie 18 coopératives au sein de ses cinq fédérations membres, avec un total de 187 groupes adhérents et 1549 membres individuels dont 380 femmes et 1169 hommes. Au sein de chaque fédération un animateur/trice a été mis en place, cinq en total. Malheureusement, 2 des 5 ont déjà trouvé meilleur ailleurs et s'en sont allés et de nouveaux devront être recrutés encore. Au sein des coopératives des animateurs endogènes ont été sélectionnés par les membres de la coopérative. Il s'agit de 17 femmes et 19 hommes. Ces animateurs ont suivi les premières formations. La filière café est en train d’être privatisée au Burundi, ce qui pose certains problèmes au niveau des producteurs et productrices, qui n'ont pas le droit de s’acquérir des stations de lavage en vente. C’est ainsi qu'ils se sont organisés en coopératives et ont l'intention de se créer des Stations pour eux-mêmes. Des 18 coopératives appuyées par le projet 7 se sont engagées à accélérer les constructions des Stations de Lavage, pendant que les 11 autres cherchent des parcelles pour la construction des SDL. Le prix du café a beaucoup chuté lors de la campagne cafécole 2012-2013 - les coopératives ne sont pas encore suffisamment bien organisées pour y donner face. Comme premier résultat on note l'augmentation du nombre de membres des coopératives (de 257 personnes) et une augmentation de leur capital mobilisé pour la construction des Stations avec un montant de 5.055.200 Fbu. Comme observations, il y a le défi de descendre encore plus au sein des coopératives, jusqu'au niveau des associations de collines et d'augmenter en fonction du besoin le nombre d'animateurs endogènes. En perspective, c'est le ciblage encore plus accentué des organisations des collines au sein des coopératives pour augmenter la participation de tous les membres afin d'aboutir à un membership de qualité. Des connaissances et aptitudes sur ce que ça signifie d’être membre d'une coopérative, la production et la commercialisation du café, les enjeux de la filière de café au Burundi, le calcul des coûts de production, l'accès aux sources de financement (plan d'affaire) sont autant de thèmes de formation dont les producteurs et productrices à la base ont besoin. FFAAP NL-KVK-41048542-5685 Linking Farmers to Business and enhancing livelihoods & Establishing of Women Wing 2011-2012: 2012 is the last year of financial support to FFA-AP. The partnership has continued since 2002 (10 years). FFA-AP is able to continue the programme without further support from Agriterra making use of facilities of the government and linkages with private sector for its commodity programme. The women's wing will be managed independently from 2013 onwards. The support from Passage since 2007 has been detrimental in this. Activities in 2012 relate to 2 components: 1. linking farmers to business and livelihood programme. This programme focuses on 5 commodities covering 7 districts of Andhra Pradesh. Farmers are trained in better agronomic practices and linked to the market/private sector through CIGs (commodity interest groups). 2. A lobby component is included as well ensuring that the present food management system of the government will be overhauled. FFA-AP and CIFA (i.e. the national farmers organisation) work hand in hand on this aspect. Particular attention is given to paddy and sugarcane. 2. Strengthening the women's wing. This programme consists of two activities. 1. The board of the women's wing will be strengthened. Existing federation structure will be strengthened from group to mandal to district to state level based on the three involved districts. 2. livelihood activities including a self managed micro finance scheme. towards a self managed women's wing, favourable policies to overhaul government's food management system and private sector linkages with farmers produce. Flat nr. 209, Vijaya Towers, H. No. 10-2-287/1/A Shanthi Nagar, Hyderabad - 500 028 India Dutch Ministry of Foreign Affairs WA3 Policy elaboration & advocacy Deliverable 12. Policy adoption Aid grant excluding debt reorganisation 59365 59365 money is disbursed directly to the implementing organisation and managed by them Results have been elaborated in the field of lobby 1) Rice: agenda: minimum support price for rice, better price for special niche rice varieties, to allow for export of rice in order to receive minimum price. This lobby has resulted into: a bonus payment of INR 200 for a fine rice variety, government procurement of 160,000 metric tons rice from farmers in stead of 5000 metic tons. Additional financial gain form farmers was 160 million rupees (2.3 million Euros). 2) Sugarcane: agenda: increase minimum support price, to get arrears paid of INR 2,500,000,000 and jaggery free movement. This lobby has resulted in: lifting restrictions on marketing jaggery and this enabled reduction in corruption by state government officials. 3) Turmeric: to increase marketing for processing and export. This has resulted into MarkFED to procure … ton turmeric while efforts are made to start district processing units. The estimated benefit in one district (Nizamabad) is Rs 18 million (Euro 250,000) 4) Tobacco: agenda: awareness raising on cartelisation by traders to reduce prices. Result of this lobby: Directions of Chief minister for higher price. Estimated additional income is Rs 45-50 million (Euro 700,000). 5) Cotton: agenda: price fixation for BT cotton, purchase of wet cotton caused by cyclone NEELAM. Result of lobby: Cotton Corporation of India purchased also wet cotton. Result … financial gain for affected … farmers. 6) Vegetables (onions): agenda: addressing cartelisation. Result agenda: involvement government in procurement and providing minimum support price and addressing cartelisation by middlemen. 7) Electricity provision: agenda: drop levy of indirect taxes on electricity supply to farmers. Result: additional charges were dropped. 8) Adequate compensation for land procurement by government: agenda: similar compensation as in other states ( Gujarat, Punjab) for farmers. 9) Seed bill lobby: agenda: early introduction of seed bill to get better quality seed. 10) water wars: agenda: change in water utilisation practices and adopting a new legislation to control the distribution and fixing of water costs; 1 1) use of agriculture taxes to improve agriculture development: agenda: as resources are diverted and misused FFA makes government aware and demands for tax money to be used for agriculture purposes. Marketing related results: 1) Mango: price discovery mechanism for mango farmers through sms messages and coordinated information with factory; linking mango farmers to WaLMART; request to district government for establishment of 5 mango stalls in order to directly sell to consumers (2013 to be continued). 2) Tobacco: alternatives for tobacco production are being studied including genetic tobacco production that has no harmful effects; 3) awareness programmes on commodity trading including spot trading and online trading; 4) Foreign Direct Investment in markets is possible from 2012 onwards. Large retail chains have approached FFA for linkage with the commodity societies. Visit of Dutch young farmers to FFA: visits were paid to mango farm and factory, to dairy female farmers, poultry hatchery, horticulture plantation and sugarcane factory. Women’s wing: Women’s wing project is example for all farmers organisations in India. In 2012 the state level farmer association of women was established. Women wing got established from group level via villages, blocks, districts upto state level. After initiating savings programme and formal registration various trainings have been held. Various economic activities are started. The women dairy programme was very successful as 1000 female farmers got in total access to Rs 60 million bank loans. The manufacture of detergent, balm, phenoil, candles etc (so-called label products) has been very successful as well. Own retail outlets for women have started in villages. Bulk marketing to hospitals, military and school hostels, large offices etc. At the end of 2012 there were 790 groups in 144 villages in 3 districts with about 11,500 women active. Exchange visit to The Netherlands has inspired women to be engaged in eco tourism and marketing. In district Chittoor women groups were able to obtain loans from the bank. In the other 2 districts the experiences are used for starting this process as well. During the 9th national farmers conference in Hyderabad many women farmers participated. AgriProFocus NL-KVK-41048542-5687 Agri hub support in Africa Update 2014: In 2014 a total of 12 agrihubs will be supported by Agriterra. The support is tailored to concrete activities. These activities have been developed in consultation with local representatives of Agriterra in the countries, with their partners organisations or are foreseen as issues of joint interest in line with Agriterra’s wider objectives. Focus of Agri-ProFocus and the agrihubs is on the following themes in 2014: 1. Network development and coordination 2. Business and partnership brokering 3. Facilitating Innovation communities 4. Platform for debate and learning Update 2013 In 2013 a total of six Agrihubs will be supported by Agriterra in 2013. These are DR Congo (support Agriterra since 2013), Burundi (since 2013), Rwanda (since 2009), Benin (since 2011), Kenya (since 2011) and Uganda (since 2011). A small change in agrihub focus has occurred since 2012 as Mali and Zambia have been replaced by Burundi and DR Congo. The latter two belong, together with Rwanda, to the so-called Great Lake region. Agriterra’s presence in this region has been strong. Hence the adjustment in Agrihub focus. Indonesia has been added in 2013 in order to support the start of an Agrihub in the first Asian country where Agri-ProFocus is active. Agriterra is active in Indonesia and would like to contribute to the development of a new Agrihub in this country. The Agrihubs have been formed as networks of actors from farmers organisations NGOs, private sector, knowledge institutes and public sector. These networks strengthen the system for agriculture entrepreneurship in a specific country. Eventually this should lead to strong and effective agriculture entrepreneurs which are able to make better informed choices for their enterprises. The focus of Agrihubs in 2013 are on the following activities: 1. coordination and network development 2. partnership and business brokering 3. Innovation communities in the field of a.o. access to land, markets, finance, inputs, policy environment and gender. 4. platform for learning and debate. The Agrihubs are coordinated by one of the Dutch APF members. Every Agrihub has a NING, an online platform where information is shared with members and visitors of this platform on a variety of activities. 2011-2012: AgriProFocus has initiated Agrihubs in a number of African countries. Involved parties are Producer Organisations, service providers, private sectore representatives, donor agencies and civil society organisations. Together they will achieve tangible economic results at the level of the farmers through joint forces. These Agrihubs are a joint effort from Dutch AgriProFocus members to support farmer entrepreneurship through organised farmers. Since 2011 AgriProFocus is working with multi annual plans which are prepared in a participatory manner and agreed upon by involved AgriProFocus members. Agriterra commits itself to support these multi annual plans within four countries in 2011 and 6 countries in 2012 more actively with financial and human resources. In other countries where Agrihubs are active and Agriterra is present, Agriterra commits itself to basic information exchange and involvement of PO clients if there is a specific demand from the PO. tangible results are achieved by farmers organisations through their active involvement in agrihubs within 12 countries where APF is active. Jansbuitensingel 7 6811 AA Arnhem World Dutch Ministry of Foreign Affairs WA2 Institutional development Deliverable 08. Alliances and agreements Aid grant excluding debt reorganisation 60000 54000 money is disbursed directly to the implementing organisation and managed by them six agrihubs have been supported by agriterra with financial means. These are: Uganda, Kenya, Mali, Benin, Rwanda and Zambia. This has allowed the agrihub coordinator in these countries to organise meetings on enterprising farmers with various stakeholders from civil society, including farmers organisations, private sector and government. In some countries this has led to a further positioning of the agrihubs and recognition of a joint effort of Dutch development aid organisations and national organisations to strengthen the position of farmers in the market value chain. NL-KVK-41048542-5576 MVIWATA-Manyara: The defender of the farmer is the farmer himself MVIWATA-Manyara is the middle-level network of farmer groups in the Manyara region in Tanzania. MVIWATA is a member-based organisation with leaders that are elected by and from the members. The philosophy of MVIWATA is reflected in their slogan “The defender of the farmer, is the farmer himself”. In a country where 80% of the poor are small-scale farmers who are often ignored by their government, MVIWATA forms a crucial link between them and the authorities. MVIWATA-Manyara started its operations in 2008 and showed tremendous results in less than 3 years. More than 1000 members and 70 groups have joined the organisation and it is recognized as the official representative body of small-scale farmers. This project will continue on the road started and aims to establish MVIWATA-Manyara firmly as “the voice of the small-scale farmer”. Priorities are the expansion of members and producer groups and improving its service delivery to members. Lobby and advocacy work to defend the interests of the farmers will remain core business of the organisation. Improving the organisation itself, especially its financial sustainability, will also be high on the agenda. Babati Tanzania Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 04. Democratic governance Aid grant excluding debt reorganisation 61101.32 61101 money is disbursed directly to the implementing organisation and managed by them MVIWATA Manyara is a regional level network of the national farmer organization MVIWATA in Manyara region in Tanzania. In three years time its membership has tripled from 942 to 2,864. This huge increase is a clear indication of the need of small scale farmers in the region to be represented by a higher body. Politically, demand to include the Small Scale Farmers more in agriculture development policies is very strong at the moment. The farmer organisation should seize this political momentum and profile themselfes more as the defender of the small scale farmer. MVIWATA MAnyara is still young and expanding. However there is a clear increase noticebable in terms of influence at district level. We believe that this influence will further increase. MVIWATA Manyara increased its membership mainly by expanding to other districts and opening new networks. The strong growth in groups (from 68 to 171) necessitate the need for strong local networks. These assure the communication between the farmer producer groups in a ward, the regional and eventual the national network of the farmer organization MVIWATA. The strength of these networks will determine the sustainability of the growth. MVIWATA Manyara has about 35 local networks, only 1 has an office and most of them are quite weak. The reason why they have so many local networks is the low population density in Manyara region. In 2013 the strengthening of the local networks will be high on the agenda. Eventually the strong mobilisation of members in groups should lead to better policies for family farmers. In 2012 MVIWATA Manyara worked on two main issues. (1) The Tanzania constitution review: Tanzania is in a process of updating their constitution. In that constitution there are different aspects that touch small scale farmers. The government organised a consultation process MVIWATA Manyara made sure that their farmers could participate in that process so that the voice of the small scale farmer could be heard. First the farmers were trained about the content of the constitution. Then meetings were organised with farmer leaders and a document was drafted which stated the points farmers wanted to change. This document was presented at the referendum meeting with the regional government. (2) Subsidized farm inputs through government voucher system: Farmers have right at a farming subsidy for at least 1 acre. However not many farmers can access the system, the content of the inputs are in many cases not adapted to the farmers needs (e.g. they want seeds but no fertilizers), and in most cases the subsidies do not arrive in time for the planting season. MVIWATA Manyara wants to improve the system. They drafted a document with the names of all the farmers that did not receive the inputs and participated in government meetings related to the inputs, so that packages could be developed that are more suitable for the farmers needs. MVIWATA Manyara is also improving their network, now they have linkages with 6 organisations that are giving services to MVIWATA members. MVIWATA Manyara scored 78% on the democracy tool. scored high with regard to participation in elections and accessibility and MVIWATA Manyara quality of the leadership. They scored weaker with regard to access to information about the network and important decisions the network makes. So more effort should be put into feedback to the members. CONFRAS NL-KVK-41048542-5633 Crédito y formación empresarial con pequeños productores/as El presente proyecto recoge el trabajo realizado con participación de un grupo de productores/as usuarios/as de créditos y aspirantes a los mismos, ubicados en las diferentes cooperativas afiliadas a CONFRAS. Dicho proyecto está basado en el sentir y necesidad de 200 productores/as, de recuperar la capacidad de ser sujetos/as de créditos, con credibilidad, responsabilidad y por ende desarrollar las capacidades productivas y empresariales, así como la capacitación y formación en el uso de los créditos y la capitalización de las capacidades humanas. El proyecto tiene el propósito de fortalecer el desarrollo de capacidades personales, económicas y empresariales de productores/as y se ejecutará con 200 productores/as a cooperativas de CONFRAS, en dos años. CONFRAS, con la finalidad de crear una nueva modalidad de apoyo económico a su membresía, está desarrollando un programa de asistencia crediticia (PROCAMPO), el que es administrado por la Cooperativa de Ahorro y Crédito – La Fuente de R.L. Esta organización crediticia, pretende en el mediano plazo convertirse en una financiera que sea representativa en el sector agropecuario cooperativista. Para hacer más efectivo el trabajo propuesto, se prioriza la ejecución del proyecto en dos grandes componentes: - Formación y capacitación empresarial de productores/as agropecuarias. - Apoyo a la producción agropecuaria y empresarial de productores. Objetivo General: Fortalecer el desarrollo de capacidades integrales, económicas y empresariales de productores-as y cooperativas agropecuarias Objetivos Específicos: 1. Fortalecer el acceso a créditos del sector cooperativista agropecuario. 2. Desarrollar capacidades humanas de la población cooperativista sobre las empresas agropecuarias y el fomento del buen uso de los créditos agropecuarios. Final 7a /Av. Norte No. 50, Residencial San Carlos San Salvador El Salvador Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 13. Farmers' access to resources Aid grant excluding debt reorganisation 61349 61355.61 money is disbursed directly to the implementing organisation and managed by them Las diferentes actividades ejecutadas en 2012 han permitido el cumplimiento de los dos principales componentes en los que se basa la ejecución del proyecto: formación y capacitación empresarial a pequeños/as productores/as agrícolas y apoyo a la producción agropecuaria y empresarial. CONFRAS ha obtenido los siguientes resultados: A los 200 productores y productoras capacitados en el período anterior, se les atendió con créditos y asistencia técnica en sus actividades agrícolas. En talleres impartidos sobre temas solicitados por las comunidades/cooperativas participaron 118 participantes. En los talleres impartidos por capacitadores multiplicadores participaron 160 participantes (49% hombres – 51% mujeres). Se ha colocado 835 créditos con un valor de USD 330,565.00, del total USD 58,419.88 fue el monto recuperado y los ingresos fueron USD 24,142.21 (intereses devengados). A través de las actividades agrícolas financiadas 128,388 jornales de trabajo fueron generados. Al fin de 2012 CONFRAS está soportando a 9 iniciativas productivas a quienes se asesora a través de la contratación de una consultoría. Con las capacitaciones se ha logrado que los productores y productoras tengan mayores herramientas administrativas para el control de sus iniciativas productivas; así como nuevos conocimientos para mejorar sus actividades productivas. El proyecto ha contado con amplia participación de las mujeres, tanto en la capacitación, como en el uso de los servicios crediticios para la producción agrícola o microempresas. Existe mayor demanda por parte de los/as agricultores, en cuanto a capacitaciones (sobre necesidades expresadas por ellos); mayor exigencia de asistencia técnica; y más atención crediticia, sobrepasando el monto previsto en el proyecto, necesidades que han sido cubiertas con fondos del programa PROCAMPO. En total 191 grupos de 298 mujeres y 478 hombres (total 776) recibieron capacitación cooperativa. A través de los 237 grupos solidarios se ha distribuido crédito. El crédito fue manejado por la Cooperativa La Fuente, en total 715 créditos fueron colocados. CONFRAS destinó USD 248,000.00 como fondo de crédito para el proyecto de 2 años. Los desembolsos se realizaron a la cooperativa La Fuente, así: USD 80,000.00 en 2011 y USD 168,000.00 en 2012. En el año 2012 la cooperativa financió con un monto adicional de USD 140,720.00 que también son recursos de CONFRAS administrados por la cooperativa; todos los recursos disponibles estan ahora siendo utilizado en el proyecto. CSAOCP NL-KVK41048542-5641 Contribuer à l'amélioration de la sécurité alimentaire addition 2014: Dans le cadre de la collaboration avec Agriterra, 2014 est la dernière année de l’appui financier. Il est envisagé d’évoluer vers un CSA/OCP qui peut fonctionner avec une plus grande autonomie sur le plan financier à travers des services rendus à ses membres. En même temps le CSA OCP souhaite continuer à appuyer les activités économiques à la base. L’an 2014 consiste à : • Renforcement de l’autonomie financière du CSA OCP et les membres ; • Renforcement de l’entreprenariat et de la dynamique coopérative des membres ; • Renforcement des capacités productives et économiques des femmes ; • Renforcement de la rentabilité et de la pérennité des Banques Céréalières ; • Renforcement des capacités techniques, managériales et de leadership du CSA OCP. addition 2013: Agriterra a donné un appui au CSA/OCP depuis fin 2008. L’appui consistait à la mise en place de six Banques Céréales, de quatre Groupements Féminins de Crédit, de renforcement dans la gestion financière et organisationnel. Dans le cadre de la collaboration avec Agriterra, il est envisagé d’évoluer vers un CSA/OCP qui puisse évoluer vers une autonomisation des services rendus et de continuer à donner un (léger) appui aux activités économiques à la base. L’an 2013 consiste à un renforcer: • l’autonomie financière du CSA OCP et les membres ; • l’entreprenariat et de la dynamique coopérative des membres ; • les capacités productives et économiques des femmes ; • la rentabilité et de la pérennité des Banques Céréalières ; • les capacités techniques, managériales et de leadership du CSA OCP. addition 2012: Par rapport à l’année passée, le Centre de Services en Appui aux Organisations Coopératives et Paysannes (CSA/OCP) a été appuyé dans le domaine de la gestion financière (installation d’u8n logiciel de comptabilité et réalisation des audits 2009 – 2010 pour la première fois) et une appréciation a été faite des services offerts aux membres. Or, CSA/OCP a vu l’adhésion de 21 nouvelles coopératives, dont 8 banques céréalières et 13 groupements féminins de crédits. Aujourd’hui il compte 29.854 membres individuels. Pour l’an 2012, il est envisagé de continuer le partenariat dans le but de renforcer le CSA/OCP vers une organisation qui puisse fonctionner plus autonome sur le plan financier. Ceci comprend aussi d’évoluer vers une autonomisation des services rendus. Dans ce cadre-là, un appui sera donné dans le domaine de/du : - Etude de la rentabilité économique des services fournis par le CSA-OCP ; Renforcement de capacités dans la gestion financière du Centre ; - Renforcement de la sécurité alimentaire et des revenus économiques. Le Centre de Services en Appui aux Organisations Coopératives et Paysannes (CSA/OCP) a été crée le 15 Juin 2001 par arrêté N°38/ CZ/SGA dans le but de répondre aux nombreuses sollicitations d’appui des populations rurales de la région de Zinder en matière de création et de renforcement des capacités des Organisations Coopératives et Paysannes. Début 2011, Le CSAOCP comptait 284 coopératives comme membres adhérents, avec un total de 28.600 membres dont 16 200 hommes et 12 400 femmes. La région de Zinder connaît régulièrement des épisodes de crises alimentaires et cette insécurité alimentaire en milieu rural constitue une problématique de taille pour laquelle les solutions demandent des approches multiformes et variées. Le bilan céréalier montre qu'au cours des douze dernières années, une année sur quatre était déficitaire. Pour continuer à contribuer au renforcement de la sécurité alimentaire de ces populations pauvres de la région de Zinder, le CSAOCP veut répondre aux nombreuses sollicitations des banques de céréales (BC), des groupements féminins de crédit (GFC) et des boutiques d'intrants agricoles (BI). Le CSAOCP renforce également la capacité des membres dans le domaine de la gestion de la coopérative et du genre et donne aussi un appui technique dans le domaine de la production. La BC peut être définie comme une des activités économiques et sociales d’une structure associative ou une organisation paysanne qui gère une réserve de céréales pour le compte de ses membres à travers des opérations de collecte, de stockage, de conservation et de cession de céréales à des conditions favorables en vue de couvrir leur besoin alimentaire pendant la période de soudure. Le GFC est une des activités génératrices de revenus qui permet aux femmes d’être financièrement indépendantes vis-à-vis de son du tiers et même de son mari. C’est aussi un moyen de sécurisation contre la pauvreté et l’insécurité alimentaire du ménage. La BI à caractère associatif ou de type coopératif vend des intrants agricoles et fonctionne comme celle des distributeurs privés avec le fait majeur que les intrants sont vendus au comptant et que la recherche du profit n’est pas sa vocation première. Dans le cadre de l’appui à la sécurité alimentaire le CSAOCP a appuyé la mise en place de 81 banques céréalières, 15 groupements féminins de crédit et 8 boutiques d’intrants agricoles. Agriterra a eu un partenariat avec le CSAOCP depuis 2008 ayant l’accent sur l’établissement de six nouvelles BC et l’installation de quelques groupements féminins de crédit ainsi qu’un appui institutionnel. Dans le cadre de la collaboration avec Agriterra, il est envisagé de nouveau un partenariat de trois ans, dont 2011 est la première année. Dans ce partenariat il est prévu d’évoluer vers un CSA/OCP qui puisse fonctionner de façon plus autonome sur le plan financier. Ceci comprend aussi d’évoluer vers une autonomisation des services rendus. Dans ce cadre-là, en 2011 un appui sera donné dans le domaine de/du : - Etude de la rentabilité des services fournis par le CSA-OCP ; - Renforcement de la sécurité alimentaire et des revenus économiques ; - Renforcement de capacités dans la gestion financière du Centre ; Renforcement de capacités concernant la Planification, Suivi & Evaluation du Centre ; - Augmentation de la visibilité de CSA/OCP. Renforcer l'autonomie financière du CSA/OCP et de ses services BP 196 Zinder Niger Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 03. Financial management Aid grant excluding debt reorganisation 64994 81524 money is disbursed directly to the implementing organisation and managed by them L’an 2012 a mis l’accent sur un appui aux services du CSA OCP, le renforcement du CSA OCP en ce qui concerne la gestion financière et la réflexion autour de la durabilité du CSAOCP et de ses membres. Huit nouvelles Banques Céréalières se sont adhérées au CSA OCP. Le nombre de membres a évolué de 298 à 306. Le suivi des anciennes banques a donné de l’attention spéciale au fonctionnement démocratique et la transparence dans la gestion. Les Groupements Féminins de Crédit ont été formés dans le domaine de gestion. Vingt groupements ont eu accès à un crédit d’un montant total de 7.666.000 FCFA, qui a été remboursé entièrement par les femmes. En plus, les femmes ont cotisé 759.800 FCFA en 2012. Suite à une visite d’échange rendue en 2011 à l’AOPP, qui a donné connaissance de l’existence de la Mutuelle de Solidarité, l’expert dans ce domaine de l’AOPP a été à Zinder pour former le CSA-OCP dans la mise en place des Mutuelles de Solidarité. Or, des formations ont été données dans le cadre de la transformation des produits agro-sylvo pastoraux (mil, arachide, maïs, riz, sorgho, blé), la culture maraîchère, la comptabilité et sur la loi portant régime des coopératives et son décret d’application. En ce qui concerne le renforcement du Centre même, une formation sur le logiciel SAGE a été donnée et pour la deuxième fois, un audit externe a été réalisé. Une étude pour réfléchir sur la pérennité des Banques Céréalière, des Groupements Féminins de Crédit et du CSA-OCP a été faite. Les principaux résultats sont que le CSA-OCP est une structure paysanne dynamique et émergeante avec une bonne gouvernance. Les élus et le secrétaire exécutif sont connus sur le terrain et très bien respectés par les membres. Le CSAOCP a réussi son implantation dans presque toutes les communes de la région de Zinder, ce qui lui donne une forte représentation sur le terrain et une diversification de ses opportunités partenariales et d’adhésion. Aujourd’hui, le Centre fonctionne avec 75% d’appui extérieur mais avec une meilleure organisation, son portefeuille pourrait lui permettre de tendre rapidement vers l’autonomie financière. Aujourd’hui, sur un total de 300 membres, 100 membres sont réellement actifs. Les activités économiques des groupements féminins de crédit dégagent une certaine rentabilité, mais le retour sur investissement peut être optimisé. Pour leur pérennisation, le système de cotisation hebdomadaire initiée par les femmes doit continuer et se renforcer pour avoir à terme plus de capital à moindre coût. L’encadrement technique est nécessaire pour obtenir une meilleure maîtrise des charges d’exploitation et des stratégies commerciales. Concernant les banques céréalières, on peut compter sur un fonds de roulement relativement consistant quand on connait le contexte de la pauvreté dans la région de Zinder. Cette rentabilité peut être nettement améliorée sur les trois ans à venir. Dans le futur proche, les efforts de pérennisation devraient se focaliser entre autres sur : • Le développement d’une meilleure culture d’entreprise à tous les niveaux du CSA-OCP (cotisations, prestation de services de qualité avec une facturation, …) ; • La mise en réseau des membres pour les achats groupés en céréales pouvant créer des économies d’échelles sur les achats pour les banques céréalières ; • L’amélioration de la performance financière des membres ; • Le renforcement des capacités humaines, techniques et de la productivité des élus et du staff technique au siège du CSA-OCP ; • Le renforcement de la représentation et de la défense des intérêts des paysans membres en vue d’une grande mobilisation et adhésion des paysans et de partenaires techniques et financiers. HODFA NL-KVK-41048542-5579 Agro- and market services in the cereal and vegetables value chains in Hoima Hodfa is the District Farmers Association of Hoima district; it is a member-based organisation that represents around 4150 farmers. The programme targets smallholder farm households in selected sub counties of Hoima District. These smallholder farmers are subsistence-oriented, own small pieces of land (between 1.5 to 2 acres) and employ simple farm tools and technology; the majority live in semi-permanent structures, have limited access to productive assets (including information and formal financial services) and are generally food and income insecure. The proposed project through its Participatory Agro-Enterprise Development approach, facilitate farmer groups in increased production, access to financial services, collective marketing and lobby/advocacy. Adequate financial services are provided by the rural bank Hofokam. Uganda Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 16. Marketing Aid grant excluding debt reorganisation 65912.45 75113 money is disbursed directly to the implementing organisation and managed by them This project is about supporting Hodfa’s member farmers groups in (i) assuring food security at household level, (ii) increased access to and participation in remunerative markets; and (iii) Hodfa providing adequate services to its members. The project aimed to reach 634 farmer groups in assuring food security; 596 groups were reached in 2012. All these groups were equipped with appropriate knowledge and skills in sustainable and increased production of food (in variety, quality and quantity); improved food preparation, good food related hygienic practices, and need for increased variety of food served; as made aware of the need for joint planning, decision making and sharing of responsibilities within households. Out of the planned 570 groups, 447 groups established at least 3 quality control mechanisms at group level to ensure and meet market requirements, which improved the quality and increased the production. Adoption of improved production technologies has led to increased production, like with rice where an increase in production by 50% was realized, i.e. 1.87 tons per acre. 205 farmer groups registered an increase in quantity sold to over 35%, increasing from 108 groups in 2011. The project aimed at 525 groups with buyer contracts, and 197 groups managed to do so in 2012 (an increase of 69 groups from 2011). Many buyers are informal and hesitant to enter into formal contracts with farmer group which explains the lower realization. Small Farmer Group Associations (SFGAs) that began their process in 2009/10 have continued to grow both in numbers (with new ones emerging to add up to 15 from 11 in 2011), in size (with new members and farmer groups joining the already existing ones) and institutionally. SFGAs like Katweyambe, BOFA and KIDEFA have operationalized their visions through acquisition of own land for construction of offices and stores, value adding machines, helping them to achieve more stable markets for their produce. Delivery of quality service through the Enabling Rural Innovation approach (previously called PAED) has facilitated the growth of HODFA’s membership base as follows; 2453 in 2007, 4416 (1684 F & 2732 M) in 2010, 5022 (1979F and 3043M) in 2011 and 6060 (2340F and 3720M) by 2012. The programme has empowered HODFA to expand her outreach even to non-traditional areas of operation, like the Albertine Rift Valley (in a Tullow Oil supported programme). HODFA has recruited 1472 fully paid-up members from this area. HODFA has intensified mainstreaming of gender issues in all her programs. The organization values equal participation of men and women at all levels and for that matter has partnered with aBi trust to strengthen Gender for Growth in the selected value chains. As a result the following achievements have been so far made; 40 Gender peer educators (13 adult women, 21 adult men, 2 female youth, 4 male youth) were capacitated to carry out trainings in gender relations practices and facilitated with bicycles and monthly allowance to conduct the trainings at group and follow-ups at household levels. HODFA has institutionalized an independent business wing which is a subsidiary company with the aim of making providing BDS services to the members and making profits. The profits are later reimbursed to HODFA where it again supports service delivery to her members. The business wing (HODFE) is showing signs of progress and is hoped to help HODFA realize its sustainability dreams at least by the year 2015. The most important lesson learnt is that result driven organizational performance is key to attaining productive networks and partnerships. The ERI/PAED approach has had tangible effects of change which has made HODFA well known; and it is being approached by several organizations willing to partner or network with her, e.g. Goal Uganda, Traidlinks, E.A. environmental network, DFCU Bank, Equity Bank, etc. SYDIP NL-KVK-41048542-5732 Programme d’appui à la dynamique entrepreneuriale coopérative En 2014 SYDIP se focalisera surtout sur la mise en place et la gestion de coopératives et la professionnalisation de la filière pommes de terre. Les coopératives auront leur reconnaissance officielle et seront formées à l'utilisation des outils de gestion. Quant aux pommes de terre, beaucoup d'efforts seront menés pour améliorer la qualité des semences de pommes de terre, entre autres par des testes de nouvelles variétés. Aussi la commercialisation des (semences de) pommes de terre sera renforcée. Ce plan d'action 2011 s'inscrit dans les objectifs du programme de renforcement des fédérations agricoles du SYDIP par leur transformation en micro entreprise commerciale. Ses objectifs sont les suivants : Objectif global : Contribuer à l'amélioration du bien-être socio-économique et politique des petits producteurs agricoles à travers la promotion de l'agriculture, l'élevage te la pêche pour une professionnalisation effective du paysan dans son métier ; la défense des intérêts des membres pour une auto-prise en charge ; la structuration et l'organisation du monde paysan en vue de réduire la pauvreté. Objectifs spécifiques : 1. Promouvoir un paysan capable de défendre les intérêts professionnels comme citoyen au sein de la société conscient de l'évolution agricole du monde. 2. Augmenter et améliorer la production agricole. 3. Asseoir un mouvement syndical capable de représenter les paysans et de dialoguer avec les autres acteurs économiques, sociaux, politico-administratifs, privés comme publics. 4. Favoriser l'émergence d'un leadership féminin basé sur le genre et institutionnaliser le genre au sein du SYDIP. 5. Asseoir un système de marketing agricole et d'autofinancement basé sur l'exploitation des potentialités des filières agricoles et de pêche. LES GRANDS DEFIS ACTUELS -Le faible pouvoir économique et l’esprit attentiste des membres -Faible structuration des fédérations agricoles dans la production, la commercialisation et la communication. -Faible émergence du leadership des jeunes -Niveau faible de tenue de la comptabilité au niveau des fédérations agricoles -Insécurité foncière chez la plupart des membres -Faible émergence du leadership économique. LES IMPACTS ATTENDUS DE CE PLAN OPERATIONNEL 2011. -Augmentation de la production par ménage pour assurer la sécurité alimentaire et dégager un surplus pour le marche -Augmentation du rendement par ha par ménage accompagné -Augmentation du revenu agricole par ménage accompagne -Amélioration du niveau socio économique des ménages par l’amélioration de l’alimentation, l’habitat, la scolarisation des enfants, le transport, l’investissement dans le secteur agricole -Les fédérations agricoles et les unités d’autofinancement du SYDIP dégagent des marges bénéficiaires à la fin de l’année. OS1: Les productions des filières d’agricoles-chaînes des valeurs développées à travers les coopératives initiées par les membres SYDIP sont prises en compte dans les préoccupations PDL des secteurs et chefferies OS2: Les stratégies de promotion d’un BP 561 Butembo Congo, dem. rep. of Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 14. Farmers’ access to inputs Aid grant excluding debt reorganisation 66224 60235.73 money is disbursed directly to the implementing organisation and managed by them APODIP NL-KVK-41048542-5575 En la busqueda de la sostenibilidad institucional La organización APODIP tiene como fin principal, la mejora de calidad de vida de sus asociados, mediante trabajar la cadena productiva y de valor del café, en comercio justo y FLO (Fairtrade Labelling Organization). Los asociados son pequeños productores indígenas, produciendo en la región reserva de la biosfera en la Sierra de las minas, Polochic, Guatemala. El proyecto anterior año 2008-09, fortaleció la primera etapa del proceso de la independencia organizacional, en el proceso de transición de pertenecer a una comercializadora de sociedad anónima a gestionar su propia organización. Los primeros pasos realizados fueron el establecimiento de la estructura organizativa, análisis para la sostenibilidad, realizado su plan de negocios, posicionamiento dirigiendo la CGCJ (Coordinadora Guatemalteca de Comercio Justo) en el país y CLAC (Coordinadora Latinoamericana y del Caribe de Pequeños productores de Comercio Justo) en América. Con este proyecto (10 apod-5575) se pretende incorporar la organización fortalecida a los niveles de DEL (Desarrollo Económico Local), sensibilización en el tema género y enfocar hacia políticas y estrategias con mujeres y jóvenes. También hay un enfoque fuerte en la mayor participación y empoderamiento desde los asociados en la dirección y funcionamiento de APODIP (sostenibilidad social). Al nivel productivo se pretende incrementar la cobertura en área y socios para mayor producción, estabilizar la comercialización local/nacional con productos competitivos y la diversificación en crear la cadena productiva y de valor de la miel, enfocado a la sostenibilidad ambiental y económica (balance). Objetivo 1: El grupo destinatario de APODIP tiene más acceso a servicios adecuados, pertinentes y de calidad de una manera sostenible e integrada. Durante el año 2012 se ha construido minicentros de acopio de café con inversión de la cooperación internacional, municipalidades locales y socios, medianto los cuales se han mejorado las condiciones de acopio de café en las comunidades: Monte blanco, Jalaute, Nueva Esperanza, San Antonio I, Los Angeles, Campur , Cancoy. Es una mejora no solo de su infraestructura si no se mejora las normativas de acopio cuidando la calidad de café y los procedimientos que hace que se disminuya los problemas de contaminación y reparos de la auditoria orgánica, beneficiándose a 120 socios ubicados en la Sierra de Las Minas los cuales fueron capacitados en la mejora de los servicios de acopio. Un servicio que APODIP logró mejorar ha sido la prestación de formación de recurso humano en temas empresariales específicamente para las mujeres ya que en la organización se ha implementado una estrategia de género donde se han impulsado proyectos específicos para la mujer pero previo se ha realizado una mejora sustancial en la prestación de los servicios de capacitación para la mujer lo cual no se le había dado importancia en otros años, iniciando el proceso a mediados del año 2011. Objetivo 2: APODIP con su grupo destinatario está mejor organizado en organización democrática independiente. APODIP a nivel organizacional tiene como base de sus procesos productivos un plan de negocios 2010 – 2014, en la cual se definen las metas que la organización debe de realizar para alcanzar su punto de equilibrio e iniciar un proceso de sostenibilidad financiera por ende sostenibilidad social, para lograrlo la organización posee una estructura gerencial, administrativo, contable y técnico lo que gira alrededor de las disposiciones de la Junta Directiva y las coordinadoras de los grupos de apoyo en las diferentes comunidades. Así mismo se tiene un plan de desarrollo anual de la organización donde se tiene la proyección de los diversos proyectos e inversiones que se realiza tanto en lo productivo como en las diferentes proyectos o programas que implementa; la ejecución de los diferentes proyectos o programas está amparado en POAS específicos como un POA institucional con la finalidad de la toma de decisiones y el monitoreo especifico de los avances y el logro de los objetivos planteados. En APODIP se tiene una cultura organizacional de ampararse de sus políticas, manuales de todas las acciones para tener un orden y cumplir con las normas programáticas, contables, financieras que fortalece la rendición de cuentas, la transparencia en el manejo de fondos y cumplimiento de objetivos en pro de los socios. Objetivo 3: APODIP participa mejor en los procesos DEL e inciden en estos. APODIP como una organización implementado la cadena de valor del café, donde se inicia desde el proceso de la asistencia técnica a los productores hasta la exportación del café, en el bregar en este negocio desde año 2003 hasta la fecha, se han tenido experiencias buenas como malas en el proceso final como es la comercialización del café, por lo que ha recopilado intereses de los socios y ente años 2012 no fue la excepción ya que el precio de café a tenido altibajos y una esperanza del socio por estar en certificado en comercio justo es el premio social y el precio mínimo de café, donde los socios realizaron sus propuestas de la mejora de los dos aspectos que relaciona al comercio justo, realizándose una propuesta y posteriormente realizando un cabildeo con todos los representantes a nivel internacional, la solicitud de APODIP se unió a un factor común de todas las organizaciones a nivel regional, por lo que se negocio dando seguimiento, por lo que ese movimiento internacional tuvo sus frutos en el año 2012 subiendo el premio social de $ 10.00/ qq oro exportado a $ 20/qq oro exportado, la lucha seguirá para que los dirigentes de FLO tomen conciencia que los costos de producción y exportación de las pequeñas organizaciones es más elevado que el precio mínimo actual. En el año 2012 con la implementación de la estrategia de género se han realizado consulta en 7 centros de convergencia en las Sierra de las Minas, donde se ha diagnosticado la situación de las mujeres, definiendo prioridades de los intereses de las mujeres tanto dentro de la cadena de café como en el contexto de desarrollo comunitario, se ha realizado una primero propuesta de proyecto a FLO y en el año 2013 se continuara para la construcción de un plan de incidencia en los municipios ligándolo a la ley de consejos de desarrollo, código municipal para incidir a que las propuestas de las comunidades puedan llegar a la red de las oficinas municipales de la mujer y hacer realidad incidir en cambios claros en temas de género y mujeres productoras. La participación en la Comisión Nacional de Agricultura Ecológica y dirigiendo la Coordinadora Regional de Nor-Oriente –CORNOR- , en la cual encabezamos donde participan tanto instancias del gobierno como organizaciones de pequeños productores de la región, se incide en este espacio que el tema ambiental sea institucionalizado a nivel nacional, creando el sello nacional de producto orgánico para que los productores orgánicos puedan tener un respaldo para darle un valor agregado real al pequeño productor. Coban Guatemala Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 06. Diversity policy Aid grant excluding debt reorganisation 68450.35 72194 money is disbursed directly to the implementing organisation and managed by them Se planeó mejorar el sistema gerencial en particular lo relacionado a planificación, monitoreo y evaluacion, en 2012 se dieron pasos cualitativos en el manejo y uso de la información para la toma de decisiones sustentada sobre la base de información recabada utilizando el sistema de monitoreo que ha articulado las necesidades de información de ejecución de programas de cooperación como Trias, la información propia de la producción y procesos internos, más los requerimientos de la certificación. En este sentido se sustento a profundidad la reflexion y toma de decisiones orientadas a afianzar la sostenibilllidad de la organización a proyectar el volumen de producción y las diferenciación de la atención a brindar a diferentes perfiles de socios y llevar adelante la producción orgánica e incursionar en la convencional buscando el punto de equilibrio. En lo anterior se ha procurado mantener en perspectiva un balance entre la operacion del negocio con criterios empresariales y la contribución al desarrollo económico y social de la membresía. Se planeó alcanzar a una membresía de 550 personas, meta que fue superada asistiendo a 115 mujeres y 459 hombres, con diferentes procesos, tanto en lo productivo como en lo formativa. Durante este período destaca un aumento en la participación de los jóvenes y de las mujeres en actividades de formación. En cuanto a capacitaciones se alcanzó 110 mujeres adultas y 104 mujeres jóvenes. En lo productivo las mujeres han sido capacitadas para producción de pequeña escala en produccion diversificada (diferente al café) y en el manejo de las herramientas para una tostaduría de cafe a pequeña escala con la proyección al manejo de una marca local de café. Adicionalmente se atendió aditionalmente a más proporcionando formación relacionada a género, liderazgo, incidencia y talleres sobre situación de las mujeres. Durante 2012 se amplió la cadena de cafe convencional integrando la producción agrícola y tostaduría, la busqueda de potenciales socios de este tipo de café y la formación de mejores competencias para las mujeres. Tambien se continuó con apoyo de otra cooperación y aportes municipales mejorando la inversión para la cadena del café donde destacan las inversiones para el acopio de los productos. Es importante mencionar que el equipo gerencial y la Junta Directiva de APODIP ha incursionado en las relaciones con otros actores, por la via del programa Trias esto ha significado que las relaciones con ADP (Asociación de amigos del desarrollo y la paz) les proveyera capacitación para jóvenes mediante un diplomado orientado a emprendimientos y tambien la facilitación de servicios financieros. A nivel nacional APODIP ha participado en instancias sectoriales para promover el apoyo a la producción orgánica y especialmente promoviendo su importancia en el el Ministeriio de Agricultura y Ganadería o el Ministerio de Economía. En función de lo anterior se puede afirmar que con lo realizado APODIP está en ruta a construir una organizacion sólida con perspectiva a largo plazo, capaz de facilitar a su membresía un aumento de ingresos y un negocio solvente que en un futuro podría, poco a poco, funcionar sin debilitarse por la carencia de aportes y subvenciones de cooperación. Simultáneamente también se puede afirmar que 2012 fue sumamente provechoso en lo social, incorporando a mujeres y jóvenes en el quehacer de la organización, ampliando la atención un poco más allá de las temáticas relativas a café y vinculando la membresía en la dinamica local interactuando con las municipallidades y otros actores a nivel nacional. Specific union for farmer women in Jordan NL-KVK41048542-5916 Lobbying for the defense of the rights of women farmers Lobbying for the defense of the rights of women farmers to increase their participation and raise their level of living; make pressure on decision makers for representing women farmers to be equal to men in wages. The objectives of the project come out of the objectives of the specific union, which are: Develop rural women to be equal to men and fight the rights of women and girls in rural communities in Jordan. - Empower women socially, economically and culturally - To rise women’s awareness. The project aims at making gradual change of women status in the rural communities from marginalized women who suffer poverty, unemployment and lack of awareness into educated women, effective in the community , empowered and able to change themselves and their families. women who are developed economically to change society's view and equal with men in wages. The expected results of the project: 1) equality between men and women farmlaborers in wages; 2) increase the proportion of women owning land; 3) increase the interest in the issues of women farmers and put their demands and needs on the national agenda at the level of Jordan. Main activities undertaken during the project: - lobby against the inequality of women laborers compared to men in wages; - lobby for the inheritance rights of women (for land e.g.); - expanding from 6 governorates to national level - encouraging economic activities; encouraging rotative funds, micro finance and savings; - English course; - financial management course. The objectives of the project come out of the objectives of the Specific Union which are:
- to develop rural women to be equal to men and fight the rights of women and girls in rural communictie sin Jordan;
- empower women socially, economic Jordan Dutch Ministry of Foreign Affairs WA3 Policy elaboration & advocacy Deliverable 09. Participatory policy formulation Aid grant excluding debt reorganisation 70042 70051 money is disbursed directly to the implementing organisation and managed by them During this project the Specific union for farmer women in Jordan will execute two lobby trajectories. The first trajectory concerns differences in wages between women and men who work on farms. In 2012 research was done on 300 women who work on farms. This research shows that 94% of the women working on farms take less wages then men and face specific problems (like exhaustive control on their work, forcing them to work more or more hours). 34% of the women working on farms know that their rights are violated, but due to their difficult circumstances they are force to accept this. This means also that 66% of these women do not know their labour-rights. The Specific union created groups in which this topic was discussed. In 26 meetings 1200 women were reached. The second trajectory concerns land heritage rights for women. In general women do not herit parcels after the death of their father. Parents prefer to pass over their land and possessions to their sons. Research on this issue shows that 81% of the women know their legitimate rights in heritage; but only 18% of the women did take their rights in heritage. Customs, traditions and culture of the Jordan society prevents women from taking their rights in heritage. Their brothers (in family) refuse to let their sisters ask for their rights: 44% of the women found objections of their brothers. And 22,5% found objections from their mothers, 16,2% found objections from their fathers who said before their death that they do not want to give the daughters their rights in heritage. After this research, the Specific union organised 11 trainings, in which 242 women were reached. The objective of these trainings was to inform and for awareness raising. Besides these lobby trajectories, the Specific union offers trainings to it’s members to encourage them to undertake economic activities. These trainings are supported by Passage (Dutch rural women association). To improve the internal organisation of the Specific union, an English course has been started, in which some board members participate. Also a financial training was held for 15 women, members of the board and staff. The financial training included: analyzing financial statements and balance sheets. CONPAPA NL-KVK-41048542-5584 Consolidando un modelo socio-empresarial para pequeños productores de papas. Conpapa es una organizacion de pequenos paperos en la zona sierra centro de Ecuador, por el momento son una organizacion que es reconocido por el estado y el sector privado como una organizacion represtentativo y por su conocimiento tanto tecnico que comercial. Son la unica organizacion de pequeños paperos en Ecuador que tiene la autorizacion de elaborar semillas certificadas. Su gran reto para los proximos años es prever valor agregado y almacenamiento de papas y incidir en el Plan Nacional de la Papa donde son parte del comite elaborador. Ecuador Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 16. Marketing Aid grant excluding debt reorganisation 77044.74 78534 money is disbursed directly to the implementing organisation and managed by them Durante el año 2012, Conpapa ha terminado el plan socio-empresarial y el plan de negocios. Además se ha trabajado en conjunto con el INIAP (Instituto Nacional de Investigaciones Agropecuarias) el tema de la organización y su forma legal. CONPAPA CHIMBORAZO está en proceso de transformación de asociación de productores en cooperativa agrícola. Se implementaron eventos de capacitación específicos en temas de producción por cantones y por requerimientos demandados por los agricultores. A su vez se logra una mayor participación de los socios. Conpapa también está ofreciendo servicios veterinarios para sus socios en el tema de ovinos, ya que la venta de los mismos es un ingreso extra para los socios. Este periodo se ha trabajado en fortalecer los servicios de comercialización existentes, por ejemplo la promoción/mercadeo empresarial a nivel de cada uno de los componentes de la cadena con énfasis en valor agregado, la venta de papas en fresco y la venta de papas lavadas fuera de la provincia, especialmente a la provincia de Azuay, donde entregan 100 qq por semana de papas lavadas y enmalladas. En cuanto al seguimiento y asistencia técnica, se implementó un Manual de calidad para la producción de semilla certificada. Conpapa se encuentra en el 78% de alcance del punto de equilibrio. A través de las varias iniciativas empresariales desarrolladas por el CONPAPA CHIMBORAZO, como son los componentes de semilla, papa comercial y aportes de los socios, se ha logrado contar con varios ingresos para poder cubrir los costos operativos, administrativos y de inversión de la organización. Todavía no se ha logrado obtener una mejora en el punto de equilibrio, a causa de la pérdida de 3 terrenos de papa para semilla. Con la implementación de un sistema de monitoreo (sugerido por Trías) Conpapa ha podido dar un seguimiento oportuno a sus actividades y ejecución financiera. El sistema es práctico y participativo, lo que permite tanto a la organización como a Trías ver en todo momento los avances. Se incorporaron 36 socios este año; para el 2013 se prevé un número similar de nuevos socios. Lessons Learned: Hay que ampliar y mejorar los espacios de comunicación interna y externa. Asimismo, la actividad comercial no es estática: siempre se plantean nuevos retos y desafíos tanto a nivel comercial como en la producción y en temas organizativos QTCA NL-KVK-41048542-5901 Raising income for small holder producers through value chain development Project objectives and results Quang Tri’s Cooperative Alliance (QTCA) worked with 3,200 farmers in 2013, in 22 cooperatives and 88 farmer groups (FGs). The Alliance has been operating in the three value chains of rice, pigs and vegetables. In rice (15 coops, 60 FGs) there was a clear increase in production and in income, and a lower, but still good result was reached in pig production (5 coops, 20 FG). Vegetable production did not succeed, however, due to low market demand. Business linkages have increased Entrepreneurial skills have been strengthened thanks to the programme of business development, and training in benchmarking. A Training of trainers programme, supported by agripoolers, has trained 30 group promoters, and in the process, has already reached about 10 groups. Coops and QTCA are actively pursuing this process themselves, and coops are now more active in gaining market access. Discussions are taking place between QTCA and a Dutch social funder, and following this, access to credits and loans by cooperatives may increase. To improve the income and employment of smallholder farmers as member of cooperatives engaged in three value chains: high quality rice, pig and vegetables in Quang Tri Province through addressing the key constraints identified in the value chain analysis. Ly Thuong Kiet Street no. 5 Dong Ha Town, Quang Tri Province Vietnam Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 16. Marketing Aid grant excluding debt reorganisation 77429 50000 money is disbursed directly to the implementing organisation and managed by them Results after 1st half year implementation (end 2012): At each of the so far 25 coops involved, four farmer groups were formed (total 100 groups). These are in three value chains: 40 groups (10 coops) in high quality rice chain, 40 groups (10 coops) in pig raising, and 20 groups (5 coops) in safe vegetables. The group leaders (50 heads and 50 vice-heads) and 25 staff from the board of coops were trained by consultants from the Department of Rural Development of the Hue University of Agriculture and Forestry on group organisation, leadership, group discussion, planning & monitoring the activities of the groups, and marketing methods. In 2012 qualified service providers were selected to design standardized training curriculum on extension services in the three value chains based on farmer’s needs. They gave six Training of Trainer classes to 85 staff from the agricultural extension services and three ToTs to 90 farmers in communes and coops. They are now ready to give the trainings to farmers in the next project period. In total 480 households received technical trainings, in which they learned how to improve productivity and quantity, how to minimise post-harvest losses, and on processing. One important activity that has not yet implemented is conducting a baseline survey on livelihoods, production, income etc. of targeted beneficiaries for impact measuring later on. QTCA has conducted a market price survey which is published in the monthly newsletter of QTCA. No start has yet been made on developing a radio system in cooperatives for disseminating market information and dynamics towards member farmers. This is planned for next period. QTCA organised five workshops between farmer groups and chain actors to start enhancing business linkages. The Cooperative Development Fund is further developed to enable coops to get access to investment loans for agricultural machineries and other advanced technology. QTCA got helpful advisory support on this issue from two consultants of Agriterra. So far, 60 coops have applied for CDF loans, loans were issued to 43 coops with a total amount of VND 9.7 billion (EUR 350,000). QTCA recruited a project coordinator and established a project office with five staff directly responsible for this project. The office was equipped and a consultant from SNV gave training to in total 16 staff in project planning and management following the DCED standards. A study visit for 10 staff was implemented to NBCA (sister organisation in the North of Vietnam, also supported by Agriterra) to share information and experiences. Observations QTCA developed very well over the last years and the project is generating results. Agricultural extension services have been upgraded so that members now have regular access to updated knowledge and techniques in pig, rice and vegetable production. Group governance has been strengthened and the groups increased their awareness in marketing methods. Members also have better access to value chain actors. The Cooperative Development Fund is implemented successfully, through which the members and cooperative have access to investment funds. Perspectives In 2013, QTCA will further proceed implementing according to plan. A weakness still is the proper recording of production, sales and income data, which needs further attention. Group marketing and strengthening the linkages in the value chain will also be addressed in 2013. FUGPN - Mooriben NL-KVK-41048542-5675 Plan d'action 2011 et 2012 de Mooriben Mooriben est une organisation paysanne faîtière créée le 21 février 1993 par cinq (5) unions. Aujourd’hui, elle compte 27 unions, 1.454 groupements implantés dans 724 villages administratifs totalisant 60.121 membres dont 63% de femmes. Les membres de Mooriben sont localisés dans les régions de Tillabéry, Dosso et la zone rurale de la communauté urbaine de Niamey. Selon les statuts, les objectifs globaux de la constitution et du fonctionnement de Mooriben sont l’autopromotion paysanne, la promotion du monde rural, l’entreprise et l’organisation pour ses membres des activités économiques, sociales, éducatives et culturelles. Au cours de l’année 2009, Mooriben engagea un processus d’élaboration d’un plan stratégique quadriennal 2010-2013 avec l’appui technique et financier d’Agriterra. Outre Agriterra, huit (8) autres partenaires ont accepté de contribuer au financement de ce plan stratégique. Il s’agit d’Oxfam Novib, Oxfam Québec, Coopération suisse, SOS Faim Luxembourg, ICRISAT, CCFD, Projet IARBIC et Projet ECHO Grant Facility/Oxfam Novib. addition 2012: Le projet de 2012 est une suite de celui de 2011, où les plus grands résultats concernaient l’adhésion de trois nouvelles unions, la réorientation de la stratégie de crédit pour le financement des activités des membres et la réorganisation de la fédération. Or, il y a eu une relecture des indicateurs de résultats qui permettra d’élaborer des outils de collecte adéquats en 2012. L’année 2012 est la troisième année de mise en œuvre des activités du plan stratégique 2010-2013 et l’accent sera mis sur deux axes: 1. Améliorer et accroître les services économiques offerts aux membres ; 2. Renforcer le cadre organisationnel du réseau. 2011: L’objectif global du plan 2011 consiste à améliorer les conditions d’existence des populations rurales des zones d’intervention des unions membres de la fédération Mooriben, par l’augmentation de leurs revenus monétaires et la réduction de leur vulnérabilité à l’insécurité alimentaire à travers, d’une part, une productivité plus accrue, une meilleure valorisation et sécurisation des produits agro sylvo pastoraux et, d’autre part, un renforcement des capacités de réponse. Pour atteindre cet objectif global, Mooriben s’est fixée trois (3) objectifs spécifiques qui correspondent à ses grands domaines d’intervention : Améliorer et accroître les services économiques offerts aux membres ; - Défendre et promouvoir les droits et les intérêts des membres et de la profession agricole ; - Renforcer le cadre organisationnel du réseau. Amélioration des services économiques et renforcement organisationnel Niamey Niger Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 05. Membership base Aid grant excluding debt reorganisation 78471 64583 money is disbursed directly to the implementing organisation and managed by them Tous les domaines d’actions prévues dans le plan opérationnel 2012 de Mooriben ont été touchés. Il s’agit principalement des actions liées (1) aux crédits pour le financement des activités économiques, (2) à la production notamment liées à l’approvisionnement en intrants agricoles et l’appui conseil agricole, (3) à la prévention et de gestion des crises alimentaires, (4) à la communication et (5) au gestion du programme. Un bref résumé de quelques acquis auxquels Agriterra a donné un appui : a) La mise en place d'un dispositif d'appui/conseil aux paysans En 2012, deux animateurs par nouvelle union créée ont été recrutés. Le nombre d’animateurs est passé de 53 à 65 dans le réseau. Or, 50 animateurs/trices des unions membres ont reçu une formation sur les techniques agricoles durables et les bonnes pratiques de protection de l’environnement. Tous les 916 paysans relais du réseau ont participé à au moins une restitution des formations reçues par les animateurs. Durant la campagne hivernale 2012, les paysans relais ont apporté un appui à 19781 producteurs dont 5722 femmes et 2983 jeunes. b) Appui au développement du maraîchage En 2012, il y a eu 28 sites maraichers pour un effectif de 330 producteurs dont 254 femmes et 46 jeunes. Mooriben à donné un appui en intrants et petit matériel agricole. La superficie totale a augmenté de 75 ha en 2010 à 132,44 ha en 2012. 56 productrices/producteurs et 6 animatrices/animateurs ont reçu une formation sur les techniques de conservation des produits maraîchers particulièrement sur le séchage des produits agricoles. c) La commercialisation En 2012 la politique de crédit ainsi que sa réorganisation a été adopté. 9494 membres ont bénéficié de l’appui de Mooriben qui a mis à leur disposition un montant de 116.423 EUR pour pratiquer la commercialisation. d) Renforcement de la vie associative Les effectifs de Mooriben sont passés de 27 unions en 2010 à 30 unions en 2012 dont 6 nouvelles unions créées. Un accent particulier a été accordé à la réorganisation de Mooriben pour mieux maîtriser la croissance. Pour ce faire, les activités se sont concentrées sur 1) la tenue des instances statutaires, 2) la construction du siège, et 3) la réalisation d’une étude sur la mise en place d'un cadre organisationnel de concertation et d'action spécifique aux jeunes membres des groupements. e) Renforcement des capacités en mobilisation des ressources Mooriben a mis un accent sur i) le renforcement des capacités en mobilisation des ressources, ii) l’appui aux initiatives de mobilisation des ressources internes et externe, iii) l’identification et l’élaboration des requêtes ainsi que la gestion de celles-ci. Mooriben a accompagné plusieurs unions à l’élaboration des dossiers pour l’obtention d’un crédit. A cet effet quatre unions ont bénéficié d’un montant de 49.121 EUR. f) Renforcement des capacités en gestion comptable et financière Une formation à l’intention des trente (30) animateurs gestionnaires des unions a été organisée sur les lacunes identifiées auparavant par le diagnostic. Pour chaque lancune, une description de l’existant, les constats et des recommandations ont été dégagés. g) Renforcement du système de planification, suivi et évaluation intégré Mooriben s’est procuré du logiciel SAGE SARI à deux postes permettant de faire un rapprochement entres les indicateurs financiers et physiques. Une formation a été organisée pour mieux comprendre la fonction de cet outil, favorisant ainsi une communication obligatoire entre les chargés de programme et les comptables. h) Bilan, capitalisation et apprentissage Mooriben a capitalisé les expériences acquises en élaborant des outils d’échange qui ont été partagés lors des rencontres nationales et international où à travers son site web. Mooriben était représenté par le secrétaire exécutif et le chargé de programme sécurité alimentaire à la formation sur la prise en charge du changement climatique dans l’élaboration des projets. Mooriben offre des services dans les domaines qui ne correspondent plus tellement à l’orientation stratégique d’Agriterra, car elle offre plutôt des services orientés sur l’accès aux micro-finances, l’accès amélioré aux céréales ainsi que sur le plan humanitaire. Or, Mooriben a de bonnes capacités de trouver des financements extérieurs pour mener ses activités à bien. C’est pour cela que 2012 était la dernière année d’appui conseil et financier de la part d’Agriterra. LOFEPACO NL-KVK-41048542-5727 Défense des intérêts économiques des femmes paysannes de la LOFEPACO Addition 2014 Pour cette année un accent particulier est mis sur le plaidoyer sous le titre du projet : « appui au renforcement des capacités de la femme pour un accès durable au capital foncier » Les acquis des leaders formés seront capitalisées dans plusieurs activités de la ligue et particulièrement dans le plaidoyer à l’accès à la terre et à la suppression et taxes et barrières illégales. C’est ainsi que les producteurs agricoles leaders déjà formés feront l’objet d’un renforcement continu à travers les Cercles de Réflexion et d’action et particulièrement les leaders spécialisées en lobbying et plaidoyer seront capacités dans l’approche FACT. Dans le souci de pérenniser la formation et action des leaders paysans l’opérationnalisation de l’Académie Nationale des Femmes Paysannes au Congo qui va s’occuper de la formation des leaders et formatrices des femmes paysannes va commencer cette année 2014. Addition 2013 C’est sous une vision de consolidation des acquis (p.ex. évaluation de la formation des leaders paysannes) des activités de l’année 2012 que LOFEPACO entreprendra les activités pour l’année 2013. Ainsi plusieurs activités de l’année 2013 sont reprises dans la planification mais avec une nouvelle orientation. Avant la séance de planification par l’équipe technique de la Lofepaco les dirigeantes à l’issue de leur réunion ordinaire du conseil d’administration du mois de Décembre ont dégagé les grandes lignes de la planification. La présidente et le staff (coordinatrice et chargé du programme) ont bénéficier de la formation FACT (Farmers Advocacy Consultation Tool) et ont intégrer les acquis de cette formation au niveau de leur organisation avec comme but de renforcer leur rôle dans la défense d’intérêts des femmes paysannes. Les principes de FACT ont été également intégrer dans les formation au niveau des leaders paysannes. Pour cette année LOFEPACO va utiliser cette approche dans les domaines de la gestion foncière (accès à la terre pour les femmes paysannes) et au niveau de la diminution des taxes sur la commercialisation des produits agricoles des rizicultrices. Lofepaco veut egalement partager leur expiences dans les domaines de formation en leadership paysanne et plaidoyer avec des autres oragnisations paysannes provinciales au RDC en soulignant l'omportance des femme paysannes et ses organisations dans la production agricole, la transformation et commercialisation des produits agricoles. Addition 2012 le plan annuel est une poursuite du plan 2011 du projet « FEMMES PAYSANNES PLUS PROFESSIONNELLES AVEC UN POUVOIR ECONOMIQUE ET SOCIAL ELEVE » et qui se penchait sur le déclanchement des voies pour les activités économiques et plaidoyer des femmes paysannes. LOFEPACO continuera la formation des leaders paysannes (300 femmes) mais, selon les recommandations d'une mission d'évaluation, avec des modules plus adaptés aux besoins specific des membres. Lofepaco donnera également une appui au mouvement paysanne nationale (dans les provinces Maniema et Oriental) avec des échanges de leur experience spécifique sur leaders paysan feminine et le playdoyer spécifiquement pour la position des femmes (accès à la terre etc.) 2011 Le travail de LOFEPACO se situe dans la recherche de l’équilibre homme- femme pour que tous ensemble participent activement au développement et cela d’une façon équitable. Pour parvenir logiquement à cet équilibre, elle poursuit sa vision en travaillant plus sur la femme qui est longtemps restée en arrière par rapport à l’homme. Ainsi chaque année, cette structure procède à la planification de ses activités pour ne pas cheminer dans le hasard ou l’improvisation. Le plan actuel que nous présentons est basé sur une planification stratégique quinquennale qui va de 2010 à 2011. Ce plan a relevé l’image actuelle de la femme paysanne qui n’est pas encore totalement amélioré et montre encore une situation de pauvreté et vulnérabilité des plusieurs femmes paysannes. Dans la planification stratégique nous avons défini le profil et l’image de la femme paysanne dans les 5 années à venir et notre intervention pour cette année 2011 va plus particulièrement se pencher sur les aspects économiques tout en renforçant le pouvoir économique et social de la femme notamment dans le domaine de la production et de la formation. Pour ce qui est de la production nous allons accompagner les femmes paysannes dans l’élaboration des plans d’affaires de leurs activités économiques. Les activités comme le suivi des CERA et du remboursement du crédit de la caisse d’épargne de la femme paysanne ainsi que la recherche sur leadership féminin seront aussi effectuées. Accompagner les femmes paysannes à renforcer leurs capacités pour participer activement au plaidoyer pour une amélioration du contexte politique ; fiscal et social du déroulement de leurs activités économiques en vue de maximiser leur revenu. Rue Mgr Kataliko 295 commune Mususa Butembo Congo, dem. rep. of Dutch Ministry of Foreign Affairs WA3 Policy elaboration & advocacy Deliverable 09. Participatory policy formulation Aid grant excluding debt reorganisation 78737 76417.08 money is disbursed directly to the implementing organisation and managed by them La LOFEPACO a obtenu des résultats dans le domaine de leadership féminine. La formation des leaders féminins a été évalué et a montré des impacts au niveau des réseaux des femmes (au niveau groupe de base). Les femmes formées jouent véritablement leur rôles comme leaders dans les différents domaines et des revenus accrues ont été montrés (signé par des toit tollés, enfants scolarisé etc.). 210 femmes ont été formées. La LOFEPACO a également travaillé sur le plaidoyer pour une meilleur accès des femmes à la terre. Des consultations ont eu lieu, les problèmes ont été identifié selon leurs spécificités. LOFEPACO a eu à faire des propositions vers les autorités locales qui ont eu à reconnaitre leur insuffisance de collaboration avec les paysans lors des grandes décisions sur la gestion de terres. LOFEPACO a renforcé son plaidoyer auprès des instances de prise de décision. La LOFEPACO a accompagné 400 femmes avec leurs activités d’entreprenariat (riz, élevage, production des fruits) pour renforcer les stratégies de rendre plus rentable leurs activités (lien aux marchés). Un collecte et diffusion des information sur les activités des femmes paysannes a été faite. 150 expériences ont été inventoriées en 2012. Les succès de 24 femmes ont été documenté dans le bulletin « documentation des histoires de succès des femmes paysannes ». 400 bulletins ont été produits. Observations la LOFEPACO s’organisera pour mettre une meilleur focus sur les activités de plaidoyer (accès au terre) avec adoption de l’approche Farmers’ Advocacy Consultation Tool. La présidente et deux personnes du staff de la LOFEPACO ont participé aux formations sur la méthodologie FACT (Farmers’ Advocacy Consultation Tool) au cours de l’année 2012. L’évaluation de la formation a recommandé de concevoir des modules spécialisés selon les différents talents des femmes : entrepreneuriat coopératif et individuel, professionnalisme agricole, lobby et plaidoyer en utilisant l’approché FACT (Farmers Advocacy and Consultation Tool), Connaissance sur les lois, fiscalité, bonne gouvernance et citoyenneté responsable). Perspectives En 2013 LOFEPACO veut maitriser de plus la méthodologie FACT à travers la gestion des conflits foncier. La LOFEPACO continuera en 2013 d’appuyer les femmes entrepreneuses dans les différents chaines de valeurs (fruit, riziculture, élevage) : vente collective et transformation (fruits en jus). UNAG Chinandega NL-KVK-41048542-5682 Continuidad Centro de Agronegocios y Gestión Empresarial El presente proyecto de la UNAG – Chinandega está enfocado en la venta de servicios en Agronegocios y Gestión Empresarial (CEGE), con enfoque cooperativo y visión empresarial, dirigidos principalmente a las cooperativas afiliadas a la Unión Nacional de Agricultores y Ganaderos de Nicaragua, UNAG Chinandega. El principal objetivo del presente plan, consiste en facilitar procesos que conduzcan a las cooperativas de un nivel actual de bajo desarrollo a un nivel de desarrollo alto, desarrollando capacidades de gestión empresarial mediante la promoción de un cambio conductual en la forma de administrar los negocios, a partir de la incorporación de nuevas habilidades, conocimientos y herramientas de gestión y administración que facilite la búsqueda de recursos externos o fuentes de financiamiento con herramientas de gestión de crédito como lo son los planes de negocios. Se enfoca al trabajo especifico en tres áreas de desarrollo: a. Agroempresas dirigidas por productores agrícolas y ganaderos. b. Organización con Amplia base social, y estructura orgánica . c. Iniciar procesos de gestión y cabildeo, bajo enfoque de procesos de Investigación Participativa. Se seleciono 16 cooperativas ubicadas en 7 municipios del departamento de Chinandega, debido que la cooperativa aumentara sus ingresos por venta y o mejoran su organización para una mejor gestión comercial y de recursos. Casa Pellas, 1 cuadra al norte, 1,5 cuadras oeste Chinandega Nicaragua Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 16. Marketing Aid grant excluding debt reorganisation 79428 79427.55 money is disbursed directly to the implementing organisation and managed by them Las actividades para este proyecto estuvieron centrado en apoyo a la comercializacion, consultorias y capacitaciones. Con el apoyo a la comercialización tres cooperativas cuentan actualemente con un diseño de marca, etiqueta, y empaque lo que mejorara su insercion en mercados formales. Con la tramitacion de la licencia sanitaria se actualizo el cereal de ojoche. Igual se obtuve una licencia sanitaria para chip de plátano. Con esos cooperativas se realizaron los analisis fisicos, quimico microbilogico y bromatologico para conocer la composicion cualitativa y cuantitativa. Se elaboraron manuales de manofactura para las cooperativas COAMIS (para la elaboracion de cereal de jicaro) y para la cooperativa Flor de Ojoche (cereal de Ojoche). Se realizaron tres manuales de comercializacion para las cooperativas COPLOV, COAMIS y Flor de Ojoche para facilitar los procesos comerciales. Se organizaron dos ferias de intercambio comercial y participación en una feria nacional. Se logro comercializar un total 23,400 quintales de arroz: 14,400 quintales de las cooperativas de Chinandega y 9,000 quintales de las cooperativas de Leon con Arrocisas. En el servicio de apoyo a la comercialización se beneficiaron de manera directa 254 productores y usaron materiales publicitarios para las cooperativas. Las cooperativas participaron en capacitaciones de gestion comercial, contabilidad basica y buenas practicas de manofactura para la obtención de productos seguros para el consumo humano. En total 107 productores beneficiaron. El centro de gestión empresarial elaboraro diagnósticos empresariales que ayudaron a la cooperativas a identificar sus potencialidades y limitantes. Se desarrollaron planes de acción para corregir las limitantes. Al mismo tiempo se elaboraron estudios y sondeos de mercados que garantizaron las estrategias efectivas para la correcta comercialización de los productos, para disminuir el riesgo y poder entrar a mercados existentes y/o nuevos También se elaboraron planes de negocios que sirvieron a las cooperativas como una guía para la buena administración de los nuevos negocios a emprender. En total se elaboraron 4 planes de negocios, 4 estudios de mercados, 4 sondeos de mercado, 6 diagnosticos empresariales y un estudio de cadena de arroz. Se obtuvieron financiamiento para dos proyectos: red de distribución de arroz y un proyecto de protagonismo y conciencia juvenil de desarrollo social económico de Chinandega y El Viejo. Se instalaron 7 parcelas demostrativas con sistemas de riego por goteo. Las parcelas demostrativas son: Distribuidos de la siguiente manera: una parcela demostrativa de 1000 mts cuadrados (platano) en Tonalá, una parcela de 200 mts cuadrados (tomate, chiltoma) en Tonalá, una parcela de 20 mts cuadrados (chiltomas) en Tonalá, dos parcelas demostrativas de 1000 mts cuadrados cada una (frijol con uso de inoculante) en Santo Tomas del Norte y dos del mismo en San Juan de cinco Pinos. Se realizó un intercambio de experiencia con productores y productoras de diferentes municipios. Se organizaron la formación especializada para productores sobre el uso de la tecnologia de inoculante para frijlo, sobre darle valor agregado a la leche y en inseminación artificial. En 2012 se beneficiaron un total de 1,326 miembros de las cooperativas más 100 jóvenes y líderes rurales comunitarios fuera de las cooperativas. En total se trata de 1,426 benefiarios directos. En comparación del año 2011, 2012 hubo un incremento en la participacion del proyecto. 39% de los beneficiarios son mujeres, equivalente a 569 mujeres. SPPQT NL-KVK-41048542-5887 Economic empowerment through partnership model Agriterra supported SPPQT in 2008 within the The Horticultural Partnership Support Program (HPSP) supported by three Dutch development cooperation organisations: Cordaid, Agriterra and the Royal Netherlands Embassy. The most relevant results in 2008 were: economic development of the farmers through improved partnerships in the cultivation of peppers and organic vegetables in the Merapi region. At the beginning the project was focused on building a cooperation between farmer groups and private organisations. The result of this activity was an agreement to co-operate with PT Heinz ABC Jakarta for peppers marketing and Mr. Tanto in Jogyakarta for organic vegetables marketing. Besides that, business training sessions were organised for farmers (cadres - training of trainers), as well as on the functioning of cooperatives and on building and management of green houses. Other important results were: (1) the arrangement of farmer groups at dusun (small village) and village level, (2) setting up Gardu Tani Paguyuban as multi-business cooperation at association level, (3) building a Sub Terminal Agribisnis Paguyuban (STAP) Merapi region as the collective marketing institute. The project proposal for the year 2012 will replicate its experience with HPSP in 2008, involving the community of Qaryah Thayyibah in the area of Kawasan Sumbing. . In this first phase of cooperation the project will involve nine associations with 60 farmers groups (470 farmers) all of them horticultural producers of french beans, green beans and local curly chili. 1. To improve the farmers, cadres, group organizers, and association organizers’ awareness, capability dan skill to cultivate french beans, local beans and chilli through partnership system 2. To reduce the production expense which includes expenses for Jl. Mardi Utomo No. 10 Klumpit RT: 3 RW: I - Kelurahan Sidorejo Kidul, Kec. Tingkir Salatiga Indonesia Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 16. Marketing Aid grant excluding debt reorganisation 84047 60671 money is disbursed directly to the implementing organisation and managed by them There were 5 objectives that SPPQT expected to achieve during the year 2012: increase the ability and skills of farmer leaders and staff at group and organisation level to manage French beans, local beans and chili peppers; to reduce the production costs; increase famers’ bargaining position in the value chain, increase farmers’ incomes and increase employment. Relevant results are: - decreased production cost in 490 Rupiah per time; - increased productivity in 0.4 kg per plant of chili pepper increased sale price in a 55% by selling through the STAP (collective marketing iniciative). Other results which give an indication of the process of organisation of the farmers in order to produce and commercialise collectively and about the knowledge they got during the 9 months project are: SPPQT started the process of organising the farmers to produce and commercialise these three specific vegetables at various levels. The organisation structure from the bottom up is as follows: farmers groups, association, within the association a specialised structure responsible for the business activities (GAP) was established and after that at regional level a collective marketing initiative (STAP) similar to a multipurpose cooperative was set up. 8 new multi business units (Gardu Tani Paguyuba- GAP) at association level were established and 1 collective marketing institution was set up at Regional level ( Sub terminal Agribisnis Paguyuban- STAP). 60 farmers groups from 9 organisations and 650 farmers (15% women) were actively involved in the project. 239 farm leaders of the 9 GAPs and from the STAP were trained on the management of the different structures (business management, financial management, business plan) and the management of the French beans, local beans and chili peppers. The GAP and STAP provide input services to the members (seed, fertilisers and pest control). The cultivation area of French beans, local beans and chili peppers increased to 32; 5 hectares and 8 greenhouses (2300 m2 in total; average 400m2) were built and managed collectively; five green houses are used optimally. 650 farmers started production of the three vegetables, the production of French beans was new for the farmers. The production of these three vegetables was managed and monitored using the knowledge transferred by experts enrolled in the project. Farmers of three association received training on soil testing and producing organic pesticides. Farmers were trained in post-harvest techniques, having as parameters the export standards of the French beans demanded by the buyers. Farmers commercialised the harvest to three commercial partners: PT BSL, Women Agricultural Business Group and Triangulation Business Group and also at the local market in Cacaban Megelang. These partnerships will help to keep expanding the crop production and sale volumes. Lobby and advocacy activities were carried out in order to put restrictions to the horticulture import policy of the government in Central Java which affected the farmers in Sumbing and Merapi Region, as they could not compete with the prices of the imported fruits and vegetables. This activity achieved a national policy change restricting import from Thai fruits and vegetables during three months (January-March 2013). SPPQT signed an agreement with three village councils in order to start growing organic products with the GTP through a profit sharing system. SPPQT has shown that it is a strong leader in representing and organising small farmers in Central Java. The support to 8 GTO and STAP should continue in order to build a sustainable production system for the farmer groups. Attention should be given to the structures, cooperatives should be managed independently of the associations. Not only the leaders have to be trained in cooperative and entrepreneurship issues, also the farmers need training in order to take control of their organisation. FUCOPRI NL-KVK-41048542-5672 Renforcement des capacités des cooperatives dans la filière du riz Addition 20132015. The FUCOPRI project "Development of the rice value chain" (au Niger) is proposed for the IFAD/EU funding, for the period 2013-2015 (September). The FFP contribution will be 36% of the total budget IFAD/EU + FFP (period 2013-2015). FFP will contribute in 2013 and 2014, but not yet in 2015, as FFP funding is assured till end 2014. The FUCOPRI project was started in 2011 by a collaboration of FUCOPRI and FFP/Agriterra. FFP will as well contribute in 2012. FUCOPRI has an integrated project proposal in which also other donors contribute like CCFD and SOS-FAIM. FUCOPRI and its member cooperatives contribute also. The IFAD/EU project will focus especially on the development of the river flooded rice culture (riziculture fluviale). This was one objective of the current project but due to a lack of finance it was not yet possible to address it. In 5 Departments (zones), FUCOPRI will, together with the farmers, organise 50 groups, around 5 unions, with an estimated 1250 farmer members. The main objective is to increase the rice production and thus contribute to food security as well as to market production. The specific objectives are: * increase organisational and technical capacities of the farmers on the concerned groups * increase the rice production by river irrigation (riziculture fluviale) * increase acces to inputs. * increase acces to markets. FUCOPRI will start with an inventory of the farmer groups, the technical conditions etc. In this programme, investments for the design of these flood-fed rice systems are necessary and they make part of the budget. As the IFAD/EU programme does not finance investment, FUCOPRI will for this part of the budget search other donors. Besides, FUCOPRI continues with the current programme, which is support of rice growers in 37 cooperatives that are managing their irrigated rice scheme. The 37 cooperatives are organised in 9 unions, and have a total of 25.665 farmer members with 8.000 hectares of cultivated land. FUCOPRI has a collaboration with the Dutch Niger Comittee of ZLTO/Zeeland. ======================================================= 2011 Crée en 2001 et agrée en 2003, la FUCOPRI s’est faite distinguée au sein du milieu des organisations de producteurs du Niger par la forte capacité de plaidoyer des leaders et la démonstration des possibilités d’une représentation efficace et crédible. Cela a permis l’obtention de résultats tangibles dans le domaine de la commercialisation. Ces services rendus aux producteurs ont soutenu aussi la mobilisation de ressources propres qui ont servi de levier à la mobilisation de ressources extérieures. Ces initiatives qui méritent d’être renforcées et consolidées sont entre autres - L’organisation de la commercialisation groupée du riz à travers la FUCOPRI. Cette activité bien qu’elle connaisse des hauts et des bas en fonction des cours du riz dans la sous région et de l’engagement politique constitue le moyens le plus sur pour sécuriser les producteurs et leurs organisations ; - L’achat groupé d’emballage pour les coopératives, cette initiative qui est elle-même la résultante d’une autre notamment la constitution d’un fonds de garantie sur cotisation propre de l’ensemble des coopératives, a mis en évidence et cela pour une première fois, toute la capacité de la FUCOPRI à développer une activité structurante autour du service. Il s’agit d’une activité qui a suscité l’engouement et l’adhésion totale de l’ensemble des coopératives grâce à la différence de prix qui existe par rapport au marché habituel de l’emballage pour ne pas dire l’économie d’échelle réalisée ; - La commande groupée d’engrais par la FUCOPRI pour ses membres. Elle a été l’aboutissement d’un engagement fort des responsables de la FUCOPRI et la manifestation d’une confiance entre la FUCOPRI et les banques. Pour les membres de la FUCOPRI, il s’agit de relever d’autres nouveaux défis que sont : - L’intégration des producteurs de riz hors aménagement dans les instances de la FUCOPRI et La prise en compté de leurs préoccupations - L’intégration des femmes étuveuses dans le réseau FUCOPRI - La commercialisation du paddy par les coopératives ayant montré ses limites, il revient à présent de réfléchir sur d’autres créneaux qui permettraient d’écouler la production dans un temps record. Les objectifs sont du projet sont : - Renforcer les capacités organisationnelle et institutionnelle de la Fédération et de ses unions ; Accroitre la production nationale de riz de 80 000 tonnes de paddy à 150 000 tonnes de paddy au niveau des organisations membres du réseau FUCOPRI ; - Améliorer et diversifier les formes de commercialisation du riz des membres de la FUCOPRI. ; - Renforcer les capacités d’organisation et de défense des intérêts pratiques et stratégiques des riziculteurs au niveau de la Fédération ; - Améliorer la gestion financière et comptable au niveau des coopératives, des unions et et de la fédération ; - Améliorer la gestion de l’eau au niveau des coopératives. Les principaux résultats attendus du projet concourent à l’amélioration des conditions de vie des bénéficiaires par : - Le renforcement de l’assise sociale de la fédération ; - Le renforcement des capacités techniques et organisationnelles des unions, des coopératives et de l’équipe opérationnelle ; - La mise en place d’un système autogéré d’approvisionnement en intrants et matériels agricoles ; - La réalisation de travaux confortatifs sur les périmètres rizicoles ; - L’organisation et le renforcement des capacités techniques des producteurs de riz hors aménagement des cinq départements de la vallée du fleuve ; - L’amélioration de l’accès des producteurs à des semences de bonne qualité ; - L’assise d’un système de commercialisation autogéré par les organisations de producteurs de riz ; - L’amélioration des revenus des femmes par le renforcement et le développement de leurs activités d’étuvage et de commercialisation ; L’objet de la FUCOPRI est le développement de la filière riz au Niger par sa participation à la mise en cohérence des actions de tous les partenaires de cette filière. Les objectifs du projet actuel sont: - faciliter à ses membres un approvisionnement BP 2970 Niamey Niger Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 14. Farmers’ access to inputs Aid grant excluding debt reorganisation 85624 83298 money is disbursed directly to the implementing organisation and managed by them Since 2011 FUCOPRI has helped women groups to be organised for the local milling of rice ("femmes etuveuses"). In 2012 FUCOPRI realised a forum of 5 women groups. During this forum, under more the functioning, financial reports, and action plans were discussed. Internal control committees of Unions and Cooperatives were trained on control techniques, totally 51 persons (47 M and 4 F). Exchange visits between 5 Unions were realised. In which 53 persons (32 M and 21 F) participated. Themes discussed were the functioning, planning, mobilisation of funds, and services rendered to members. (The 37 cooperatives of FUCOPRI a united in 9 Unions; a union is a cluster of cooperatives in the same area.) FUCOPRI organised two meetings for its cooperatives for the preparation of the 2012 season (2 seasons / year) and command of inputs like fertilizer. FUCOPRI facilitated the buying and pre-financing of inputs for its 37 member cooperatives and the selling of paddy rice for the 2012 season. FUCOPRI, supported by a consultant engaged by Agriterra, realised in the first semester of 2013 an evaluation of its passed 3 year action plan (2010-2012), and the formulation of a new Strategic Plan 2013-2015. Special attention was given to the services rendered to the 37 cooperatives, the functioning of the cooperatives, the unions and the federation, and the opprotunities for income generation on all levels and more financial autonomy. The Mission Report and Strategic Plan are available. c. Planning future. In July 2013 FUCOPRI will work out the Strategic Plan into an Action Plan 2013-2015. The main objective will remain the development of the rice value chain, improve the income and living standards of the farmers. A focus will be made on increase of production, processing of rice, improve the commercialisation, improve access to inputs and finance (credit), and more financial autonomy of the cooperatives, unions and federation for their functioning. Cresol Baser NL-KVK-41048542-5591 Credit Cooperativism for Inclusion A Cresol Baser é uma Central de Cooperativas de Crédito Rural da Economia Solidária que representa 78 cooperativas singulares e 10 Bases Regionais no estados do Paraná e Santa Catarina, somando aproximadamente 76.000 agricultores. A Cresol Baser é um dos sistemas de crédito solidário mais estabilizados da economia solidária no Brasil e a partir de sua experiência e conhecimento vem apoiando outros sistemas no sudeste (MG e ES) e nordeste (AL e SE) do Brasil. Este projeto tem como objetivo principal fortalecer as centrais de crédito nas duas regiões citadas acima e apoiar a Confesol Confederação da Economia Solidária. Fund for consolidation of coops Cresol will integrate more cooperatives in the Cresol System, but therefore the coops need to reach a minimum financial sustainability and social involvement of the members. The fund will be made available to those credit coops with a lack of other funding opportunities. In 2012 and 2013, cooperatives in the following provinces will beneficiate: Minas Gerais (5 coops), Espirito Santo (3 coops), Goias (3 coops), Rondonia (3 coops) and São Paulo (2 coops). The loans are to be disbursed as production- and investment loans for agricultural activities. The coops are obliged to maintain the value of the credit fund. The fund will be distributed among 10 to 20 local credit coops, but not more then 10 cooperative at the same time. In this way the amount is sufficient to make a difference in the sustainability of the cooperative. Those cooperatives that succeed in increasing access to external funding liberate the fund in order for new cooperatives to access the fund. Rua Nossa Senhora da Glória, 52A 85604090 Francisco Beltrão Brazil Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 13. Farmers' access to resources Aid grant excluding debt reorganisation 87398.05 76888 money is disbursed directly to the implementing organisation and managed by them The main results in 2012 were: 1. Result, sevice providing: Cresol Baser intensifeid the services and support to the cooperatives in Rondônia, Goias, Minas Gerais and Espirito Santo: 1.1 Executive training: The managers and directors of the Regional Services Centers were capacitated on risk analises. The performance of all cooperatives in mentioned States were compared in a benchmark exercise, making it possible which coops score on what economic indicator; 1.2 Training Local Level: The training institute INFOCOS, in cooperation with directors and managers of Central Cresol Baser, realised several courses and capacitated the Boards of Administration and Supervisory Boards as well as the employees of the cooperatives, improving procedures and devision of tasks and responsabilities; 1.3 The book keeping of several coopertives was integrated in the Credit Center; 1.4 Software to migrate the dBase of the cooperatives to the Credit Center was developed and implemented; 1.5 Specific advise on juridical issues, Human Resources and Marketing strengthened the cooperatives. 2. Result, Inclusion of cooperatives and members: 2.1 The cooperatives Tombos and Fervedoure in Minas Gerais and Extremo Norte and Colatina in Espirito Santo were the first cooperatives to become member of the Credit Center Cresol Baser. The other cooperatives were not considered ready to become member, but goals were set to challenge these coops to become member in 2013; 2.2 Many cooperatives in Paraná and Santa Catarina organized events to increase the participation of women. The cooperatives in above mentioned States are starting to implement simular activities. Cooperatives in Espirito Santo signed a convention with the rural schools the foresee in “cooperative education” and stimulate sons and daugthers of farmers to become member and finance their economic activities. 3. Result, Representation, Lobby & Advocay: 3.1 Confesol, the confederation of Credit Coops of Solidary Interaction, decided to internalize the compensation of cheques and other financial transfers. This will increase the autonomy of the cooperatives and decrease the costs; 3.2 Cresol Baser and Cresol Central, 2 of the 4 Credit Centers of Confesol, negociated a project with the National Development Bank (BNDES) that will increased their effords to support the expansion of cooperatives in the poorest regions all over Brazil; 3.3 Central Ascoob, Central Cresol Baser and Cresol Central, 3 of the 4 Credit Centers of Confesol, contracted an external Credit Rating, improving the transparency of the network of Credit coops. ANPE NL-KVK-41048542-5786 posecionando y ampliando las ecoferias "Frutos de la Tierra" El proyecto propone mejorar los escenarios para que los agricultores de la agricultura familiar agroecológica mejoren sus ingresos económicos a través del acceso a un mercado diferenciado para sus productos. La acción se desarrollará en dos provincias de Ancash (Aija y Carhuaz), Huancayo y Lima. Las organizaciones involucradas serán la ARPE ANCASH, APEREC, AGECOLIM, los comités de las ecoferias de Aija, Carhuaz y Huancayo. El proyecto propone trabajar por tres resultados, el primero orientado a capacitar a los agricultores innovadores para que inscriban sus marcas ante INDECOPI, obtengan sus registros sanitarios y organizen la cartera de productos a nivel de sus organizaciones; el segundo busca posicionar a la red de ecoferias como un mercado para productos ecológicos en el país que da acceso al menos al 50% de los socios de las ARPEs; el último propone posicionar al SGP en la red de ecoferias otros actores locales, como un instrumento reconocido para la garantía de la autenticidad de los productos ecológicos de la agricultura familiar agroecológica. Se trabajará directamente con 73 familias en Aija, 251 en Carhuaz, 66 en Huancayo y 522 famialias en Lima. El enfoque del proyecto será mejorar las apacidades de los agricultores emprendedores para que accedan en forma competitiva a la red de ecoferias; las capacitaciones se realizarán a través de la metodología CEFE. 1. Consolidar la comercialización asociativa de los productores ecológicos en las ecoferias de Aija, Carhuaz, Huancayo y Lima. 2. Fortalecer las capacidades de gestión comercial en los ecoferiantes de Aija, Carhuaz, Huancayo y Lima. Jr Lloque Yupanqui 1392 alt. Cuadra 11 Av.Cuba Jesús Maria Lima Peru Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 16. Marketing Aid grant excluding debt reorganisation 87673 83670.81 money is disbursed directly to the implementing organisation and managed by them Mejorar las capacidades de los productores ecológicos con el objeto de convertir sus unidades productivas en negocios rentables y tener una mejor salida a través de la Red Ecoferias Frutos de la Tierra fue el objetivo del proyecto. Cuatro organizaciones regionales miembros de la ANPE fueron las responsables de la ejecución de las actividades: Asociación Regional de Productores Orgánicos de Ancash (ARPO Ancash) Asociación Departamental de Productores Ecológicos (ADPE – Huánuco) Asociación de Productores Ecológicos de la Región Centro (APEREC- Junín) Agremiación de Productores Pecuarios y Transformadores Ecológicos de Lima y Provincias (AGRECOLIM). 133 organizaciones de base participaron en las actividades, 45 organizaciones más de las planificadas. A su vez estas 45 organizaciones corresponden a nuevas organizaciones locales afiliadas. Un resultado importante es el aumento de 40% (promedio) de los ingresos de por lo menos 367 ecoferiantes, distintos factores han gatillado este logro entre aquellos relacionados al proyecto se pueden distinguir el fortalecimiento de capacidades comerciales (como vender sus productos, presentación e higiene), el aumento de la cantidad de productos terminados y con valor agregado, el aumento de la colocación de productos, así como se mejoró la presentación de los productos productos comercializados. Algunas de las actividades que contribuyeron al logro antes mencionado fueron los diversos talleres que tuvieron lugar durante todo el año especialmente los talleres en presentación de productos, registros sanitarios, gestión de marcas transformación de productos, buenas practicas manufactureras, intercambio de experiencia en innovación de productos, talleres de venta y gestión de compras, control de calidad de productos y servicios de calidad, y libros diarios. Así como se trabajó en los registros y toma de datos para planificar la producción, conocer los volúmenes y oferta de productos. El formato Ecoferia viene ganando fuerza en las distintas regiones gracias a campañas publicitarias y promoción, sin embargo estos mercado de colocación de los productos ecológicos aún no son suficiente para la producción que cuenta o que se podría tener. Los productores argumentan si tuvieran mercado aumentarían la producción. Los productores orgánicos emprendedores han iniciado el registro de sus productos ante las instancias competentes a su vez han iniciado sus registros sanitarios. El costo de estos registros es lo que viene limitando a otros productores seguir una perspectiva más comercial, sin embargo están consientes que pueden tener más posibilidades al realizar este paso. En las cuatro regiones se han registrado las marcas de Aymanto, Jugo Ecofrut, Kiaria y Frutos de la Tierra (propiedad de ANPE).Entre los productos con registro sanitario se encuentran pan de trigo del Comité Linda Retama, yogurt natural Piero’s, mermelada de sauco y mermelada de aguaymanto de Tonycar, y jugo y mermelada de papayita Ecofrut. Para asegurar a los consumidores que los productos que se comercializan en las Ecoferias son Ecológicos, la ANPE y sus organizaciones regionales vienen trabajando con el Sistema Participativo de Garantia SPG. Durante el proyecto se trabajó con 27 nucleos y 792 productores en el proceso de certificación y control interno. A su vez, se trabajó fuertemente en los comité de control externo como son los concejos provinciales y regionales de SPG. Los participantes en las actividades fueron 2558 ( 1821 en talleres, 367 en ecoferias y 370 en actividades relacionadas al SPG). Para el año 2013 la ANPE seguirá entregando servicios más especializados pudiendo diferencias niveles de producción, trasformación y motivación para emprender de los participantes. La ampliación de las ecoferias es preponderante para ampliar el mercado de productos ecológicos. A su vez, incursionar en otros mercados con aquellos productores innovadores. MVIWAMO NL-KVK-41048542-5577 MVIWAMO:The defender of the farmer is the farmer himself DESCRIPTION MVIWAMO has made an impressive evolution in the past three years. MVIWAMO is now known to be the strongest middle network of Tanzania’s national farmer organisation MVIWATA. MVIWAMO has grown out to become a well established legitime and respected organisation with an extensive local, national and international network. Membership has increased from 500 to 3000 members. More growth is expected as MVIWAMO has plans to expand to Arusha region. This growth is supported by improved service delivery to their members and improved capacity to influence (especially local) government policies. MVIWAMO also established MVIWAMO YOUTH WING (Now 830 members) with the aim of creating opportunities for youth in rural areas. This is unique within MVIWATAs structure and is proof of MVIWAMOs innovative character. The new projects builds further on these achievements. The first aim is to support the growth of the organisation and to assure that growth is accompanied with sufficient capacity. Furthermore we will further support the two identified value chains poultry and sunflower and will assist MVIWAMO in improving their capacities to successful monitor and influence government policies. PO Box 47 Monduli Tanzania Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 01. Member participation Aid grant excluding debt reorganisation 91946.12 90903 money is disbursed directly to the implementing organisation and managed by them MVIWAMO is a farmer organization that wants to facilitate the participation of small scale family farmers in economic and social processes. 4 specific objectives contribute to this: SO1 (increasing service delivery to members): Farmers, member of MVIWAMO have further increased their access to services for the two value chains poultry and sunflower that are supported by the programme. Poultry production increased up to 21,489 from 7,666 at the beginning of the programme. The technical trainings, trainings in entrepreneurship and increased acces to finance have all contributed to this result. Two revolving funds for chicken are operational at the moment and so far about 60 farmers have received special chicken loans from the funds. One fund already started it second cycle after repayment. The funds are managed by two SACCOS (Saving and Credit cooperatives) who also got advisory support from Trias. In total, now about 43% of the members of MVIWAMO have access to finance compared to 22% at the beginning of the programme. The poultry marketing committees in Mto Wa Mbu and Monduli had a turnover of 18,900 euro compared to 12,860 euro last year and 2,520 euro in 2010. We expect further growth in 2012. MVIWAMO mobilised 143 farmers to start with sunflower production (only 12 in 2010) and about 32 of them realized a production of 500 kg. However the contribution to farmer’s income is higher from poultry than from sunflower. SO2 (strengthening groups and membership mobilisation):In 2012 the growth in terms of groups and membership already observed in 2011 continued. Since the beginning of the project, MVIWAMO almost doubled its membership and has now 6,161 (58% women). A constant challenges remains the fact that not all members pay their membership fees. On average less than 50% of the members pay their fees. In 2012 some actions were taken. People that did not pay for 3 years are removed from the database. Groups only qualify if at least a majority of their members pay their fees and some trainings can now only be accessed by the paying members. SO3: (linking farmers and Lobbying and advocacy): Apart from the ongoing lobbying for the better organisation of farmer subsidies, MVIWAMO also started some other important lobby trajectories. One is the access to warehouses The Tanzanian government owns quite a number of warehouses that are not well used or not used at all. MVIWAMO helps to mobilize their farmers to access the warehouses so that they can store their produce for a while after harvest and they can get better prices. Furthermore MVIWAMO did Advocacy against land alienation of pastoral land in Loliondo : The central government was in the process of selling a big area of communal pastoralist land of the Maasai to a big hunting company. Together with 30 other NGOs MVIWAMO participated at a press conference to protest against the transaction. At the moment the land alienation process is stalled. Another important process was the facilitation of participation of small scale farmers in the constitution review. Tanzania is in a process of updating their constitution. In that constitution there are different aspects that touch small scale farmers. The government organised a consultation process and MVIWAMO made sure that their farmers could participate in that process so that the voice of the small scale farmer could be heard. SO4 (North south exchange for MVIWAMO youth): One member of the Belgium Catholique rural youth came to visit MVIWAMO youth networks and gave computer trainings. In the future we will focus more on information technology for especially young farmers. Young farmers received trainings in entrepreneurship and some groups started doing business already. Youth are managing a shop in Namanga and they are in the process of building a maize processing factory in the same town. They have their own business plan and did a marketing study. FAA-ULE NL-KVK-41048542-5718 Linking member organisations to domestic and international markets The goal of the project is to contribute to the reduction of rural poverty in Armenia through strengthened capacity of FAA member small farmers and their farmer organizations to engage in the market and other institutions having impact on rural development. The proposed activities through this project mainly focus on exploring linking FAA member FOs to markets through a variety of instruments. The activities and the support to FAA member FOs in Armenia, will be to strengthen their access to markets, empower their members and build networks This project is complementary to project 5625 "Enhancing the Policy and Business Development Capacity of the FAA and its Member FOs", the Agriterra/Agricord funded part. The goal of the project is to contribute to the reduction of rural poverty in Armenia through strengthened capacity of FAA member small farmers and their farmer organizations to engage in the market and other institutions having impact on rural developmen 61a Vantyan St. 0032 Yerevan Armenia Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 16. Marketing Aid grant excluding debt reorganisation 92195 82900 money is disbursed directly to the implementing organisation and managed by them RESULTS The Federation of Agricultural Associations – Union of Legal Entities (FAA-ULE) has conducted almost all (95%) planned activities in line with the original plan and in line with the allocated budget. The project addresses seven major objectives and for all 7 good progress has been made in 2012. One of the most important aims to establish a farmer friendly database and information system called ARMIS. Based on a survey among 100 users it was decided to improve and upgrade the system making it more up to date. Due to active promotion of the system through brochures and meetings, about 4.000 farmers were informed about ARMIS. (planned 5.000) and 25 organisations have registered itself at ARMIS . The objective to enhance the skills and knowledge of farmers included various trainings to about 375 farmers: 1 farmer field school realized (2planned); several exchange visits, and technical trainings on agricultural production and marketing. This is directly linked with the objective to develop a market intermediation system for small holders. FAA-ULE organised several expositions, established a farmers market; and plays a facilitating role to connect farmers and buyers. As a results, 14 contract were signed between farmers (groups) and buyers; benefitting 300 farmers. Good progress was achieved in the area of rural enterprise development. Five business plans were prepared with the support of FAA-ULE of which 3 were approved by donors for funding (fruit drying). Young farmer committees were established in 5 farmers organisations and trainings and exchange visits were organized according to young farmers needs on farm management, agro technologies and drying technologies, FAA-ULE is doing effective lobby and advocacy on behalf of its members; prepared several policy proposals for the government . One of the concrete results is concrete input on the law of consumer cooperatives and agricultural land consolidation. Many recommendations provided by FAA-ULE have been accepted by the government. Final approval of those government documents is to be awaited. OBSERVATIONS In general all the targets positioned by the project were successfully reached. However continued efforts should be put to achieve more sustainable results and to measure the results/outcome. . Enhancement small farmers’ capacities should be continually stressed on and young farmers’ involvement should be increased in future. IFAD conducted a supervision and implementation support mission in December 2012 and concludes that overall project implementation is satisfactory. The youth component is not so convincing as very few young people have a sincere interest in agriculture. So this component may not yield the expected results in the end. A critical note is that the financial dependency of FAA-ULE is very high and FAA-ULE does not make serious efforts in trying to charge service fees from its members. There is a scope to generate income from the ARMIS system in the future. PERSPECTIVES If this project can continue and be completed in 2013 it is important to ensure that FAA-ULE monitors well on the outcome and impact of the project at teh level of the individual farmers, the farmer organisation and FAA-ULE itself. This requires a systematic monitoring system that shoudl be developed and implemented, preferably through the member organisations. . The focus on young farmers may not bring much results as the young farmers are very few and not active. Several support missions by young farmers from the Netherlands and to the Netherlands have not resulted in an increased motivation or activation of young farmers and hence no concrete results, and the follow up by FAA-ULE has been marginal in this regard. The progress with other components is good and it would be good if FAA-ULE can complete this project in 2013. However, FAAULE is (so far) not complying with the donor requirements to submit the external audit report of the year 2010 and 2011, being a reason not to continue this project, despite of good progress. FEKRITAMA NL-KVK-41048542-5761 Renforcement participatif des initiatives économiques et des entreprises rurales La proposition de projet de la Fekritama vise la réduction de la pauvreté en milieu rural en renforçant les capacités entrepreneuriales des membres. Ceci leur permettra de s’intégrer aux marchés aussi bien au niveau local que national entraînant ainsi une amélioration de l’environnement socio-économique des membres via une augmentation de leurs revenus. Les efforts des partenaires techniques et financiers ont été axés vers l’amélioration de la production depuis ces dernières décennies. Depuis quelques années, nous assistons à un revirement de la situation, car nous constatons un changement dans le comportement des partenaires techniques et financiers quant à leurs appuis, l’idée étant de promouvoir l’approche filière intégrant non seulement l’appui à la production mais aussi au stockage et à la commercialisation des produits. Dans ce cadre, il est primordial d’accompagner les paysans à devenir des producteurs entrepreneurs afin de permettre une augmentation de leur revenu mais aussi d’améliorer le marché local et national en matière de produits bruts (matières premières) et transformés.  Améliorer l’’environnement socio-économique des producteurs membres de la Fekritama à la base en les appuyant à mettre en œuvre des activités économiques et en renforçant les groupements de base  Faciliter l’intégration des femmes et d Bp 1291 – 101 Antananarivo Madagascar Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 05. Membership base Aid grant excluding debt reorganisation 96261 99847 money is disbursed directly to the implementing organisation and managed by them Fekritama implements since July 2011 a project aimed at promoting farmer entrepreneurship by participatory methods. For this purpose it has since 2011 recruited 26 economic promotion agents at the local level, two facilitators at the regional level and one technical assistant at the national level. One of the first task of the new team was to make a census and inventory of functional local producers groups (previously named basis syndicats or SEFO) and to conduct a need assessment. This census has led to a downscaling of the number of groups that haven been strengtened as a result of the project. At the end of 2012 Fekritama supports effectively 284 local groups in 8 regions, consisting of 2717 farmers (of whom 1468 women). The number of groups is less than planned because the census activities in 2011 and 2012 revealed that not all the registered member groups were functional. Of these 284 groups 14 only have the status of cooperative, the other ones are associations. The chains that groups are involved in are porc (101), rice (75), chicken (77), beans (22), maize (3) and groundnuts (6). The needs assesment revealed a demand for support as to marketing, input supply, technical training, animal health and supply of piglets (porc). Technical trainings to farmers have focussed on agricultural aspects, entrepreneurship and the elaboration of business plans (at group level). These trainings had a maximal outreach of 1.784 local producers, that is 66% of the total group members. To these can be added the regional board members/staff and facilitators. Fekritama pays considerable attention to women producers through its federation FVTM. FVTM has organised a national strategy workshop, regional trainings for local female leaders (visioning) and the national day of women in Madagascar. The youth federation has redined its strategy too and the leaders have consulted local youth. Fekritama, as a national confederation is very active in the field of lobbying and has actively participated in national consultations on land, rural finance and the new national agricultural sector programme (PSA). Fekritama is member of SACAU and the international land coalition and participates in its regional consultations. Concrete successes were the new commercial contacts of MATOR, an order for 20 000 tons of maize, and project acquisitions with IFAD and SACAU. JNC NL-KVK-41048542-5789 Proceso de incidencia gremial JNC Adición 2013-2014: Este proyecto se focalizará en tres temas: a) la incidencia, b) acceso a los fondos de financiamiento y c) el incremento de la implicación y participación de los jóvenes. El tema transversal es el aprendizaje y posterior la aplicación de la metodología de “Farmers Advocacy Consultation Tool (FACT). La industria cafetera del Perú y más concretamente su cadena productiva y de comercialización adolecen de una estructura institucional sólida debido fundamentalmente a la falta de un ambiente favorable para su desarrollo y a que el Estado peruano no juega un papel lo suficientemente proactivo en el mismo . Este hecho viene afectando no solo a la sostenibilidad del sector sino a su competitividad a nivel internacional. En este momento no existen políticas de promoción sectorial y asociativa que ayuden a consolidar el producto de mayor exportación del país. Además se da la circunstancia de que el cultivo de coca se registra en 13 regiones en algunas de las cuales ejerce un efecto de desplazamiento del cultivo del café. a) El gobierno central ha fortalecido el capital social de AGROBANCO, con 100 millones de soles pendientes desde el año 2008. Este aporte hizo posible un aumento de capital hasta 411 millones de soles de los cuales el 25% se otorgaron al sector cafetalero. A su vez el Plan VRAEM, orientado a la sustitución de las áreas de cultivo de coca en el corredor de la cuenca del Rio Apurímac, cuenta con una inversión de 500 millones de soles. Sin embargo dicho plan se ha venido implementando sin brindar soporte técnico ni financiero a los productores organizados de café. b) A diferencia de otros países cafetaleros, los productores peruanos tienen enormes limitaciones para acceder a capital de trabajo siendo además las tasas de interés superiores en comparación con otros cultivos. La banca comercial privada ha comenzado a atender las solicitudes de capital de trabajo aplicando intereses del 7% y hasta el 9%. Los créditos a medio plazo para la renovación o rejuvenecimiento de plantaciones se vienen tasando al 10% anual a lo que hay que sumar un3.5% adicional resultando extremadamente caros para la inmensa mayoría de pequeños agricultores de café. Se hace necesaria la creación de un fondo de inversión a largo plazo para el sector. c) Una de las mayores limitaciones de la caficultura peruana es la carencia de recursos humanos con capacidades y competencias que garanticen la gobernabilidad de las cooperativas, así como un soporte técnico adecuado para la innovación del cultivo que nos garantice obtener en los próximos 5 años un rendimiento promedio sostenible. Se requiere de mayor participación de jóvenes capacitados que innoven la organización y la producción a largo plazo. Adición 2012-2013: Este proyecto es la continuación del proyecto iniciado en el año 2011 La actividad cafetalera se concentra en 5 de las 12 regiones en las que se registra la producción de café. En general son áreas tradicionalmente pobres donde la inversión en nuevas plantaciones, infraestructuras de acopio, mantenimiento vial, etc. corre a cargo de las organizaciones cooperativas y sus asociados. Este esfuerzo de desarrollo del sector cafetalero corre el riesgo de venir a menos si no se emprenden medidas urgentes que faciliten la sostenibilidad del negocio , fortaleciendo la cadena de producción, suministros y comercialización desde su primer eslabón que además suele ser el más débil de la cadena. Este año se focalizará en tres temas: a) la incidencia, b) acceso a los fondos de financiamiento y c) más gran inclusión de los jóvenes. El tema transversal es el aprendizaje y posterior la aplicación de la metodología de Proceso Participativo de Generación de Propuestas y Posiciones (PGPP). En 2011 se elaboró la propuesta de negociación para la implementación del Draw Back para cafés especiales. Es un régimen aduanero que permite obtener la restitución total o parcial de los derechos arancelarios que hayan gravado la importación de las mercancías contenidas en los bienes exportados o consumidos durante su producción. Esta propuesta ha sido presentada a algunas especialistas que piensan que falta mejorar la información concreta que justifique la aplicación. La agenda de acuerdos y compromisos con otras actores relevantes en el sector con el fin de de inversión sectorial (fondo cafetalero, fidecomisos, crédito de rehabilitación) tiene que continuar. La JNC quiere – a través de su “Coordinadora Nacional de Jóvenes Cafetaleros” (CONJOC) involucrar más a los jóvenes y fortalecer el emprendimiento de los jóvenes cafetaleros, logrando su participación activa en los cargos dirigenciales de sus organizaciones y en el escenario social, económico y político del país. 2011-2012: La Junta Nacional del Café (JNC) es una organización nacional de tercer nivel que representa a las organizaciones de productores cafetaleros especialmente cooperativas, comités y asociaciones de pequeños productores integrados en entes de segundo nivel. Fue creada el 6 de enero de 1993 e inscrita como asociación civil sin fines de lucro en los Registros Públicos de Lima ficha 14824. La misión institucional de la JNC es “Fortalecer las capacidades de gestión y negociación de las organizaciones cafetaleras peruanas”. Su visión es ser reconocidas como “Organizaciones cafetaleras competitivas en el mercado, actores del desarrollo regional y nacional”. Los objetivos estratégicos de la JNC son: • Fortalecimiento de la capacidad negociadora y de influencia nacional e internacional. • Promoción de desarrollo territorial cafetalero. • Apoyo a la competitividad productiva y empresarial de las organizaciones cafetaleras. • Desarrollo de capacidades internas. La JNC, a través de sus 52 asociados, representa a 51,000 familias de pequeños productores organizados en cooperativas y asociaciones, las cuáles enfrentan hoy el desafío de un proceso de reconversión y desarrollo empresarial competitivo. Participan con el 70% de las exportaciones a estos mercados, con precios superiores hasta en 25% respecto al promedio del año, en beneficio de sus asociados. Manejan una superficie de alrededor de 130.000 has, con una producción de 880.000 qq de café oro. Durante el año 2010 las organizaciones asociadas a la JNC exportaron café valorizado en US $ 151 millones, un 17% del valor total de las exportaciones. El café como producto tradicional no es beneficiario del “Draw Back”, un régimen aduanero que permite, como consecuencia de la exportación de mercancías, obtener la restitución total o parcial de los derechos arancelarios que hayan gravado la importación de las mercancías contenidas en los bienes exportados o consumidos durante su producción. El objetivo de este régimen es evitar que los derechos de importación de los insumos utilizados en la producción de bienes nacionales destinados a la exportación, incrementen el costo de estos y por ende su precio final en los mercados internacionales. Los productos tradicionales (café, algodón y azúcar) no son beneficiarios del Draw Back, solo los productos de tipo no tradicionales (entre ellos: esparrago, alcachofa, mango, etc.). Por otra parte el sector cafetalero, y en general el sector agrario, no dispone de fondos de capitalización que le permitan mejorar la productividad y la gestión de comercio. El Banco Agrario fue la entidad creada para canalizar las demandas de crédito, sin embargo después de varios años de creación aun no dispone de saldo suficiente para satisfacer la demanda, lo que le lleva a tener altos porcentajes de intereses, y un alto costo operativo. Por lo que urge generar nuevo canales de acceso a recursos, en condiciones que le permitan invertir en la mejora de la producción. Este proyecto tiene como objetivo general: “Contribuir al incremento del bienestar de las familias cafetaleras”. Los retos más importantes de la actividad cafetalera están relacionados a la promoción e incentivo a la organización de los pequeños productores, a fin de lograr una gestión comercial asociada, para minimizar los gastos operativos, comerciales y productivos y de lograr fondos de inversión accesibles y sostenibles para el sector cafetalero. Brindar soporte a la implementacion de politicas cafetaleras favorables a los socios de la JNC Jr. Ramón Dagnino 369 - Ofic. 201, Jesús Maria LIMA 11 Peru Dutch Ministry of Foreign Affairs WA3 Policy elaboration & advocacy Deliverable 09. Participatory policy formulation Aid grant excluding debt reorganisation 99995 99146.36 money is disbursed directly to the implementing organisation and managed by them El proyecto (junio 2011 – diciembre 2012) se concentro en el área de cabildeo. Más específico se trato de 1) la introducción a la metodología del Proceso participativa de Generación de Propuestas y de Posiciones (PGPP), 2) la incidencia política, 3) financiamiento de mediano y largo plazo y 4) mas gran inclusión de los jóvenes. La metodología de PGPP ha sido introducido a los lideres, filiales, jóvenes y mujeres de la JNC. Después han probado algunos conceptos de la metodología con excito. Siguiendo con la metodología el trabajo de las filiales fue organizado de manera tal que, en la medida de lo posible se tome como referencia de trabajo los cuatro pilares del PGPP. La organización es entusiástica sobre la metodología. Con respecto a la incidencia, se inició el proceso de información y consulta para la aplicación del Draw Back a los cafés certificados se elaboro. La JNC y el consultor han venido reuniéndose constantemente con el MINAG, que son los representantes encargados de lograr la aprobación. Se continúa el proceso de negociación, especialmente aprovechando la presencia del actual ministro de agricultura. Es necesario de armar mas la propuesta para mejorar la fundamentación. Se logro que hay la voluntad del MINAG de apoyar la propuesta, pero será finalmente el MEF quién decida. Luego de movilización cafetalera en 2012, el Congreso aprueba la Ley que promueve la inclusión de los productores agrarios a través de las cooperativas. Esta ley reconoce parcialmente el Acto Cooperativo, al tomar en cuenta la idea original del Acto Cooperativo de que no existe operaciones de lucro entre cooperativa y socio. Reduciré el pago del impuesto a la renta del 30% al 15% en sus operaciones con terceros. Pero no resolvió el problema de las acotaciones a las cooperativas. Queda pendiente negociar cómo resolver este problema. La mayor parte de las filiales han venido haciendo trabajos de incidencia y negociación. En la Selva Central se logro conformar la Comisión Técnica de Chanchamayo en la que participa los cafetaleros. El objetivo es priorizar inversiones de la Municipalidad hacia el sector cafetalero en los siguientes periodos. En el norte del país hubo la negociación con el Gobierno Regional para un programa de financiamiento a ideas productivas. Como resultado el Gobierno Regional asignó 1,5 millones de nuevos soles para el sector cafetalero. Antes, las organizaciones socias de las filiales, a través de los proceso de capacitación lograron canalizar recursos por un monto de 3,794,504 soles para Cajamarca y 4,982,491 soles para Selva Central. Los jóvenes cafetaleros organizados logran mayor visibilidad en sus organizaciones. Dos cooperativas socias de Selva Central constituyeron su Comité de Jóvenes. Cuatro comités de gestión están el pleno proceso de inscripción para participar en los Presupuestos Participativos de sus municipios. Los logros obtenidos por las organizaciones cafetaleras están llevando a un crecimiento acelerado del sector. El interés del Estado de promocionar el sector asociativo va permitir invertir mayores recursos, y de manera organizada, en las zonas de producción, zonas con presencia de economía ilícita. La mayor participación de los jóvenes en el accionar del gremio, especialmente a través de las filiales, permite ir construyendo las bases para el relevo generacional de las organizaciones. La incidencia puede mejorarse un pocito mas - y este en los diferentes niveles de la JNC - a través de la metodología PGPP por que permite de fortalecer el vínculo con las bases. CIOEC-Bolivia NL-KVK-41048542-5772 Harina de trigo y derivados para abastecer la población nacional CIEOC- Bo fundada en el 1990 y representante nacional de las Organizaciones Económicas Campesinas, Indígenas Originarias (OECAs) agrupa 778 organizaciones de productores en Bolivia. A través de este proyecto CIOEC-Bo y en trabajo en conjunto con los Productores de trigo que afiliados a la Asociación Nacional de Pequeños Productores de Trigo (ANAPROT) en los Departamentos de Cochabamba, Chuquisaca, Potosí y Tarija reimpulsarán la producción de trigo que se ha visto reducida críticamente los últimos años y sus derivados para consumo nacional. Algunas de los problemas que motivan este proyecto es la reducción de áreas de cultivo de trigo en el sector occidental de Bolivia y la casi nula existencia de variedades harineras sumando a ello la importación de harina de otros países. El proyecto buscará implementar una estrategia para mejorar la productividad con la activa participación de los productores en todo el proceso de la producción de trigo hasta su transformación y comercialización a nivel nacional. Fortalecer la capacidad institucional, productiva y comercial de ANAPROT a través de la aplicación de una estrategia de mejora productiva con la activa participación de los productores desde el manejo del suelo hasta la obtención del grano de trigo y sus Calle Beni No. 285, Esquina Departamento Pando ( Zona Challapampa o Terminal de buses) Casilla No. 11156 LA PAZ Bolivia Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 15. Processing and handling Aid grant excluding debt reorganisation 102649 102649 money is disbursed directly to the implementing organisation and managed by them El cambio de directorio de la organización y el reemplazo del gerente ejecutivo impidieron a la organización poder responder con los informes del proyecto. El objetivo de la CIOEC –Bolivia para el 2012 fue fortalecer las capacidades productivas y comerciales de las OECAS (Organizaciones Económicas Campesinas) en los distintos departamentos. Respondiendo a este objetivo 100 OECAs participaron en las actividades del proyecto y 81 han implementado mejoras en la forma de producir, transformar y comercializar sus productos. En el ámbito productivo 30 OECAS han mejorado sus condiciones en la producción de lácteos, amaranto, trigo, soya, hortalizas y en el aspecto de transformación de frutas, miel, ganador porcino y artesanías, entre otros. ORLIPA, COAINE, APLEPLO, COMART TUKUYPAJ, APROLEC, ACSHA-OPE, APT CBB, APT Chuquisaca, AMLECO, APAMZ, ANDESOY, PROSOY, APRONICAL, ASPRA SPC, APRODESA,ARAO, ANAPQUI, JAPO, APARI, APME, AMPLAC BIOLAC, ISLA COJATA, ASITRAFRUT Cinco Estrellas, AIPMA, AMPRO ARACA Las OECAS AGROCAM, COAINE, PROSOY, AMAGA, ALIANZA NORTE elaboraron planes de negocios para el fondo concursable FONDOECAS con el objetivo de generar valor agregado en la producción primaria y fortalecer la comercialización de los productos, tres de ellas lograron financiamiento ( AGROCAM – Compra de Insumos y Herramientas, Cooperativa Alianza Norte – Compra de Semilla Mejorada; y AMAGA – Compra de insumos y material para mejorar el acabo final del producto). La escuela de líderes de la CIOEC-Bolivia se entrenaron 41 líderes de 35 OECAS en elaboración de propuestas productivas para sus OECAS, reforzando en los temas de planes de negocios, planes estratégicos y propuestas políticas y publicas a favor del sector productivo. En el ámbito de transformación cuatro OECAS han innovado en sus productos (soya, pescado y carne de cerdo) elaborando por ejemplo jugo y refrescos de soya, charque de pescado, chorizos y pescado ahumado y embutidos de cerdos. tres OECAS de Chuquisaca realizaron pruebas en para la producción de barritas de amaranto. Cuatro OECAS de la Paz se entrenaron en transformación de quesos suizos. Dos OECAS fueron entrenadas en técnicas de teñido de lanas en fibra de alpaca. Los intercambios de experiencia tuvieron un especio importante dentro del proyecto, se organizaron tres en total, productores de leche al departamento de Oruro aprendieron acerca de elaboración de derivados quesos, yogurt, dulce de leche. Dos encuentros departamentales con las OECAs de la Paz para comercialización de leche, y se realizó un intercambio para los piscicultores para aprender de la producción y comercialización de peces en cautiverio Un importante convenio para las OECAs del departamento de Potosí para la adquisición de registro sanitario, se firmó un pre convenio con el SENASAG de Potosí entidad responsable para facilitar el proceso y agilización de trámites de Registros sanitarios, los tramites que duraban a veces más de un año se reducirán a un plazo de tres meses. Seis OECAS lograron obtener sus registros sanitarios. Para mejorar la comercialización se realizaron talleres de capacitación de buenas prácticas de higiene y atención al cliente. Para mejorar los entrenamientos en manipulación de productos e inocuidad de los alimentos la CIOEC logró firmar un convenio de cooperación INLASA (Instituto Nacional de Laboratorios de Salud), SENASAG (Servicio Nacional de Sanidad Agropecuaria e Inocuidad Alimentaria), INIAF (Instituto Nacional de Innovación Agropecuaria y Forestal) y el Ministerio de Desarrollo Rural y Tierras A su vez, la CIOEC-Bolivia puso énfasis en las ventas directas productor consumidor a través de la implementación y puesta en marcha de las micro ferias de las OECAS. Se realizó una Feria Nacional y 9 ferias departamentales, 260 han ofrecido sus productos y 5200 productores se han bonificados de las ventas en las ferias. Las 25 microferias en la Paz 18 OECAs ofrecieron activamente sus productos quincenalmente, a través de este canal generaron ventas por la suma de 200 mil bolivianos. A su vez las ferias se han usado para capacitar a los productores en gestión comercial. Se cuenta con registro de las microferias registrando los productos ofertados, volúmenes de venta, ingresos para las OECAs, Las actividades descritas han sido diversas, sin embargo se aprecia que no ha habido una enfoque y una trayectoria de fortalecimiento como era lo que se esperaba dentro del proyecto. Se fortalecerían por lo menos 200 OECAS en los tres años del proyecto dentro de sus cadenas de valor. Las actividades ejecutadas se observa que se han resuelto problemas puntuales de las OECAS pero no así el mejoramiento de sus capacidades para enfrentar problemáticas y avanzar en función de mejorar las condiciones en la cadena de producción y acceso a mercado. Próximas propuestas de proyecto deberán ser ejecutadas por las departamentales que conocen con más precisión la problemática de las OECAS y sus resultados deberán estar en función de sus estrategias como organizaciones sub nacionales AOPP NLKVK-41048542-5750 Produire de la semence en milieu paysan Complément 2013 Le projet 2013 se poursuit selon la même logique démarré en 2011: appui aux coopératives semencières, MUSO et OP de base pour que les paysan(ne)s des cette dernière améliorent leur production et leur productivité, ainsi que les volumes vendues. Aussi en 2013 l'accent se mettra particulièrement sur les OP de base vu que c'est à ce niveau que l'impact doit se faire sentir. Pour cette année 175 groupes seront suivis au sein de 35 coopératives ou associations et à travers 175 animateurs de base. Les animateurs de base à leur tour sont appuyés par les animateurs endogènes, qui recevront des formations à cet effet. Le projet a connu des retards pour 2013, entre autre dû au retard dans la comptabilité pour l'audit 2011. Addition 2012 En 2012 le triangle de synergie entre Mutuelles de Solidarité, Organisations de Base et Coopératives semencières doit se renforcer dans les deux régions retenues. A Koulikoro cela implique que l'accent sera surtout mis sur la mise en place des coopératives semencières, pendant qu'à Ségou les MUSO ont encore besoin d’être renforcées. Les résultats attendus se résument comme suit: 1.1. Un réseau de paysans « essayeurs » est mis en place à Ségou et à Koulikoro ; 1.2. Des variétés performantes de plusieurs spéculations, adaptées aux différentes zones agro climatiques sont identifiées ; 1.3. La demande des producteurs en semences améliorées s’est accrue grâce aux actions d’informations et de sensibilisation ; 2.1. Le nombre de producteurs semenciers ainsi que la quantité de semences certifiées produites s’est accrue au titre de cette campagne 2.2. Les producteurs de semences ont une maîtrise des techniques de production de semences certifiées ; 2.3. Des coopératives semencières créées et/ou renforcées dans les deux régions intègrent l’esprit entrepreneurial dans leurs stratégies (calcul de rentabilité économique, techniques de communication/négociation, connaissance de marché, gestion des actions collectives, etc.) 2.4. Des animateurs paysans sont identifiés et renforcés pour mieux assurer une synergie d’action au sein des OP par rapport aux axes d’intervention, mais aussi la pérennité des actions engagées dans le cadre du projet ; 3.1. Des Mutuelles de Solidarité sont créées et les fonds mobilisés permettent de financer les besoins des producteurs en semences certifiées description 2011 L'AOPP est l'association nationale des organisations des paysans au Mali. Depuis sa création en 1995 l'AOPP a été active dans les efforts pour augmenter la production des céréales par l'amélioration et la livraison des semences de qualité. Durant la période 2005-2010 l 'AOPP a exécuté un projet intitulé ‘’produire de la semence en milieu paysan’’ 2005-2010 (avec l'appui de l'OXFAM, SAFGRAD et SIDI). Ce projet a comme acquis la création de 7 coopératives semencières (avec capacité de stockage), la création d'un réseau des producteurs semenciers et des contrats avec les institutions de recherche (IER) pour la livraison des semences de qualité. Les projet actuel cherche a répliquer ce projet vers une autre région (Koulikoro) et de consolider les acquis dans la région de Ségou. En même temps ce projet compte a remédier aux faiblesses constatées dans le premier projet comme le faible lien entre les OP mères et les coopératives, la non-prise en compte des « essayeurs » dans la stratégie de diffusion des semences, l’absence de stratégie d’autonomisation des coopératives et des OP mères. Par une triangulation entre les Mutuelles de solidarité (caisse d’épargne et de crédit), les coopératives de semences et les organisations de base, la finalité recherchée est d'améliorer la production et la productivité au niveau de la base par l'utilisation des semences améliorées. Objectifs spécifiques du plan d’action 2013: 1. Augmenter la production des exploitations familiales en leur facilitant l’accès à des semences améliorées (certifiées ou/et de qualité) 2. Améliorer le revenu des producteurs membres de l’AOPP dans le Kalaban Coura Bamako Rue 200, porte 533 Bamako Mali Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 14. Farmers’ access to inputs Aid grant excluding debt reorganisation 104992 104339 money is disbursed directly to the implementing organisation and managed by them AOPP a mis en place un dispositif triangulaire avec les OP de base, les Mutuelles de Solidarité (caisses d'épargne et de crédit) et les coopératives semencières. L'objectif final est que les paysans améliorent leurs revenus à travers l'utilisation des variétés améliorées, produites par les membres de l'AOPP. Les MUSO devraient servir comme outil de financement à cet effet. Ceci est mis en place dans deux régions: Ségou et Koulikoro. A Ségou 10 MUSO ont vu le jour, à coté des 8 coopératives semencières qui ont reçu des appuis techniques et de 18 OP de base. 9210 kg de semences ont été vendus aux membres de ces OP de base. A Koulikoro 4 coopératives semencières ont été créées par 9 OP de base, ainsi que 13 nouvelles MUSO, à coté des 34 déjà existantes pour servir à 17 OP de base. Au total 112 animateurs (42 pour les MUSO, 35 pour les OP de base et 35 pour les coopératives semencières) sont formés et suivis et forment et appuient à leur tour leurs pairs. En total 52 paysans 'essayeurs' ont été identifiés au sein des OP de base pour tester de nouvelles variétés, notamment de sorgho et de mil sur des champs de démonstration. En 2011, 92.040 kg de semences certifiées a été produit à Ségou, En 2012, la production brute est de 112.281 kg (soit 59% des prévisions). Comme résultats on note que le dispositif des MUSO et des coopératives de semences sont en train de prendre forme et qu'il y a des résultats intéressants concernant la production endogène des semences. Les observations à faire sont que le lien avec les OP de base n'est pas encore suffisamment opérationnel et qu'à l’intérieur des OP de base les groupes spécifiques et homogènes ne sont pas encore définis. C'est à ce niveau que les résultats d'impact doivent se faire sentir: augmentation de la production par l'utilisation des meilleures variétés. Cette situation doit être suivie à travers des fiches de S&E. Une attention particulière pour le renforcement du genre est également importante. En perspective, l'AOPP a décidé de carrément changer l'orientation du projet dans le sens de l'entreprenariat rural (actuellement l'accent était trop sur la production de semences) en se focalisant plus sur les OP de base. Il est suggéré de former des groupes spécialistes d'utilisation des semences améliorées, qui recevront un appui structuré et suivi par les animateurs et animatrices paysans économiques. FOPAC-NK NL-KVK41048542-5603 Technical assistance PSO to farmers organisations in the Great Lake Region (previous component of FOPAK-NK 4914 project) Le Programme de l’Assistance Technique d’Agriterra aux Organisations Paysannes de la Région Africaine des Grands Lacs (ATAOP-RAGL) fait suite aux maigre résultats obtenus par les Organisations Paysannes de la région des Grands Lacs, dans le domaine économique. Malgré de nombreuses années d’appui financier significatifs aux O.P., de la part d’Agriterra, l’impact socio-économique au niveau des producteurs agricoles, membres de ces mêmes O.P. reste de manière général , très faible. C’est de commun accord qu’Agriterra et les O.P. concernées ont opté pour un appui technique rapproché en utilisant le financement et l’accompagnement méthodologique du PSO aux Pays-Bas. B.P. 67 Goma Congo, dem. rep. of Dutch Ministry of Foreign Affairs Farmers Fighting Poverty '07-'10 work area 04: Institutional Development (IS) Aid grant excluding debt reorganisation 106059 89117.43 money is disbursed directly to the implementing organisation and managed by them Au cours de troisième année d’ATAOP le programme a touché par des sessions de formation directement environ 500 personnes. Assistance ponctuelle aux Organisations Paysannes (OP’s) : les sessions de formations sont organisées autour des thèmes suivants : élaboration des plans d’affaires, maintenance du logiciel (de la base de données des membres) et accompagnement des OP’s (7) dans la saisi des données et fonctionnalité du logiciel (12 OP’s). Analyse et traitement des données. Les OP’s ont eu également deux formations sur l’approche FACT (Farmers Advocacy Consultation Tool) une outil qui leur permet de préparer les propositions de plaidoyer avec la plein implication de leurs membres. Des voyages d’échange ont été organisées (pour les jeunes producteurs des pomme de terre, journée pomme de terre et organisation des rencontre de comité de suivi et de coordination. Pour les jeunes agriculteurs il y a eu des échanges sur le leadership innovant. Il y a eu un atelier sous-régional de réflexion sur l’implication des jeunes de la sous-région des Organisation Paysans dans les activités agricoles et leur implication dans les organes de décisions (jeunes leaders paysannes). 25 jeunes agriculteurs (UPDI) et de Masisi ont été formés dans la transformation des pomme de terre en chips (également avec l’appui en plan d’affaires). Une dizaine des jeunes font actuellement cette transformation au niveau de leurs villages. En décembre 2012, la première phase du projet (et appui Agriterra) a touché à sa fin. Avant de poursuivre ce programme avec une deuxième phase sur financement CSA (collectif Stratégique Alimentaire), une (auto) évaluation par les membres de son comité d’orientation et de suivi a été décidée (février 2013). Cet (auto) évaluation a été facilité par l’Agri Agence Sénégalaise Asprodeb. D’une façon unanime, toutes les OP’s considèrent que des capacités en termes de ressources humaines sur des plans d’affaires, une meilleur impact du plaidoyer ; renforcement institutionnel -enregistrement des membres, leadership (féminin) etc. - ont été internalisés. En ce qui concerne les échanges (journées pomme de terre et le bulletin bimensuel) ont été des leviers pour mieux apprendre professionnellement et pour stimuler les nouvelles initiatives au niveau des producteurs. Les réunions de COS (comité d’Orientation et de suivi) ont été une base pertinente pour enclencher et développer la dynamique de concertation, d’échanges d’information, de mobilisation, de visibilité et de partenariat des OP‘s entre elles qu’avec les institutions de coopération sous-régionale (CEPGL). Cette dynamique de concertation a également facilité leur participation et la prise en charge de leur spécificité au niveau de leur faitière régionale qu’est EAFF. Le programme ATAOP a engrangé des débuts de réussite d’initiative économiques mais dont le suivi et la capitalisation sont encore faiblement réalisés. Entre autres, ces insuffisance sont des facteurs de risques pour la durabilité, car les leçons tirées des difficultés, l’efficacité des outils utilisés, la performance de ce que l’on fait ne sont pas encore suffisamment questionnés. Il est recommandé de poursuivre les actions d’ATAOP dans une seconde phase, qui mettra l’accent entre autres sur les échanges. Afin de faciliter et de rendre le plus profitable ces échanges, il serait utile au début de la deuxième phase de planifier le processus de capitalisation et renforcer les capacités et les moyens des OP’s pour documenter les réussites et les échecs des initiatives entreprises. La facilitation à l’accès au financement dans les pays : Accompagner les OP’s à définir une stratégie et des instruments adaptés à chaque pays pour mobiliser davantage des financements auprès des Institutions de financements et des Etats en vue de consolider les initiatives en cours et de développer de nouvelles initiatives. Le projet est poursuivi par un nouveau projet intitulé `Coopération des OP à OP dans la région des Grands Lacs` sous financement du Collectif Strategic Alimentaire (CSA) membre d´Agricord. Madfa NL-KVK-41048542-5592 Agro- and market services in the maize and cassava value chains in Masindi Madfa is the District Farmers Association of Masindi district; it is a member-based organisation that represents almost 7,000 farmers. The project targets smallholder farm households in selected sub counties of Masindi District. These households are engaged in primarily subsistence agriculture, characterized by producing primarily for food using traditional means. The main challenge faced by the majority of small holder farm household is food and income security. Challenges related to food security range from failure to produce sufficient variety of foods, poor preparation methods, processing and preservation of food throughout the year. The main problem related to income insecurity is disorganization of smallholders, subsistence agriculture, market illiteracy and lack of capital. Average land size varies between 2 – 5 acres. The project through its Participatory Agro-Enterprise Development approach, facilitate farmer groups in increased production, access to financial services, collective marketing, supporting the creation of Small Farmers Group Associations and lobby/advocacy. Financial services are delivered by Madfa Sacco. Masindi Uganda Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 106417.4 106417 money is disbursed directly to the implementing organisation and managed by them This project is about supporting Madfa’s member farmers groups in (i) assuring food security at household level, (ii) increased access to and participation in remunerative markets; and (iii) Madfa providing adequate services to its members. The project reached out to 353 farmer groups in assuring food security; out of the 400 groups planned. This target of 400 was too ambitious as it would have meant to increase 150 groups in 2012. All these groups were equipped with appropriate knowledge and skills in sustainable and increased production of food (in variety, quality and quantity); improved food preparation, good food related hygienic practices, and need for increased variety of food served; as made aware on joint planning and effective use of household resources. In 2012, an additional 40 groups were actively engaged in collective marketing. The realization is far below the target, as the targets set in 2008 were too ambitious. This is also confirmed by the realizations in 2010 and 2011 (resp. 26 and 81). Further increase in the number of groups that engage in collective marketing needs more mentoring and monitoring by Madfa staff. The number of groups engaged in collective marketing has also its effect on the 2012 realization for the number of groups that linked with specific buyers. Out of the 360 planned, 242 groups managed to do so. Another reason for this lower achievement were the price fluctuations for maize, making farmers sceptical to sign contracts with specific buyers. To further entice farmer groups to engage in collective marketing, there is need to include aspects as value addition and intensified market linkages. In 2012, 50 more groups have increased their gross profits by at least 40% at the end of 3rd season. This brought the total to 190 groups compared to the target of 240. Madfa became stronger as an organization, which is also reflected in the overall profiling score that increased from 66% in 2011 to 73% at the end of 2012 (with a strong improvement in the strategic potential indicator). Madfa’s membership-base reached 6451, which is almost 12% increase; a much better performnace than in 2011. Two other actors approached Madfa for networking and collaboration, in addition to the already 7 established in 2011. These 2 new ones are Traidlinks and VODP (Vegetable and Oil Development Programme) that offer interesting opportunities for Madfa. Linkages with other development partners like aBi Trust for a fully-fledged gender programme has enabled Madfa management and training staff to improve their skills of integrating gender and other cross- cutting issues in ERI training sessions. In addition, all 353 beneficiary groups have been trained in best gender practices to ensure equity in sharing of farming proceeds at household level. Of the total 2012 income, Madfa realized 40% from own resources (service delivery, business wing). Although it’s slightly below the 50% 2012 target, the progress is encouraging. The project positively contributed to food security, improved access to markets and improved service provision by Madfa to its members. In that sense, the project has clearly contributed to its long term goals. However, some critical indicators remain to be addressed in 2013 (like contracts with buyers). Experiences in other intervention areas show a same, slower realization of the (probably too ambitious) targets set. The development around the oil operations in Hoima district has already provided extra opportunities for the farmer groups (markets) in Masindi. One example is the interest of an Irish investor to start a cassava porcessing plant in Masindi; in which Madfa would take up an active role. The most important lessons learnt are that strengthening and professionalization of the business wing and other business ventures ensure sustainability of Madfa financially, so that operation costs and some services can be funded by the own organization. Another is that strategic networks (business focused) enhance service delivery to the target group as well as sustainability of the Association. UPDI NL-KVK-41048542-5709 Programme de renforcement du pouvoir économique des producteurs agricole à travers les filières agricoles ou chaînes des valeurs. L’UPDI est un syndicat paysan créé en 1994 qui compte actuellement 33 collectifs membres avec plus de 598 organisations de base, et 14.000 membres (estimation) au total. L’UPDI intervient dans la ville de BUKAVU, dans les territoires de Kabare, Walungu, Mwenga, Kalehe, Idjwi et Uvira. L’UPDI a comme vision « Un syndicat paysan économiquement fort, capable de défendre les intérêts de ses membres ». Sa mission est : « accompagner les collectifs dans leurs activités d’amélioration des conditions de vies de leurs membres regroupés au sein des organisations de base ». Pendant 15 ans d’existence, l’UPDI a pu réaliser des actions concrètes qui lui ont valu un prestige remarquable dans le monde des mouvements associatiatifs et dans son rayon d’action. Ces actions se concrétisent actuellement par : - l’initiative de regrouper les producteurs agricoles autour des filières agricoles pour plus de professionnalisme; - l’obtention de plus ou moins 200 formules exécutoires sur base de plus de 300 sentences arbitrales prononcées par les tribunaux arbitraux pour l’atténuation des conflits rencontrés dans les différents villages et qui bloquent le développement ; - la mise en relation entre les arbitres et le Tribunal de grande Instance pour la certification et la validation des sentences arbitrales prononcées par les tribunaux arbitraux ; - la promotion des séquences vidéo comme nouvelle stratégie de sensibilisation du genre dans le milieu paysan avec comme impact le changement remarquable des mentalités des paysans conservateurs des us et coutumes rétrogrades qui oppriment la femme ; - le traitement des cultures et des animaux domestiques grâce à la recherche en pharmacopée traditionnelle. UPDI veut se concentrer plus que dans le passé sur le développement économique de ces membres, en 2010 UPDI a déjà prit des initiatives dans ce sens. La proposition de projet actuelle, soumise a Agriterra, à une durée de 3 ans (2011-2013). L'objectif principal est d'améliorer les conditions de vie des producteurs membres par la professionnalisation des paysans dans les filières soja, bananier, lapin, et pommes de terre. Entre autres, UPDI veut créer des coopératives des membres, des centres d'approvisionnement, et des points de vente des produits agricoles. Produire des quantités importantes pour pouvoir répondre efficacement au besoin de marché et obtenir de ce dernier un prix rémunérateur en vue d'augmenter le revenu des ménages. Promouvoir l'esprit entrepreneurial dans les coopératives agricoles membres Bukavu RDCongo Congo, dem. rep. of Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 14. Farmers’ access to inputs Aid grant excluding debt reorganisation 109622 90458 money is disbursed directly to the implementing organisation and managed by them Le programme de renforcement économique exécuté par l’ UPDI a été conçu pour répondre aux besoins de ses membres réunis en Congrès ordinaire en Janvier 2010 avec comme stratégie le regroupement de ceux-ci autour des filières porteuses « chaînes de valeur ». Ces stratégies devront aboutir à la professionnalisation des producteurs agricoles et la promotion de l’entreprenariat rural. Pour ce faire, l’UPDI s’est fixée cinq axes principaux dont l’intensification de la production agricole, la structuration des producteurs en coopératives agricoles, la transformation des produits vivriers, la commercialisation collective de ces derniers ainsi que le plaidoyer agricole. Agriterra et UPDI collaborent dans le « Programme de renforcement du pouvoir économique des producteurs agricoles à travers les filières agricoles ou chaînes des valeurs ». UPDI exécute aussi des projets avec d’autres bailleurs. Au cours de cette année dans le programme ATAOP, l’UPDI a bénéficié de deux formations dont l’une sur la présentation d’un article et l’autre sur les techniques de préparation des Chips à base de pomme de terre. Il s’en est suivi deux visites des techniciens de la FOPAC Nord Kivu pour un accompagnement technique du Logiciel de base des données, qui permet de circonscrire et cartographier les champs exploités par les membres et leurs filières de production. L’intervention d’autres accompagnateurs techniques et financiers tels que ICCO et VECO a positivement encouragé l’engagement de petits producteurs ruraux autour des filières ou chaînes de valeur. En général, le professionnalisme des producteurs agricoles à travers les filières agricoles et l’entreprenariat rural est désormais entrain de s’approcher de la réalité dans la province du Sud Kivu. Cette année, L’UPDI a envoyé une délégation de trois producteurs de pomme de terre au Pays-Bas accompagnés d’un chercheur agrée du centre de recherche INERA (de l’Institut national d’études et recherches Agronomique de MULUNGU) et du Secrétaire Général. La délégation a fait une programme chargé avec des visites et échanges avec producteurs néerlandais des pomme de terre et semences, une ferme de recherche, des entreprises de semences pomme de terre, et un producteur de chips. Les contacts vont mener aux échanges et collaboration plus intensif entre UPDI, les producteurs et les spécialistes pomme de terre des Pays-Bas, dans le soucis de renforcer la culture pomme de terre (et semences) dans le Sud-Kivu. Un résultat pour 2013 doit être la réalisation des journée pomme de terre des Grands Lacs sous la coordination de l’UPDI. Aussi il est prévu d’avoir une échange continue entre l’institut INERA et une ferme de recherche (Rusthoeve) aux Pays-Bas sur la culture pomme de terre. Vingt-huit sur trente-quatre collectifs membres de l’UPDI ont été visités pour l’identification de producteurs agricoles, avec un total de 924 producteurs à la fin de l’année 2012. Dans l’optique de promouvoir le genre dans les coopératives agricoles, l’opportunité a été accordée aux jeunes filles pour pouvoir faire partir des équipes des techniciens ayant bénéficié de la formation sur l’identification des producteurs au sein des coopératives. Au total 21 coopératives étaient structurées, il reste 13 coopératives à structurer pour 2013. Dans 10 coopératives les membres ont déjà libérés leurs parts sociales. La structuration des coopératives ne se limite pas aux seules séances de sensibilisation et des séries de formation, mais elle doit plutôt aller jusqu’à l’équipement par des outils de gestion base, des outils de comptabilité et des gestions en plus des textes légaux régissant la coopérative. Cinq coopératives ont déjà été reconnues officiellement par le Ministère de Développement Rural. En janvier 2012 UPDI a réalisé une visite d’échange au Rwanda dans les coopératives agricoles membres d’Imbaraga, spécialisées dans la culture de pomme de terre, et a porté essentiellement sur le moyen de conservation des semences et la commercialisation de pomme de terre de consommation. Huit producteurs phares dont 3 femmes et 5 hommes venus des coopératives pilotes accompagnés par le président du CA et la présidente du comité de l’UPDI ont fait partie de la délégation. La deuxième visite d’échange d’expérience était réalisé au Burundi, chez la CAPAD au début du mois de Décembre et a concerné 18 participants dont 14 producteurs membres des coopératives agricoles des filières mais, maraichers, pomme de terre et le soja. Cette visite a été effectuée dans les trois coopératives agricoles à Mutembuzi, à Buhehe et à Bubanza. Pendant cette visite les aspects suivants étaient échangés : le programme économique de CAPAD, l’esprit managérial des producteurs, et la capacité de gestion des coopératives, le système de participation des membres, et la structuration de la filière. Dans le cadre du programme ATAOP, des formations ont été réalisées sur le plan d’affaire, calcul de rentabilité, marketing et l’entrepreneuriat, pour 2 coopératives et 35 producteurs. D’autre formation était réalisé sur la Gestion Intégrée de la Fertilisation des Sols, la gestion d’une banque de semence et des boutiques d’intrants agricoles. Les filières soja, lapin et maraichers ont fait l’objet d’une étude de rentabilité. Les études pour toutes ces filières ont démontré leur rentabilité à travers un accompagnement économique plus adapté, mais on peux signaler une crainte au niveau de la conservation et la commercialisation de certains produits périssables tel que les produits maraichers. Un point de vente des produits maraichers – comme coopérative – va bientôt être lancé à Bukavu. Six plans d’affaires (business plans) sont achevés pour la filière soja et lapin. Un total de 9641 ménages appliquent le partage des taches entre hommes et femmes. Le message passe à travers des témoignages et les visites inter ménages. 38 ménages modèles ont fait des bons témoignages lors du conseil de l’Union organisé au bureau de l’UPDI sur l’engagement de leurs maris dans les activités économiques des leurs ménage respectifs. Le travail parait un peu difficile au niveau des hommes où quelques cas de résistance au changement s’observent dans certains endroits. L’UPDI compte contourner cette difficulté par des montages des séquences vidéos par catégorie d’acteurs pour les amener a bien comprendre l’importance de l’activité en organisant des débats autour de ces séquences vidéo La sécurisation foncière demeure un cheval de bataille pour l’UPDI au cours des années à venir. Cette question nécessite une attention particulière des acteurs de la société civile. Dans ce domaine, l’UPDI avait déjà proposé que les terres déjà acquises moyennant redevance soient déjà sécurisées des contrats de location obtenus collectivement des services de l’Etat avec une réduction de prix. (Plaidoyer à mener par la FOPAC.) Sur 80 sentences arbitrales rendues par les Tribunaux Arbitraux, 53 ont été ont obtenu la formule exécutoire. 25% (21) de ces bénéficiaires sont des femmes, pour la plupart des veuves. Les organes de l’UPDI ont fonctionné normalement, les réunions préparatoires du congrès ou assemblée générale élective, le Conseil d’Administration ainsi que le comite des jeunes et celui des mamans UPDI. Les descentes de terrain dans le cadre de suivi des activités ont été assurées par les superviseurs, les contacts avec divers bailleurs et autres acteurs du domaine ont été effectués. Les difficultés rencontrés sont entre autres : la démotivation observée auprès des petits producteurs réunis en coopératives par rapport au non accès au crédit agricole, la problématique foncière demeure une question ambigüe en défaveur des petits producteurs ruraux, et l’accès difficile des paysans aux intrants agricoles de qualité. Pour la suite, UPDI a entre autres prévu de renforcer des activités d’autofinancement afin de se préparer progressivement à supporter certaines charges, en rendant disponible et opérationnelle l’unité entrepreneuriale à travers les plans d’affaires. Aussi on veut structurer et intégrer la jeunesse UPDI dans l’entreprenariat rural à travers la fabrication de CHIPS à base de la pomme de terre, et renforcer les démarches facilitant aux producteurs l’accès au crédit agricole. En 2013 UPDI va organiser les journées Pomme de terre pour la région de Grands Lacs, en collaboration avec le Comité de Suivi des Pomme de Terre régional, qui est installé récemment. API NL-KVK-41048542-5757 Collective marketing in five districts of Indonesia Indonesia Peasants Alliance (API) is a national level farmer organisation representing member’s organisation from 14 provinces and 37 districts. API in its strategic plan 2009-2013 has described some strategic issues to approach principally at marketing level: Farmers have a weak negotiation position in the market chain; there is no influence on farmers’ productivity and there is a lack of capacities to assess community needs around sales management and postponing sales. These issues are part of the objectives of this project proposal for the coming three years (2011-2013). The project will be executed in five districts of Indonesia (Lumajang District of East Java Province; Boyolali District of Central Java Province, Cianjur District of West Java Province, Batanghari District of Jambi Province, and Banggai District of Central Sulawesi Province) in each district one organisation was elected which produces a specific agricultural product. The products are: banana, organic rice, cassava, cacao and duku. The projects will address the following issues per product: organize the production (intensification of the crops, post harvest processing, internal control, standard control and quality). Establish agricultural business units (cooperatives) in each district (five units in total), training in marketing chain management, training at national level in negotiation and advocacy regarding production value chain and access to the market. Exchange activities amount API members. In the project it is expected to establish a semi-autonomous women’s organisation. API’s aims to achieve the following objectives by 2013: 1. To increase the members’ income by promoting collective marketing and organization strengthening. 2. To establish peasant organizations that have a powerful bargaining position in every commodit Jl. Kelapa Merah no 2 RT 15 RW 12 Kelurahan Utan Kayu Selatan Kecamatan Matraman Jakarta Timur 13150 Indonesia Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 110840 88318 money is disbursed directly to the implementing organisation and managed by them Improving famers income by upgrading in the value chain through collective marketing, increasing the quality and productivity of five products and developing a center of knowledge and information exchange and skills building on production and collective marketing are the specific objectives that API aims to achieve until 2014. Five member organizations of API are responsible for running the activities at subnational level, each organisation’s focus is on one products, these are: Banana by Serikat Petani (or SPL) in Lumajang Cocoa by Sekaha Tani (STJ) in Jembrana Cocoa by ORTABUM in Western Sulawesi Duku by PPJ in Jambi Organic Rice by APPOLI in Solo Considering the distance between the different organisations, API is taking the role of coordinator of the project and the organisations are the executors, three organisations needed extra human support through contracting field coordinators (SPL, PPJ and Ortabum). Per organisation these are the main results: 1. SPL (Banana) : 69 groups know about the value chain of Banana and the importance of collective marketing, farmers leaders got knowledge about the actors in the value chain and the business requirements of the buyers in order to access the market. 70 Farmers facilitators were trained on Banana crop intensification and pest management. At sub district level representatives of 7 groups got knowledge about training and had an exchange of experiences on Internal Control System, Standard operating Procedures and Good Agriculture Practices. The exchange took place in APPOLI organization which is implementing with success the ICS. 2. STJ (Cocoa): 17 groups were involved. STJ knows what are the problems of the cocoa producer and determined to follow 7 recommendations to solve these issues. One very important issue is that STJ has gotten the commitment from the government and private sector to conduct a strategic partnership. Farmers got knowledge on intensification and integrated pest management, with this training farmers know about cocoa cultivation, how to increase the productivity and the quality of the cocoa. one of the facilitators was an expert of cocoa company PT Bumi Tangerang. After the ToT training it was possible to visit the company as PT Bumi permitted an exchange activity with the company. the facilitators learned about quality standards, prices and purchasing system of the company. A very important results is that the farmers have direct contact with this company and they can sell the cocoa directly to them without an intermediary and with a better price. 3. ORTABUM (cocoa) 40 groups were involved, The cocoa farmers started this activity about cocoa cultivation and collective marketing with an exchange experience with the cooperative Amanah in Western Sulawesi. the farmers have more knowledge about the cultivation techniques, pest management, post-harvest processing, marketing system and access to market. The farmers of ORTABUM are motivated to work on improving production and quality. 35 facilitators were trained on cocoa cultivation and integrated pest management, the farmers were also trained on cocoa fermentation. 85% of Indonesian cocoa beans are not fermented resulting in low quality and taste and low price for the farmers. 4. PJJ (Duku) 79 groups participated, 39 farmers leaders know about the importance of production management and tree maintenance in order to increase the productivity and post-harvest processing to ensure a better product and price. A ToT training was conducted (39 facilitators) on plant intensification, pest management, and post-harvest, after that 80 farmers were training on post-harvest processing. An diagnostic study was conducted about duku cultivation and agronomy, it has been systematized in a document available to the duku producers. 5. APPOLI (organic rice): APPOLI already commercializes organic rice collectively, this organization different from the others has already met with the minimum term of two years to register as a cooperative. In order to get more knowledge about the cooperative system in Indonesia, principally related to marketing cooperatives, APPOLI conducted a field study about the organic rice value chain, taking contact with other cooperatives, retailers (Carrefour and Lotte Mart) and distributors. With this study APPOLI will formulate a marketing strategy. Another important stage for the establishment of the cooperatives is the drafting of the status. At national level API organized a financial management training to the five organisations and entrepreneurship training to SPL and STJ. Women activities also have an important role in this year, such as leadership training and consolidation of a women farmers organization within API. The sub national organization have started with the records registration, and SPL has production information of 700 households and STJ of 637 households. The five organisations have focused this year on increasing the productivity and management of the production through training facilitators and farmers directly , and a few organizations already have a baseline to measure the productivity. In 2013 API will be able to have information about the changes. The year 2012 was also the year to put the farmers leader in contact with the cooperative system in order to get back their confidence in this structure. Farmers have had in the past bad experiences with the management of cooperatives. This year the leaders are more enthusiastic about the benefits of collective marketing through the establishment of cooperatives. 212 groups participated in the activities reaching 1280 farmers (499 women). The results achieved in the year 2012 are positive, the farmer leaders have knowledge and confidence that they can manage to get a better price and to avoid the middle men through collective marketing . The leaders knows about production, pest and control management, financial management, cooperative management and they had direct contact with other stakeholders in the value chain. It is important to not forget that some of these organizations are working on land conflict environment with private companies such as SPL, ORTABUM and PPJ. FOPAC-NK NL-KVK-41048542-5888 Défense des intérêts économiques des producteurs agricoles Addition 2014 En 2013 la FOPAC a commencé à mettre en œuvre l’approche FACT dans tous ces actions de plaidoyer qui se focalisent sur l’allocation de budget à l’agriculture par les ministères nationale et provinciale de l’agriculture, l’environnement fiscale (la suppression des taxes et barrières illégales), la gestion foncière et l’infrastructure routière. La FOPAC NK trouve nécessaire que cette approche soit de plus en plus utilisée dans tous ces programmes et toutes les activités qui doivent aboutir à l’élaboration d’une proposition de politique nécessitant les consultations des paysans de la base. En 2014 FOPAC NK prévoit également d’initier un système de consultation électronique à travers les téléphones cellulaires (70% des producteurs agricoles utilisent le téléphone pour communiquer). Ceci pourrai contribuer à rendre les couts de la consultations plus bas. En 2014 FOPAC NK poursuivra ces actions avec les résultats avec des résultats attendus suivants : - L'allocation budgétaire de l'Etat en faveur des producteurs agricoles : 1.000.000 Euro; - L'environnement fiscal autour des activités agricoles des Organisations Paysans et leurs membres est assaini par la suppression des taxes et barrières illégales au taux de 50 à 60%; - Au moins trois axes routiers de desserte Agricole sont réhabilités par le Gouvernement ous ses partenaires dans des principaux bassins de production (Masisi-Walikali, Rutshero-Lubero et Beni; - Titre foncier local est adopté par l'Assemblée provinciale du Nord-Kivu pour la sécurisation des terres de Petits producteurs ou des communautés locales. addition 2013 Les années précédents ont permis à la FOPAC d’accroitre sa visabilité tant qu’au niveau National que au niveau provincial. En renforçant les capacités des OP, on va accroître leur capacité de négociation et leur niveau de gestion des contraintes économiques propres à chaque milieu. Dans sa contribution à la bonne gouvernance en Province du Nord Kivu, la FOPAC en cette année 2013 privilégie l’approche FACT « Farmers Advocacy Consultation Tool » qui consacre l’implication des membres des OP ainsi que tous les acteurs du monde rural à unir leurs efforts pour toute action agricole. L’idéal est que les OP puissent épouser les opinions des producteurs agricoles afin d’accroître leurs participations aux débats et décisions qui concernent leur vie économique. Pour des fins de rayonnement et de consolidation du mouvement paysan au Nord Kivu à travers son plan stratégique 2010-2013, la FOPAC s’auto-évalue par des plans annuels reprenant les grands axes des actions retenues dans le plan stratégique tels que : • La représentation, le lobbying et le plaidoyer • L’accompagnement organisationnel des OPA • L’accompagnement économique des OPA • La collecte et la diffusion de l’information agricole • La promotion de l’approche genre et des jeunes agriculteurs. En cette année 2013, la FOPAC dans son nouveau plan annuel à soumettre à AGRITERRA, a intégré les éléments essentiels à l’implémentation de l’approche FACT dans la défense des intérêts économiques des producteurs agricoles il s'agit des deux domaines thematiques: acces à la terre pour les paysannes et la réduction des multiples taxes (surtout dans la chaine de valeur riz). 2012 FOPAC NK est une plate-forme d’organisations des producteurs agricoles (OPA) de droit congolais (RDC). C’est un réseau de concertation, d’échange et de représentation. Elle évolue au Nord-Kivu, une Province de ± 4.000.000 d’habitants dans l’Est de la RDC. La mission primordiale de FOPAC NK est la défense d’intérêts économiques de ces membres par la représentation, le lobby et le plaidoyer. Les bénéficiaires se sont 62 OPA qui se retrouvent au sein de 17 unions de chefferies/secteurs, 6 unions de territoires et 1 union provinciale. Plusieurs actions de lobbying et plaidoyer en faveurs des OPA ont été menées les années précedentes au niveau local, provincial, national, régional et international. La FOPAC a joué une rôle importante dans l’élaboration du projet de loi de code agricole qui sera mise en viguer à partir du juin 2011. Il est important que la FOPAC NK suivra de prêt la mise en implication de cette loi. On peut consideré le plan 2012 comme un suite du projet 2011 mais la FOPAC se focalisera d’avantage sur les axes suivantes: - Accompagner les OPA dans leur lutte pour une bonne gouvernance agricole afin de créer un environnement favorable aux activités économiques des OPA ; - Mener un lobbying pour l’application effective de la loi agricole ;des dipositions importantes de la loi agricole relatives à l'exonération des intrants agricoles et la creation des commités de suivi sont mises en application au Nord Kivu - Accompagner les OPA dans leur processus de structuration au sein de la chaîne de valeur ; - Rendre disponible les informations du secteur agricole Renforcer les services des OPA relatifs aux thèmes transversaux tels que le genre et jeunes agriculteurs, la lutte contre le VIH/SIDA et la protection de l’environnement. a. Plaider pour la majoration de l’allocation budgétaire de l’Etat en faveur des producteurs agricoles et pour l'implication de la FOPAC NK dans la gestion des fonds b. Renforcer le climat entrepreneurial agricole des OPA par le plaidoyer en faveur d’ B.P. 67 Goma Congo, dem. rep. of Dutch Ministry of Foreign Affairs WA3 Policy elaboration & advocacy Deliverable 09. Participatory policy formulation Aid grant excluding debt reorganisation 114853 120976.63 money is disbursed directly to the implementing organisation and managed by them FOPAC NK a obtenu des résultats de plaidoyer, défense d’intérêts dans les domaines suivants : réhabilitation des routes de desserte agricole, vulgarisation de la loi agricole avec une accent sur exonération des intrants agricoles. La loi agricole est traduite et multiplié en langue locale sous forme d’une brochure. Une suivi des mesures d’application des dispositifs de la loi ont été réalisées (intrants, accès à la terre). FOPAC a travaillé également sur une proposition d’une cadre consultatif provincial (cadre de conciliation des conflits fonciers agricoles en province du Nord Kivu, une proposition a été élaborée en utilisation la méthode FACT (Farmers’ Advocacy Consultation Tool). FOPAC NK a également travaillé sur les défis relatifs à la plupart de chaines de valeurs du Nord Kivu par rapport à la production, commercialisations et transformation. Une système d’information sur les marchés a été installée (information sur des prix des principales cultures). En plus FOPAC NK a pu intégrer 16 jeunes membres agricultures dans huit comités des marchés ruraux ceci également pour avoir une influence sur les taxes illégales. Le rapport mention que des succès sur abolition de certain taxes (3,5 $ par paysan par mois). FOPAC NK a mise en place un observatoire permanent relatif à la fiscalité au niveau des postes frontaliers : le prix d’engrais a baissé de 0,5 $/ le sac La FOPAC joue également une rôle du représentant des organisations paysannes acteurs dans la chaine de value animateur -> karemano -> paysans), surtout les dernières étapes sont à renforcer: il faudra davantage approcher la base. Le ciblage de groupes est encore flou dans le sens que le choix des gacacas est clair, mais qu'il faudra mieux cibler les producteurs/trices entrepreneuriaux sur les filières choisies au sein des gacacas et faire leur suivi. Les actions collectives sont à promouvoir. La production est encore faible par rapport au nombre de paysan(ne)s impliqué(e)s. Comme perspectives, il sera important qu'Ingabo renforcera davantage sa base en s'appuyant sur les animateurs économiques et les karemano. Pour cela ils auront besoin d'un coaching permanent sur le terrain. Les épargnes des groupes devront davantage servir les groupes de producteurs/trices d'investir dans leur activité collective agricole. Le développement des outils participatifs pour le travail des groupes sera très important. FFF NL-KVK-41048542-5822 Support program for Development of marketing activities of FFF biofarming clusters INTRODUCTION For the past several years, the Federation of Free Farmers (FFF) has been promoting the use of alternative technologies that would enable its farmermembers to offset the rising costs of commercial fertilizers and other inputs and at the same time address the declining fertility of their soils. This initiative started with an organic rice production promotion program in 2007 which was then expanded into a biofarming cluster development initiative with the support of Agriterra and the European Union. Under the biofarming program, farmers are organized into clusters for knowledge dissemination and exchange and as centers for the production and supply of bio-organic inputs like compost and organic pesticides. Each cluster is composed of around 20 farmers tilling 20 hectares of land on an average. It is headed by a cluster coordinator selected by the members, a techno-recorder for activity monitoring and documentation, and a technician who provides technical advise to cluster members on a regular basis. Most of the clusters have demonstration farms and have been supplied a variety of equipment and tools, such as chopper-shredders, sprayers, grass cutters, irrigation facilities, and gardening equipment. The clusters also have established their own knowledge centers which serve as their cluster center, library and meeting place. The application of organic inputs and biofarming technologies was intended to help farmers reduce their production costs, increase the quality and value of their products, enhance yields and soil fertility, and improve their overall income. The program was also envisioned to expand the membership and strengthen the FFF and its cooperative arm, the Federation of Free Farmers Cooperatives (FFFC). To date, the Biofarming Cluster Development Program has 33 active clusters involving around 800 farmers in various parts of the country. Many members of these clusters have started to apply bio-organic inputs and related technologies on their individual farms with initially positive results. Production however is not organized on a collective basis, and marketing of farm products is still mostly done individually and to local buyers, with very limited regard as to the product quality, marketability and safety. As a result, the farmers are not able to maximize the value of efforts and secure market premiums for their products. PROGRAM COMPONENTS, STRATEGIES AND OUTPUTS The strategies to be adopted in this program are derived mainly from the approaches developed by the Catholic Relief Services (CRS) and their partners in linking farmers and their clusters to institutional buyers in the Philippines. Similar initiatives have since been undertaken by other NGOs, government agencies and other groups and provide a wealth of experience and lessons that have been adopted in the design of this program. Additionally, the program is not starting from scratch and instead will build on the gains acquired in the FFF’s biofarming cluster development program, particularly in terms of organizing producers, providing them with biofarming technologies, and supplying them with facilities and equipment for knowledge sharing and dissemination and for bio-organic input production. The basic components of the proposed project are: a) Training of FFF Marketing Development Team b) Site Selection and Partnership Building c) Product Supply Assessment and Selection d) Market Chain Studies e) Cluster Reorganization, Planning and Mobilization f) Test Marketing g) Cluster Strengthening h) Documentation, Monitoring and Evaluation i) Project Administration As an initial step, fifteen (15) selected FFF farmer-technicians and staff will be trained either by the CRS or UP Mindanao or a competent resource group on the technology and procedures for developing market linkages for farmers using the clustering approach. They will eventually be deployed as Marketing Development Officers (MDOs) to assist and guide the clusters in their market development programs. Fifteen (15) clusters will be selected from among the current FFF biofarming clusters as target sites for the marketing development program. Each cluster will initially have twenty (20) members on the average. The selected MDOs will be deployed to pinpoint such clusters and undertake an initial evaluation of their production and marketing prospects. Each selected cluster will then undergo a series of interactive workshops and meetings to determine its product supply capabilities and potentials and eventually decide on which products to focus on for the pilot marketing development program for their cluster. This will be complemented by tutorial and on-call advisory services from marketing experts. Market chain studies will then be undertaken as a basis for clusters in developing their marketing strategies. The clusters will develop new organizational structures and guidelines for their production, post-harvest and marketing activities, assign tasks and responsibilities to cluster members, and undertake other mobilization activities. Actual marketing will then be conducted on a pilot basis. The clusters will use their experience from such experimental initiatives to further refine and develop their marketing strategies and plans. In turn, the program will provide supplementary training and technical support for clusters officers and staff to support eventual marketing expansion programs. A monitoring program will be devised to track project developments and their impacts on clusters and their members. The project will be administered from the FFF National FFF Office. The marketing support program will be carried out during a three-year period. PROGRAM IMPACT AND SUSTAINABILITY The marketing support program is expected to improve the incomes of participating farmers, enhance the sustainability of the clusters and the long-term financial and organizational strength and stability of both the FFF and the FFFCI. At the individual cluster member level, the project will increase the incomes of farmers as a result of increased farm output, improved productivity and product quality and improved market value and returns. It is estimated that yields will increase by 15% and overall farm incomes will improve by at least 30% over base levels during the three-year term of the project. In absolute terms, the incremental income is expected to average Php 5,000 per farm family in the first year, and will grow to Php 10,000, Php 12,500 and Php 15,000 in the second, third and fourth years. At the same time, while the initial participants and beneficiaries will be limited to 20 members from each of the 15 target clusters in the first year, the project is expected to involve 100% more farmers by the second year and grow by another 50% in the third year, so that it will benefit 900 individual farmers by the end of the project. At these rates, the additional income benefits generated by the project will approximate the total project cost (exclusive of the Php 5,000,000 working capital fund provided by the FFF/FFFCI). Indirect beneficiaries are estimated at five (5) family members per participating farmer, or 4,500 individuals by the end of the project term. At the cluster level, the enhanced production activities of cluster members and emerging marketing initiatives will provide opportunities for income generation through the provision of marketing and allied services to members. For example, the clusters may assume assemblage, sorting, packing, delivery and related services and negotiations with buyers and collect a percentage of eventual sales of products as its commission. Alternatively, it can charge members fixed fees for the use of facilities and/or services. The clusters can also biofertilizers, biopesticides, seeds, and other inputs to members for a fee. These income streams will enable the clusters to maintain project staff, acquire new equipment and upgrade their services to members. In the longer term, the FFF and its cooperative arm, the FFFC, expect to build up the clusters into a national marketing network supplying larger volumes and a wider variety of products to an expanding market clientele. This could also provide income opportunities for both federations. The FFF can develop a brand name which will be inscribed on all cluster products meeting pre-agreed quality standards, and charge a fee for the use of such a brand name. Like the clusters, it may also collect service fees in exchange for negotiating with buyers for the sale of cluster products. The economic benefits reaped by individual farmers and clusters from the project will serve as major incentives for non-members to join the organization. In turn, the additional income earned by the federation from the marketing activities will enable it to provide more and better services to its members, support its advocacy and lobbying activities, and strengthen it organizationally as a whole. The investments in capacity building for product staff, particularly the marketing development officers, will enable the organization to adequately and effectively respond to emerging needs for support and guidance to new clusters who want to embark on marketing activities. 41 Highland Drive 1109 Quezon City Philippines Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 16. Marketing Aid grant excluding debt reorganisation 120232 100000 money is disbursed directly to the implementing organisation and managed by them For the past several years, the Federation of Free Farmers (FFF) has been promoting the use of alternative technologies that would enable the farmer-members to offset the rising cost of commercial fertilizers and inputs and at the same time address the declining fertility of their soils. Under the previous Biofarming Program and Philippine Farmers for Food project, farmers were organized into clusters for knowledge dissemination and exchange and as centers for the production and supply of bio-organic inputs like compost and organic pesticides. Each cluster, consisting of around 20 farmers tilling 1 hectare of land on the average, was headed by a cluster coordinator selected by the members, a techno-recorder for activity monitoring and documentation, and a technician who provided technical advise to cluster members on a regular basis. Most of the clusters established demonstration farms and were supplied with a variety of equipment and tools, such as chopper-shredders, sprayers, grass cutters, irrigation facilities, and gardening equipment. Most of the clusters also established their own knowledge centers which served as their cluster center, library and meeting place. At the start of the current project, there were 33 active clusters involving around 800 farmers in various parts of the country. Many members of these clusters had started to apply bio-organic inputs and related technologies on their individual farms with initially positive results. However, production activities were not organized on a collective basis, and marketing of farm products was mostly done individually and to local buyers, with very limited regard to market demands and preferences. The individual clusters were also not geared up to engage in income-generating activities, particularly in the area of marketing the agricultural products of their members. The current project, which makes use of an approach developed by CRS (Catholic Relief Service in the Philippines (the "Clustering Approach to Agroenterprise Development"), addresses these constraints with the objective of enhancing the incomes of participating farmers and the sustainability of their clusters by developing their marketing capacities and programs. By promoting a more market-oriented approach to production among cluster members, farmers will be able to produce the right varieties and quantities of products for pre-identified buyers with lessened risks of marketing failure. In turn, they will be able to enhance the quantity, quality and value of their products based on market needs and, in the process, generate added financial rewards for their farming efforts. The clusters themselves will be able to generate revenues for their operations in exchange for providing marketing services to their members and/or engaging in profitable marketing operations themselves. The FFF and FFFCI (Cooperative wing of FFF) will additionally be able to develop their institutional capacity to undertake and expand their marketing development programs on a sustainable basis. Thirty-two (32) clusters have embarked on various marketing activities and are currently in varying stages of development. These include the establishment of Site Working Groups (SWGs), selection of products, market surveys and chain analysis, development of production and agro-enterprise plans, and actual pilot marketing ventures. At the moment, it is too early to gauge the financial performance of the marketing clusters given that most have just started and are only in the planning stages for their business ventures. However, some clusters have undertaken actual small-scale marketing activities and reported modest profits; many of these clusters have also set up savings mobilization schemes to support future activities. The FFF also devised a Farmers Baseline Information Survey Form with the assistance of a consultant from CRS. As of December 2012, a total of 652 respondents had submitted their survey forms. Data from 400 have been inputted and analyzed using SPSS, and detailed profiles for each cluster have been generated. These profiles were used as inputs during the regional assessment and planning meetings held in October 2012. The baseline information gathered from the survey will be used in tracking the development of the project and its impact on target beneficiaries at key intervals during program implementation. NFFM NL-KVK-41048542-5874 access to markets and entrepreneurial skills supported by effective advocacy The proposed project has as overall objective to assist and support small and medium farmers (members of NFFM) through advisory support, business, marketing and innovative capacities development in order to improve their income and welfare. NFFM aspires to improve the quality and quantity of services delivered to farmers. At the same time it is a continuous process of enhancement and improving efficiency of NFFM human resources (consultants) as result of organizational reform ran by NFFM. NFFM will focus more on small and medium farmers being active and paying members of NFFM and especially to those who are members of created producers groups. These producers groups are more compact and active and these will be assisted better in issues regarding: entrepreneurship, marketing and access to finance. Our global goal is to contribute to the increase of our members incomes. This will be achieved by transfer of knowledge (trainings), applicative consultancy, support in preparing production delivery contracts, assistance to preparation of business plans and other. Another very important component is the empowerment of young farmers in Moldova. Young people tend to leave the country side seraching for abetter life in the cities or abroad. However, many realise that city life is not bringing the expected prosperity and decide to go back to rural areas and to make a living out of agriculture. NFFM has started to organise young farmers, so they meet, exchange their experiences and support each other. Empowerment of the young farmers is needed. In order to stimulate some of the young entrepreneurial farmers, NFFM will manage an innovation fund for young farmers, criteria will be defined in the coming months how this fund can be used exactly. The objcetive of the fund is to motivate young farmers to apply innovative ideas, these will be awarded and stimulated to identify and implement these ideas in a better way and to be as an example for other (young) farmers in Moldova. In order to achieve the main goal of the project, the following sub objectives have been formulated: 1. Improvement of services providing capacities and technical assistance to our members (Agriterra component) 2. Development of business and marketing capacities of farmers (IFAD component) 3. Enhancement of lobby, advocacy and representing initiatives (Agriterra component) 4. Strengthening the internal organization such as: communication with farmers, membership database, management skills (Agriterra component) 5. Development of innovative trends in NFFM through promotion empower and sustain the young farmers (Agriterra component) Expected result areas are: • To develop the farmers business abilities and to sustain them in extension or starting of its businesses • To make farmers to understand as a first step and to get farmers in cooperatives or product associations, also to set the cooperative marketing strategies • To build and strenghten the trade capacity of farmers or groups of farmers • To enhance the organizational and management abilities of created Farmers associations or cooperatives • Involve farmers in decission making process by lobby and advocacy activities • To empower young farmers and create conditions for them to start new business in rural area • Enhancement of agricultural policies – subsidies, banking and credit in agriculture, import and export regulations NFFM reorganised its structure and from 11 regional offices only 5 regional offices will be continued since the beginning of 2012. This project is related to new structure in order to make more the work efficient and to reduce the institutional costs. Three Regional Organizations will be supported with this project: Orhei, Chisinau and South representing 65% of members of the total 27,000 active and non active members of NFFM. Specific beneficiaries: • 16 existent Producers groups (based on specific commodities and 3 value chains-vegetables, fruits and grapes) with potential with another 5 (at least) – 530 members of the groups; •Young farmers association – 100 members; •3 Professional associations (grape, vegetables producers and pig breeders) •Other members and potential members who are not yet active, estimation 700 -800 •NFFM Central (8 engaged personnel/ 3 women) and Regional staffs (3 Regional directors and ICC consultants). 2012 Total budget of the proposed project is around 198, 000 Euro. The requested contribution of Agriterra is 79,000 Euro; the requested budget from IFAD is 48,000 Euro and NFFM own contribution in this project will be 70,500 Euro which represents around 35 % of this project. 2014 focus will be on supporting NFFM in strengthening its financial management mainly through advisory support. To assist and support small and medium farmers (members of NFFM) through advisory support, business, marketing and innovative capacities development in order to improve their income and welfare. George Cosbuc Street 11 MD2005 Chişinău Moldova Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 06. Diversity policy Aid grant excluding debt reorganisation 122042 116684 money is disbursed directly to the implementing organisation and managed by them The National Farmers Federation Moldova (NFFM) aimed with this project to enhancee the business and marketing capacities of farmers. NFFM improved it’s training modules on various crops and established model farms, technical knowledge has been transferred to improve the productivity. Results are to be awaited in the next season. To improve marketing knowledge of the members, NFFM established 23 producer groups and trained them (of these?) on technical issues, international agricultural standards such as ISO and GAP, but also on leadership and management issues. Through assistance from NFFM 22 production or input supply contracts were signed, with an average value of 16,000 Euro. The second aim was improved lobby and advocacy and increasing the representation of NFFM. Based on their lobby agenda, NFFM successfully lobbied for an increase with 9,5 million Euro of the agricultural subsidies (total amount is 30 million Euro); and ensured that 40% of the subsidies are allocated for small-medium farmers (this used to be 20% in 2011). NFFM assisted 510 members to submit a subsidy application and all were approved for an amount of 5 million Euro. NFFM organised various activities to protest against the decision to increase tax for farmers from 8% to 20%. The main activity was a protest with 1100 farmers and 500 tractors in Chisinau, but until now, the actions have not yet resulted into concrete improvements. A last objective is to promote and empower young farmers and promote innovation. An informal Young Farmers Association was established with around 70 members. Young farmers are actively looking for agricultural innovations and want to upscale and modernize the farms. An innovation fund was established in order to allow young farmers to explore and learn new aspects of agriculture. The money (made available through vouchers) can not be used for an investment, but only for education, coaching/advising, study tours, etc. The innovation fund became operational in December 2012 and 4 groups of young farmers have made use of the fund. Results are to be awaited in 2013. NFFM has internally reorganised itself and reduced the number of regional offices, improved the membership registration system and is charging services fees for several of its services. Young farmers receive due attention now from NFFM. Women receive specific support through a project financed by SCC (an agri-agency in Sweden). Observations The project contributes to increased knowledge among around 1700 paying members about agricultural production, marketing and value addition. The main challenge is now to measure the outcome and impact of the intervention at the level of the individual farmer. It is yet too early to make any meaningful conclusions in terms of food security and income improvement. Cooperative ways of working are very difficult to promote as there is a lot of resistance and lack of trust to work in a cooperative way. The producer groups are a good way of uniting farmers so they learn from each other and to gradually build trust. Maybe after some time some might be ready for more (business oriented) cooperation. The lobby and advocacy of NFFM is effective and benefits not only NFFM members but all small and medium farmers in Moldova. The innovation fund for young farmers took time to get shape, as initially NFFM wanted to use this for investments, but that was not in line of the objectives of an innovation fund: to create an environment conducive for innovation and sharing the experiences. There were no problems and all activities were implemented as planned. Perspectives NFFM is on the right track to further strengthen its position as an advocacy and service providing farmers organisation. Services to members focus on improving the agricultural production, accessing markets and improved businesses. Gradually, members are paying service fees for certain services, which will allow NFFM to become financially less depending on outside funding. Still, there is a long way to go. In the next year this project will be continued but a stronger focus will be put on the monitoring of the results and outcome of the activities. At the end of 2013 NFFM should be able to show the concrete results in terms of improved income, improved production, and improved access to technologies as a result of the service provision through this project. The innovation fund and focus on young framers should be further continued. The Young Framers Association is still a loose network and will have to define more specifically its objectives. With a clear focus the members will be more attracted. The innovation fund will be continued, but a strong monitoring system needs to be in place to assess the outcome and impact of such a fund. FCMN-NIYA NL-KVK-41048542-5657 Développement des horticulteurs au Niger à travers les coopératives Addition 2013-2015. The FCMN project "Developpement de l'horticulture au Niger" is proposed for the IFAD/EU funding, for the period 2013-2015 (September). The FFP contribution will be 24 % of the total budget IFAD/EU + FFP (2013-2015). FFP will contribute in 2013 and 2014, but not yet in 2015, as FFP funding is assured till end 2014. This project was started in 2011 by a collaboration of FCMN and FFP/Agriterra. FFP will as well contribute in 2012. FCMN has an integrated project proposal in which also other donors contribute like Oxfam-Novib and the Cooperation Suisse. FCMN and its member cooperatives contribute also. The project will continue the same logic in 2013, 2014 and 2015. FCMN aims to improve the living conditions of horticultural growers, by capacity building and training (member cooperatives, farmers), improvement of horticultural production, by garanteeing good prices to the growers (market services and value chain development), and increasing access to credit services. FCMN aims to realise this in collaboration with its 136 member cooperatives, in all 8 provinces of Niger, and a total of 23.000 members of which 33 % women. FCMN also collaborates with government services and research institutes. This IFAD/EU + FFP project will especially support the development of the onion culture and value chain. FCMN succeeded in the past years to develop good quality onion seed (produced in selected cooperatives), in collaboration with Agriterra and De Groot and Slot. The seed production has increased considerably and will enable other farmers to improve on their production. In 2012, it is planned to start a cooperative seed enterprise, as a member cooperative of FCMN. This enterprise will have to operate on a commercial basis, and sell onion seed (produced by FCMN members) to the producers of other cooperatives and elsewhere. Besides, cooperatives will as well be reinforced in the field of financial management, business planning, and income generation. FCMN has a collaboration with the Dutch Niger Comittee of ZLTO/Zeeland, and with the Dutch onion enterprise de Groot and Slot, for technical assistance. ======================================================= 2011 Au Niger la production céréalière qui doit couvrir les besoins de la population est en général déficitaire. pour combler ce déficit plusieurs stratégies sont développées. Parmi ses stratégies, l'horticulture occupe une place de choix dans la mesure où elle procure des revenus aux producteurs et améliore les aspects nutritionnels. Cependant, force est de constater que cette activité est confrontée à d'énormes difficultés qui ont trait à une faible maîtrise des techniques de production, un manque d'accès aux intrants de qualité un sous financement du secteur, une faible organisation du système de commercialisation. La FCMN conscient de cet état de fait et dans un souci d'aider ses membres à améliorer leur système d'approvisionnement en intrants, de production et de commercialisation a initié en 2006 un projet de renforcement des capacités des producteurs horticoles du Niger. Trois objectifs sont visés à travers la mise en oeuvre du projet. il s'agit notamment: -d'augmenter en quantité et en qualité les productions horticoles -améliorer les capacités institutionnelles et organisationnelles de la FCMN et ses membres -augmenter le niveau de revenus des producteurs horticoles Comme résultats attendus -les productions horticoles se sont augmentées en quantité et en qualité -les capacités institutionnelles et organisationnelles de la FCMN et ses membres se sont améliorées -le niveau de revenu des producteurs horticoles a augmenté Les acteurs principaux sont: les coopératives et unions de coopératives, la recherche, les services techniques ce projet vise essentiellement les activités maraîchères Objectif Global : Contribuer a l’amélioration des conditions de vie des productrices et producteurs maraîchers par le renforcement de leurs capacités de production et la garantie d’un prix rémunérateur Objectif stratégique N°1 : Renforcer les capaci 18, Rue du Souvenir Quartier Terminus Niamey Niger Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 14. Farmers’ access to inputs Aid grant excluding debt reorganisation 132041 138394 money is disbursed directly to the implementing organisation and managed by them Plusieurs faits majeurs ont marqué l’année 2012 au niveau de la FCMN. L’assemblée générale, couplée à la rencontre annuelle des maraîchers, a vu le renouvellement de l’instance suprême de la FCMN. Le forum des partenaires a permis à la FCMN d’améliorer ses relations de collaboration et de coopération avec ses partenaires en vue d’un développement durable de la filière maraîchère au Niger. Ce forum a permis également à la FCMN d’avoir des nouveaux partenaires qui sont prêts à l’accompagner pour la mise en œuvre de sa planification stratégique et de ses plans opérationnels. Une étude de marché sur les semences d’oignon au Niger et l’élaboration d’un plan d’affaire pour la mise en place d’une maison de semences (entreprise semencière) étaient réalisées. La FCMN compte avoir une financement d'une banque ou institut financière au cours de 2013 pour le demarrage de cette entreprise au profit des membres de la FCMN. La vulgarisation des documents sur le principe coopératif nigérien a permis aux coopératives membres de la FCMN de mieux se professionnaliser. Ainsi, plus de 50% des coopératives ont tenu leur réunion statutaire et se sont engagés dans des initiatives d’autofinancement pour augmenter leurs ressources. Le renforcement des capacités des différentes sections régionales a permis également à la FCMN d’être plus proche des coopératives et de répondre à leurs diverses sollicitations. Les appuis du Cabinet Fisca et de l’audit externe ont permis d’améliorer la gestion financière. En plus, la formation reçue par les membres du comité de contrôle interne a permis à ces derniers de se familiariser avec les outils de contrôle interne et de pouvoir rédiger un rapport de contrôle. Les connaissances acquises par la comptable au cours des missions d’appui l’ont permis de corriger certaines insuffisances en matière de gestion financière. Les actions sur le thème genre, menées au cours de l’année, ont permis d’améliorer la position des femmes au niveau des instances décisionnelles. Cette amélioration se manifeste par la forte mobilisation et la contribution des femmes dans les discussions au cours des différentes réunions. Elle se traduit également par la prise d’initiative dans des domaines spécifiques aux femmes. La mise en place du dispositif de suivi évaluation a permis à la FCMN de faciliter la collecte des données et de disposer des données fiable sur la production, la commercialisation et la rémunération des producteurs. Ce dispositif a permis aux producteurs échantillonnés de maîtriser leur coût de production, le coût de vente et le revenu tiré de l’activité. En plus ce dispositif a permis à la FCMN de disposer d’une base de données sur les informations de base notamment : le nombre de membre, les superficies mises en valeur, les charges de production, les rendements moyen par spéculation et les prix moyen de vente. Les connaissances techniques acquises ont permis d’augmenter de manière significative les rendements des diverses spéculations. A titre indicatif, les rendements moyens de l’oignon ont passé de 20 à 25 tonnes dans la zone de la magia, entre 15 à 20 tonnes dans la région de tillaberi, entre 12 à 15 tonnes dans la région de dosso. Ces augmentations de production ont permis aux producteurs de payer des vivres complémentaires pour couvrir des périodes allant entre 5 à 12 mois. Pour les autres spéculations, cette augmentation est de 4 tonnes/ha pour la pomme de terre, 2 tonnes/ha pour la tomate, 2 tonnes/ha pour le chou, 1 tonne/ha pour la laitue et 1,5 tonnes /ha pour le poivron. En 2012, 5 tonnes de semences ont été produites pour une valeur monétaire estimée à 200 000 000 FCFA. Sur la base d’un coût de production estimé à 15 000 FCFA/Kg, le bénéfice net dégagé s’élève à 125 000 000 FCFA. Plus de 300 producteurs interviennent au sein de ce réseau. Ce réseau encadre plus de 2500 producteurs individuels. AFA NL-KVK-41048542-5715 Advocacy for government support to Sustainable Agriculture and Farmer Led Enterprises PROJECT DESCRIPTION 2014: The region of South and South East Asia is a densily populated area where small scale farmers have to make a living on very small plots, which are often not owned by themselves. Their position in the value chain is limited due to the fact that the market is ruled by big companies, while national governments and regional government bodies do not yet have policies which give small scale farmers a favourable position in the value chain or in better access to government resources for agriculture development. AFA plans to use the International Year of Family Farming to influence, through its members, the national governments to spend more funds on programmes for youth farmers in agriculture. The FACT approach is used to achieve better impact on these national governments. AFA is a member of many regional and international fora. It uses this position to influence the agenda of important stakeholders like ASEAN and SAARC to improve the position of small scale farmers in the market chain. 2013: AFA will continue to strengthen its policy advocacy, knowledge management and capacity building role within the Asia region. It will respond to the opportunities given by the current policy environment context at all levels: international, regional and national. With regard to Policy Advocacy, the project will maximize the opportunities given by the IYFF and GAFSP processes. In line with this, AFA will draw inspiration/guidance from the FACT tools. Youth will get specific attention in the International Year of Family Farming. 2. With regard to Knowledge Management, New or relevant knowledge may include successful and unsuccessful on-the–ground initiatives (advocacy, livelihood, marketing, enterprise development, traditional practices,coping strategies). These can be packaged and shared as various knowledge products such as case studies, video presentations, manuals, etc. 3. Strengthen its base support by involving and collaborating potential members as well as other farmers’ organizations involved in MTCP and GAFSP processes at the national and regional levels. It will strengthen the capacity of its members in policy advocacy, knowledge management, network building, and organizational expansion at national and regional levels in the course of its advocacy activities 4. Strengthen partnerships with NGOs, and academe/agriculture-related institutions at national levels by involving them in the various national and regional activities to be organized by AFA. 2011-2012: In this project, AFA will strengthen its Advocacy role within the Asia region by: (1) collecting and analyzing the voices – situation, initiatives and proposals - of small scale women and men farmers at the national level through guided national consultations; (2) consolidating and transforming these voices into concrete policy proposals at the regional level through AFA-organized regional consultations; and, (3) presenting these consolidated voices and concrete policy proposals in regional and international consultations, fora and negotiations organized by regional/international intergovernmental bodies and NGOs. Influence national and inter-governmental international decision making bodies on common agriculture issues affecting small scale male and female farmers 2/F Partnership Center, 59 C. Salvador St., Loyola Heights 1108 Quezon City East-Asia Dutch Ministry of Foreign Affairs WA3 Policy elaboration & advocacy Deliverable 10. Joint advocacy Aid grant excluding debt reorganisation 136313 145691 money is disbursed directly to the implementing organisation and managed by them AFA has shown that it has been recognised now as an important regional representing organisation of small scale farmers in Asia. Farmer leaders are gaining confidence in speaking in these consultations. The importance of small scale farmers in addressing food security issues worldwide is getting recognition. During a period of 1.5 years a total 49 regional, national and global consultations were attended in which 1021 staff/members of AFA participated. Out of the participants 886 were farmer members. The majority of these consultations were with UN bodies (FAO, IFAD a.o.) and inergovernmental organisations such as ASEAN. AFA is using the local, national and regional consultations in combination with background studies (e.g on organic rice, climate change, food price volatility and land rights) done by experts, researchers which reinforce the position of small scale farmers in addressing food security issues. By publishing this information and sharing this in all kind of fora the opinions of small scale farmers are increasingly heard. The International Year of Family Farming (IYFF-2014) in which AFA plays an important role may further support small scale farmers in their endeavour for a better recognition of their role in food security. Moreover it may lead to tackling bottlenecks in national and global policies which are hampering a sustainable approach to food production and marketing. Lessons learnt: AFA may need to pay particular attention in future on strengthening the member organisations in addressing agriculture policy issues at national level with governments and private sector stakeholders. The line to be followed in future depends on the outcome of the evaluation planned in 2013 (May). Based on that a future line for AFA will be prepared. Mviwata NL-KVK-41048542-5896 Strengthening entrepreneurship skills of producer groups addition 2014 The project will be ongoing in the three regions: Morogoro, Shinyanga and Kilimandjaro and responsabilities will gradually be transfered to MLN level. All three MLN will cover more producer groups and have more farmer promotors. The challenges for 2014 will be to make the capacity building chain from farmer promoter up to Mviwata national level work and perform well. Emphasis must be given to the capacity building of the regional economic facilitators in order to make them able to train and coach the promotors. Other point of attention will be on the group formation, governance & management and their collective action. Addition 2013 From 2012 onward Mviwata started serious regional programmes in three regions: Morogoro, Shinyanga and Kilimandjaro. Each region made choices for two commodities to promote, of areas to intervene and they recruited a regional facilitator. Farmer promoters were selected and the first training sessions took place. Demo-plots were installed and the groups to work with were started to be identified. In 2013 this intervention logic will be strengthened. There will be more groups supported and more promoters trained. There has been a small budget reallocation in favor of the regions. Attention will be mostly on production improvement through better planting techniques, better and more inputs (seeds, fertiliser) and mobilisation of funds for investments through farmer savings groups. 2012: The present project is the result of a formulation mission in march during which three middle level networks were proposed to get involved in collaboration with Agriterra. Those MLN are: Kilimandjaro, Morogoro and Shinyanga. This is a new way of working with Mviwata, trying to have economic activities and services much more decentralised. The three regions will operate rather independently, but with capacity building support of national level network following the subsidiarity principle. Within each region districts, villages, groups and commodities are selected to work on. MLN will be strengthened on organisational matters as well as on economic services development. Facilitate increased productivity of local groups Facilitating entrepreneurship, business skills development and strengthening of the financial services at grassroots levels Strengthening the capacities of Middle Level Networks for service delivery in e P.O. Box 3220 Morogoro Tanzania Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 05. Membership base Aid grant excluding debt reorganisation 142965 125000 money is disbursed directly to the implementing organisation and managed by them Only in 2012 Mviwata started with a local entrepreneurship programme after a conception mission at the end of March 2012 to clarify the new approach of Agriterra and to exchange with Mviwata people on how to implement this within their context. So the project as such only started in August with baseline surveys in the three regions selected: Kilimandjaro, Morogoro and Shinyanga. Choices were made for villages, commodities and promoters. 38 promoters have been selected of which 16 are female. A second stage consisted in capacity strengthening of the middle level networks (in governance, financial management, planning and monitoring, entrepreneurship, etc) and the promoters (on improved agricultural practices, entrepreneurship, group management, facilitation skills) In the implementation stage 45 demo-plots have been installed and 1910 farmers have been trained around those plots. As the activities started late there are only some production results of those demo-plots. Observations: Mviwata finally made a good set-up for the implementation of the local entrepreneurship programme, but as activities started late, results are still limited. But the change in mind set needed for this has started. Still there are points to improve through the learning by doing approach: the middle level networks need to function more autonomously and the local groups have to be better targeted and organised around collective economic action. Perspectives: The project will pursue as it started. Attention will be paid to further decentralisation, capacity building of the promoters and local groups formation. EAFF NL-KVK-41048542-5731 Promoting increased Agricultural Investments through advocacy for farmer favourable policies in Eastern Africa Addition 2014 The EAFF proposal 2014 shall focus mostly in tracking and reporting new investments in Agriculture for Eastern Africa that shall be caused directly or indirectly by the work of EAFF. These investments are expected to be through processes related to CAADP- such as Grow Africa Initiative; bilateral discussions between the Easter Africa governments and development partners and private investors as well as efforts from EAFF to directly influence or access funds for Agriculture; the work shall also entail tracking budgetary process of selected EAFF members with a view of providing analysis and advice on budget implications to Agriculture. The information generated shall be packaged and circulated to EAFF members. We also expect that the budgetary analysis will provide policy considerations that EAFF and members can lobby for in their favor and especially on taxation. EAFF will use the FACT approach for preparing policy papers and submission to the governments and to East African Community, the African Union Commission and the East African Legislative Assembly. Additional information 2013 EAFF is with the start of the new strategic plan 2012 shifting from visibility and building the credibility of EAFF towards a more service delivery oriented network. It was observed that the majority of the farmers' organisations, members of EAFF, were heavily donor dependant. This ranges from 70 - 90 % dependance. This model thus meant that they were less accountable to the membership and over time this has led to less provision of services to members, low membership contributions, weak leadership and management as members didn't hold them accountable. EAFF sees the FO as a business model. This was the model which the EAFF members want to have effected; the models approach is that Farmer Organisations should be accountable to their membership by developing and delivering services that adress challenges faced by farmers. Good leadership and governance is key to succesfull and sustainable Farmer Organisations. It was agreed that the members promote lean secretariats and leadership structures / positions. The members observed that the forthcoming EAFF 3rd farmers Congress to be held in Bujumbura would provide an opportune occasion to put this message across to both membership, government and development partners. As part of the new EAFF approach, EAFF intends to continue pursuing other early actions geared at promoting commercialisation and advocating for favorable policies. These include participating in the OPPO training (follow-up); making follow up on respective value chains at the national level as well as learning the FACT approach for advocacy. On Agriculture tax EAFF will proceed the work started in 2012 with a more comprehensive approach i.e. we move the national agri tax studies into a bigger context of the agri-business climate index they will have a wider audience; more concrete and coherent proposals as well as synergies with EABC (East African Business Council) which has been working closely with EAC (East African Community) already. EAFF had discussions with the EAC, the regional parliament and the EABC after they conducted the agri-tax studies and they advised EAFF to cap the study with one on the agribusiness climate index - then present a more comprehensive report to the EAC & EALA (Regional parliament); EABC (East African Business Council) has been conducting similar studies but for manufacturing business and whenever they present their report it gets a lot of visibility both by media; regional and national governments as well as development partners supporting the EAC. EAFF has an MoU with EABC and they have shared the ToRs they have been using for their study and EAFF will adapt them for agriculture and then launch a joint process. The study focusses on members, they are the key informants. The components the study will look at is at agricultural market failures. The idea is to look at whether the policies developed for agriculture are supportive of development of small holder agriculture enterprises for the region. In 2013 EAFF will concentrate on: - common understanding by the membership and relevant stakeholders of the new EAFF strategic framework orientation for sustainability through entrepreneurship by access to increased and focused funding enhanced. - Capacities for Agribusiness; policy advocacy (FACT approach) and financial management along value chains enhanced; - Policies for a favourable environment for increased investments in Agriculture advocated (f.e CAADP). Brokerage platforms for value chain actors dialogue promoted and strengthened - Services demanded to empower membership delivered (SSAPU, South Sudan) Additional information 2012 Following the end of the 2008 – 2011 strategic plan, EAFF with support from Agriterra and other partners undertook a successful evaluation of the old plan and held a planning session for the new plan (February 2012). The new strategic plan comprise four pillars: - Policy advocacy - Institutional development and sustainability (effective and efficient management) - Knowledge management - Agribusiness and Trade (value chains) There will be a shift from the previous strategic plan which focused a lot on visibility and building the credibility of EAFF. Members requested that we build in mechanisms to ensure the financial sustainability of EAFF, that EAFF get involved in agribusiness initiatives due to the perceived failure of engaging traditional private sector, there be in-build networks around selected themes, developing a coaching and mentor ship program to support leadership development, embrace ICT and other relevant technologies , having a strategy to handle emerging issues e.g. climate change, biofuels etc. and continue to develop capacity to advocate through generation of evidence based policy research and proposals. This change of thinking needs to be well managed, EAFF needs sensitize its staff and members to better understand the new strategic plan and this may necessitate the need to develop a theory of change in mindset of its members so that EAFF is seen to play a facilitator and catalytic role while the members have to understand their better role and especially how to evolve their respective commodities focus into viable enterprises. The members of EAFF need to vision their role in the various agriculture chains as key and major actors in them and they need to realize this potential and opportunity that presents itself to them, however they will need some interventions to make them realize and take advantage of this opportunity. Agriterra supports EAFF with the implementation of the policy and advocacy agenda focused on programs of national governments and international organizations in order to bring the activities and economic benefits the benefits of such programs to the EAFF members. Concerning the knowledge management component Agriterra support EAFF to roll out for representatives of their member organizations the course: Optimizing Performances of Producers’ Organizations. 2011 The Eastern Africa farmers’ federation is a non-profit, non-political and a democratic farmers ‘organization of farmers of Eastern Africa region. The formation of the organization was out of conviction and foresighted by founding leaders to address issues of interest to farmers at all levels i.e. national, regional, continental and at global level. EAFF was launched in 2001 but registered in 2005. EAFF has a strategic plan (2008 - 2011) with eight pillars i.e. lobby and advocacy, capacity building, information and communication, partnerships and alliances, sustainability, membership, relations between EAFF and membership, crosscutting issues on Environment, gender, HIV and Aids. The role of EAFF is to promote the interests of farmers on issues touching markets, productivity, capacity, information and regional integration as well as voice the legitimate farmers ‘concerns and interest in socio-economic development through strengthening of individual country platforms, developing positions on regional issues, advocating on behalf of member organizations and enhancing regional cohesiveness. To this end EAFF has signed MoUs with a) Regional Economic Communities i.e. East Africa Community (EAC) (where they also have an observer status) and COMESA, b) regional private sector organizations/ East Africa Business Council (EABC), c) seat in boards of Regional Research Organizations i.e. FARA and ASARECA, d) seat in the FAO Committee on Food Security (CFS), e) have been admitted into the ILC membership, f) seat in the AGRA and AfDB partnership committee and board of Governors respectively To increase awareness on investments in Agriculture; track budget allocations by governments to agriculture and enhance knowledge and capacity to advocate for better budgetary policy in line with CAADPs proposed 10% budgetary allocation to agriculture P.O. Box 13747-00800 Westlands-NAIROBI Kenya Dutch Ministry of Foreign Affairs WA3 Policy elaboration & advocacy Deliverable 12. Policy adoption Aid grant excluding debt reorganisation 150667 142911 money is disbursed directly to the implementing organisation and managed by them The role of EAFF is to voice the legitimate farmers’ concerns and interests in socio-economic development through strengthening of individual country platforms, developing positions on regional issues, advocating for member organisations and enhancing regional cohesiveness. To do this EAFF has signed MoU with the east African Council and COMESA, the have a seat in the FAO committee on Food Security, and seat in the GASFAP (through PAFO). EAFF is currently involved in consultations on developing a regional CAADP compact that will lay out proposals for agricultural investments priorities at the regional level. The narrative reports refers to the planned activities. Most of the planned activities have been started but not all are yet concluded. In 2012 following the end of the 2008-2011 strategic plan, EAFF undertook a successful evaluation of the old plan and held a planning session for the new plan. The new plan 2012-2020 comprises of four pillars: - Institutional development and sustainability (effective and efficient management); - Knowledge management; - Agribusiness and trade; - Policy advocacy; EAFF organized a four day training for its members under the Optimising performance of producer Organisations (OPPO) training agreement between EAFF and Agriterra and CDI WUR. The trainees were also able to develop action plans and two of these actions plans have been supported. The reports from the postOPPO support are meant to show the possibility of our members having been able to improve their negotiation skills; contractual arrangements and improve their business linkages with other value chain actors. The East African Common market protocol that came into force in 2010 provides for the free flow of goods, labor services and capital across the EAC bloc. To achieve this EAFF undertook lobby to remove all tariff and non-tariff barriers to agricultural trade. Progress have been made on the removal of tariff barriers but doing away with the non-tariff barriers along the main transport corridors of the region has remained a key challenge. In 2012 EAFF contracted two consultants to undertake studies on agricultural tax in three countries (Rwanda, Burundi and Tanzania). Member organisations have been consulted and gaps to be addressed in the agricultural trade policy have been identified and recommendation have been made. From the studies on NTB’s it has been found that there is a lack of agricultural knowledge sharing between countries, outdated and unpredictable regulations and national trade policies; persistence of increase of both tariff and non-tariff barriers despite the increase level of interest of interest and strong commitment to regional integration in Africa; still conflicting interests at national and regional levels (promotion of trade and investment against revenue maximization).The reports are ready for submission and will support EAFF policy position within the different regional bodies (COMESA, CAADP, East Africa Legislative Assembly). EAFF has a small efficient team. Improvement still can be made by proper agenda setting with priorities. It is also important to properly consult members and inform them on benefits (in financial terms). In 2012 EAFF has improved their communication with the members significantly (communication officer, proper consultation meetings) EAFF plays a crucial role in representing farmers organisations in different regional bodies. It is important that EAFF priories the various lobby issues and focus on results. EAFF has requested for Agriterra support on the Farmers Advocacy Consultation Approach (training in 2013). Some EAFF members (and one staff) are already trained. But there is a felt need for further training in the FACT approach. Réseau Billital Maroobé NL-KVK-41048542-5623 Programme pastoral régional Afrique de l'Ouest Le Réseau des Organisations d’Eleveurs et pasteurs de l’Afrique Réseau « Billital Maroobe » (RBM) « est un cadre régional de référence des éleveurs et pasteurs qui œuvre pour la défense des intérêts de ses membres aux plans économique, politique, social et culturel ». L’Elevage joue un rôle essentiel au sein de la Communauté des Etats de l’Afrique de l’Ouest (CEDEAO). La contribution moyenne de l’élevage au PIB agricole régional est de l’ordre de 40%. Avec un cheptel de plus de 60 millions de têtes de bovins et 160 millions de petits ruminants, la région ouest-africaine est une zone privilégiée pour l’élevage de ruminants domestiques. Au niveau politique, on enregistre que le pastoralisme se positionne de plus en plus au cœur des stratégies de développement régional. La phase II du Programme Pastoral Régional (PPR) a permis au réseau d’accroitre sa visibilité tant au niveau national que régional, mais aussi d’enregistrer un certain nombre de succès dans les actions de plaidoyer. 2014: En 2012 RBM a été introduit à la méthodologie de « Farmers Advocacy Consultation Tool (FACT) » et a utilisé cette approche en 2013 avec un double objectif : commencer l’institutionnalisation de l’approche au sein de l’organisation et utiliser l’approche dans le trajet de plaidoyer au niveau de la CEDEAO sur l’aliment bétail. Cette année le RBM souhaite consolider la méthodologie FACT, à travers son institutionnalisation au niveau de chaque pays-membre (antenne) et libérer les fonds au sein de la CEDEAO pour réaliser l’accès des éleveurs à l’aliment bétail. 2013 : Après une décennie d’existence, le RBM a conduit en 2012 un exercice d’auto diagnostique en vue d’établir l’état des lieux de l’organisation, repérer les dysfonctionnements et en analyser les causes et les incidences. Ainsi de réajustements ont été fait permettant d’impulser une dynamique de mobilisation collective du RBM et de ses antennes nationales. L’an 2013 se concentrera sur : • renforcement des capacités pour l’émergence d’une masse critique de capacités en matière de l’analyse prospective et d’anticipation, de formulation de propositions, de négociation et de plaidoyer ; • assurer conjointement avec les autres réseaux régionaux (ROPPA, APESS) le portage politique des propositions reflétant les préoccupations essentielles des communautés rurales dans le cadre de la formulation des programmes d’investissements et des mesures de politiques publiques de la CEDEAO, et construire une vision intégrée du sous secteur de l’Elevage. • initier des actions permettant de renforcer la proposition actuelle de configuration de la composante « aliments du bétail » de la réserve dans le processus de son opérationnalisation ; • développer des initiatives de recherche-action articulés autour des thématiques prioritaires, en lien avec la transformation des systèmes d’élevage et les mutations de leur environnement ; • mettre en place un dispositif pour suivre l’évolution de la situation dans le Nord Mali et ses incidences dans les zones transfrontalières, et renforcer le suivi de la campagne agropastorale dans la zone d’intervention du RBM. 2012: A l’horizon de la préparation de la troisième phase du PPR, 'Le Réseau des Organisations d’Eleveurs et pasteurs de l’Afrique Réseau Billital Maroobe' (RBM) s’inscrit dans la logique de la consolidation des acquis de la phase précédente, et de l’accompagnement de ses membres pour la construction d’une véritable société civile pastorale forte et représentative. L’an 2012 est une année de transition de la deuxième et troisième phase et s’attèlera à: • Contribuer à une plus grande implication des organisations d’éleveurs dans les stratégies et les dynamiques sous régionales liées à l’ECOWAP afin d’impulser une réflexion concertée sur des instruments de politique d’appui plus innovants et articulés autour de la sécurisation des économies des ménages pastoraux. • Participer aux task force, dialoguer de façon concertée avec les autres acteurs et réseaux régionaux. • Contribuer à une meilleure prise en compte par les familles d’éleveurs des dynamiques en cours à tous les niveaux et de s’atteler à intégrer que les réponses aux enjeux actuels doivent être collectives et nécessitent une concertation inter- acteur. • Conduire une consultation participative et itérative du RBM et de ses membres dans la formulation du plan opérationnel du Programme Pastoral Phase 3. • Mobiliser les ressources nécessaires pour la mise en œuvre de la future phase. 2011: La problématique de la promotion du pastoralisme en Afrique de l’Ouest occupe actuellement une place centrale dans le débat sur les stratégies de développement de l’élevage. Cet intérêt accordé au pastoralisme s’explique par le fait que les mutations socio–économiques en cours contribuent à faire du sous–secteur de l’élevage un pôle important d’activités dans les économies des pays de la sous–région. Par ailleurs, l’adaptation des pasteurs aux contraintes climatiques est révélatrice du dynamisme de communautés qui sont restées fidèles à un mode de vie ancestral fondé sur la mobilité, tout en tirant profit des innovations en matière de santé animale, de complémentation alimentaire et de transformation des produits animaux. Malgré sa dimension sociale, économique et environnementale, il répond de plus en plus difficilement aux demandes en produits laitiers, viande, cuirs et peaux des pays producteurs et des grandes villes côtières à cause du faible niveau d’investissement et d’organisation et de la marginalisation des éleveurs. Le Réseau des Organisations d’Eleveurs et pasteurs de l’Afrique Réseau « Billital Maroobe » (RBM) « est un cadre régional de référence des éleveurs et pasteurs qui œuvre pour la défense des intérêts de ses membres aux plans économique, politique, social et culturel ». Depuis Septembre 2008, le RBM assure la mise en œuvre de la phase II du Programme Pastoral Régional 2008-2012 grâce à l’appui des partenaires Techniques et Financiers dont notamment Oxfam/Novib, Agriterra et la SNV. Ces partenaires ont accompagné le RBM durant les deux premières années du Programme. L’objectif global de ce programme est d’appuyer les communautés pastorales en Afrique de l’Ouest à se doter de moyens d’existence durables et d’institutions représentatives dynamiques et viables, dans un environnement politique qui tient compte de leurs intérêts. La proposition actuelle concerne pour la troisième année c’est à dire la période de Janvier à Décembre 2011, les activités menées s’inscrivent dans l’atteinte des résultats ci-dessus: i) Le renforcement des acteurs du secteur de l’élevage. ii) La capitalisation des expériences et acquis dans le domaine. iii) L’appui aux initiatives de plaidoyer/lobbying pour l’élaboration et la mise en œuvre des textes, lois et politiques sous régionales. Il s’agit de mobiliser tous ces acteurs autour de la question de la transhumance transfrontalière dans l’espace sahélien et ouest africain à travers, la recherche de solutions à: • la problématique liée au respect des règles et législations intercommunautaires et sous régionales sur la transhumance. • L’appropriation par les acteurs de la société civile pastorale sur la dynamique sous régionale du PRIA et de la mise en œuvre de l’ECOWAP.• Le renforcement des capacités de la société civile pastorale. Défense des intérêts des pastoralistes en Afrique de l'Ouest à travers une plus grande influence des politiques BP 10648 Niamey Niger Dutch Ministry of Foreign Affairs WA3 Policy elaboration & advocacy Deliverable 09. Participatory policy formulation Aid grant excluding debt reorganisation 154567 154567 money is disbursed directly to the implementing organisation and managed by them L’année 2012 a été marquée avec succès - par : a) la conduite du processus « approche participative de génération de positions », b) l’élaboration et adoption du Programme Pastoral Régional Phase 3, c) la conduite d’une réflexion interne sur les aptitudes potentielles du RBM et d) la tenue de l’Assemblée Générale du RBM. Or le consensus pour une vision intégrée du sous secteur de l’Elevage porté par les quatre réseaux régionaux (APESS, CORET, RBM et ROPPA) et à leurs partenaires a été renforcé. Mise en œuvre de l’approche participative de génération de positions (PGPP) Le RBM a fait connaissance, testé et évalué l’approche, qui a été perçue comme « Un instrument déterminant pour le choix et l’institutionnalisation des points focaux dans le dispositif de suivi et de mise en œuvre des trajets de plaidoyer du RBM ». Ainsi, cette approche a permis au RBM de réfléchir sur le mécanisme d’articulation du dispositif d’informations et de communications en mettant un pilier cardinal au niveau des antennes que sont les points focaux PGPP. Cette orientation a facilité la collecte et la qualité des informations, mais a permis aussi de situer plus de responsabilités au sein des antennes où le principe de redevabilité des points focaux n’existait pas encore. En utilisant l’approche, le RBM a conduit avec succès des campagnes de plaidoyer. Pour la Communauté Economique Des Etats de l’Afrique de l’Ouest (CEDEAO), le Programme Régionale d’Investissement Agricole a connu une évolution dans sa mise en œuvre à travers la Stratégie régionale de stockage de sécurité alimentaire. En septembre 2012, grâce au plaidoyer du RBM, les ministres de l’Agriculture de la CEDEAO décident d’intégrer dans cette réserve régionale une composante « aliments du bétail ». Ensuite le RBM a conduit deux études portant sur les dimensions majeures de la problématique de l’aliment du bétail et des propositions portant sur la configuration et les modalités de mise en place de la composante aliment bétail. Suite à ces études, une feuille de route avec des propositions concrètes pour l’opérationnalisation de la composante « aliments du bétail » de la Réserve Régionale de Sécurité Alimentaire a été adoptée. Elaboration et adoption du document de Programme Pastoral Régional 3 Le processus d’élaboration du Programme Pastoral Régional phase 3 a défini des objectifs stratégiques clairs et réalistes. Ils ont été fondés sur une analyse approfondie du contexte, des enjeux et des défis liés à l’évolution des systèmes agropastoraux et de l’environnement économique politique ouest africain en lien avec les acteurs de la région. L’élaboration du document de la phase 3 du Programme Pastoral Régional a été marquée par trois étapes : (i) l’atelier de partage et de validation du document par les antennes, (ii) l’adoption du document par les membres du bureau du Conseil d’Administration du RBM et (iii) l’Assemblée Générale. Conduire une réflexion interne sur les aptitudes potentielles de Billital Après une décennie d’existence, le RBM a établi l’état des lieux de l’organisation, en vue de repérer les dysfonctionnements, d’en analyser les causes et les incidences, mais aussi de proposer des réajustements permettant d’impulser une dynamique de mobilisation collective du RBM et de ses antennes nationales. Il en ressort que le RBM est parvenu à acquérir une visibilité régionale et à se positionner comme un interlocuteur crédible des Gouvernements et des institutions d’intégration. Cependant, il y a un déséquilibre entre le travail technique d’animation et d’élaboration de produits pour alimenter les réflexions et discussions et la fonction de portage politique des propositions élaborées qui reste encore peu développée. Le RBM souligne aussi une fragilité des plateformes nationales dont l’intervention est, le plus souvent, réduite à l’exécution des activités qui sont financées par le RBM. RBM est en train de devenir un acteur de plus en plus visible et solide. RBM souhaite intégrer l'approche PGPP au niveau des différentes organes de l’organisation. Ceci est le défis pour l’an 2013, à laquelle le trajet de plaidoyer concernant l’accès à l’aliment bétail s’ajoute. CAPAD NL-KVK41048542-5629 Plan d'action détaillé de la CAPAD pour l'année 2011-2014 Mise à jour 2014: Après 28 mois de mise en oeuvre du projet, il importe que les activités de l'année 2014 soient beaucoup plus orientées vers l'autonomisation concrète des coopératives encadrées par le projet. Cette autonomisation sera orientée au niveau de 3 axes essentiels à savoir: la bonne gouvernance, la qualité des services rendus aux membres et autonomisation financière. Des actions allant dans le sens de cette autonomisation ont été initiées avec l'année 2012. C'est notamment la promotion d'ouverture d'esprit initié à travers la création de deux centres de gestion de l'information (Kayanza et Muramvya); des centres avec outil informatique avec connexion à l'internet, la professionnalisation des groupements de la coopérative Amahoro (Kabarore) dans la multiplication des semences de pomme de terre qui seront ensuite vendu chez d’autres coopératives productrices de cette culture.Au centre de ces 3 axes prévus en 2014, les membres de la coopérative occuperont une place de choix; ce qui permettra une durabilisation des acquis. En effet, l’approche d'encadrement coordination-Facilitateur Economique - Promoteur Economique - Paysans Pilotes - membres coopératives va rester mais le flux d'informations qui, au départ prenait en grande partie le sens de la coordination vers les membres va petit à petit changer pour prendre la tendance inverse. Par ailleurs, cette approche a été minutieusement préparée à travers l'apprentissage par champs-écoles. Mise à jour 2013: Après 16 mois de mise en oeuvre du projet, les producteurs membres sont conscients du développement des activités économiquement rentables. Des stratégies d'accompagnement par le staff et les représentants des producteurs ont été développées. L'approche FE (facilitateur économique) - PE (promoteur économique) - PP (Paysan Pilote) sera de plus en plus renforcée à travers: - l'amélioration des outils de communication (planning de transfert d'informations) et le complément régulier des outils de suivi; - les réunions mensuelles des comités inter coopératives vont continuer à constituer un cadre de suivi des activités de de partage d'expériences entre les leaders des coopératives. - accompagnement des coopératives pour les contacts au niveau des DPAE et autres acteurs pour l'obtention des intrants (semences, engrais, produit phytosanitaires, matériel agricole) - la promotion de l'approche de champs école par groupement - continuer à assurer la formation des responsables des groupements sur les thèmes prioritaires (entrepreneuriat agricole, élaboration des mini-plan d'affaires, gestion des exploitations agricoles, gestion financière/crédits, la gestion comptable simplifiée à travers l’utilisation des outils comptables, chaines de valeurs, systèmes d'innovations agricoles au niveau de la production, conditionnement/stockage, commercialisation, transformation, etc. Assister les groupements et paysans pilotes engagés dans l'entreprenariat agricole sur l'élaboration, l'exécution des mini-plans d'affaire collectif et la production des outils d'évaluation de ces mini-plans. La Confédération des Associations des Producteurs Agricoles pour le Développement, CAPAD en sigle, est une association sans but lucratif agréé par L’ordonnance Ministérielle n° 530/1593 du 31 décembre 2003. Elle a été initiée par des groupements d’agriculteurs et d’éleveurs du milieu rural qui travaillaient ensemble depuis 2000. Elle a été créée dans l’optique du renforcement des capacités des organisations paysannes dans le but de mettre ensemble les ressources humaines disponibles en milieu rural pour lutter contre la pauvreté et l’émergence d’un leadership paysan. La CAPAD est composée de 72 Coopératives regroupent plus de 20.130 ménages membres des petits exploitants agricoles dont 14 560 femmes et 5 570 hommes. Les activités principales des membres de la CAPAD sont liées à l’agriculture et les filières agricoles qu’ils développent selon les régions sont: la pomme de terre, le manioc, les cultures maraichères et fruits, le riz, le maïs, l’arachide, le haricot, le sorgho et la banane. Addition du projet 2012-2014 Dans le cadre de la mise en œuvre de ce projet avec la 2ème tranche du contrat, 8 nouvelles coopératives dont 3 de Kayanza, 1 de Muramvya, et 4 de Cibitoke sont identifiées et le recrutement du staff est en cours. Dans le souci d’améliorer le niveau de prestation des promoteurs économiques, le projet va développer au niveau des bureaux des coopératives un Centre de Conseil et de Gestion de l’information ; CCGI en sigle. Celui-ci constitue donc au niveau des coopératives un espace de réflexion et d’action avec différentes fonctions à savoir les fonctions de consolidation et de gestion des coopératives, technico-économiques, commerciales, gestion du budget familial, négociation des financements (crédits, subventions,..), renforcement de capacités, partage et gestion de l’information. Toutes ces fonctions seront réalisées sous la facilitation des promoteurs économiques encadrés par les facilitateurs économiques et les principales activités à réaliser consiste à : Au niveau de la structuration des coopératives/groupement : - Formations des PP/Présidents des groupements/Présidents des coopératives sur la gestion, la gouvernance, le management, le leadership et la séparation des rôles et taches entre les différents membres des organes de décision, le rôle de chaque organe et le staff. - Assistance dans la mise en place des outils de gestion et des manuels de procédures administratives et financières. - Elaborer les critères de classification des coopératives par compétences et autres aspects. - Assister les groupements à produire des outils pour connaitre les vrais membres, la taille de leur exploitation, et leurs besoins. Accompagner les coopératives/groupements à développer des relations durables avec les autres acteurs dans leurs milieux et autour de leurs filières. Des cadres de concertation entre coopératives et d’autres acteurs de la filière sont crée et le choix de l’animateur par cadre est décidé par les membres du cadre de concertation. - Des outils d’auto évaluation des coopératives sur la satisfaction des membres seront produits et utilisés dans les coopératives. Cela permettra aux coopératives de savoir si elles sont entrain d’œuvrer dans le bon chemin, donc si leurs services sont adaptés aux besoins de leurs membres ou non. Au niveau de la production : - Accompagnement dans la planification des saisons culturales, recherche des semences et fertilisants de qualité, recherche des crédits agricoles. Concrètement, le personnel affecté au projet organisera des formations et élaborera des outils pour la planification des saisons, mettra en relation les agriculteurs et leurs coopératives avec les vendeurs d’intrants, les instructions de recherche, les micros finances, les prestataires de service. Les PEs/FEs disponibiliseront les informations sur les prix des intrants, sur les programmes des acteurs intervenant dans les zones d’action. - Renforcements des capacités sur les techniques culturales et la gestion des exploitations dans l’optique de maximiser la production. Cela se fera à travers des champs de démonstration détenus par les paysans pilotes, les formations sur les nouvelles techniques introduites, la disponilisation des fiches techniques par culture développé, la fiche technique sur l’utilisation rationnelle des engrais et gestion de la fertilité du sol, les formations sur la gestion des exploitations et le calcul de rentabilité. - Accompagnement dans l’évaluation des campagnes en disponibilisant les outils d’évaluation et en animant les discussions sur les choses à améliorer pour une campagne ultérieure. Au niveau gestion post production (agricoles et autres), il sera développé : - Accompagnement dans la planification des récoltes et leur gestion, - Facilitation dans la mise à marché de production : Information sur les prix et les marchés potentiels, formations dans la fixation des prix, marketing et commercialisation, - Accompagnement dans la recherche des marchés et commercialisation groupée, - Mise en relation des coopératives qui ont des produits à vendre avec les commerçants, les consommateurs et les transformateurs, Disponibilisation des outils d’évaluation des campagnes de commercialisation, Au niveau promotion/amélioration des services liés à l’accès aux financements agricoles et d’autres activités génératrices de revenus : - La promotion des mutuelles de solidarités « MUSO » et constitution des réseaux de MUSO ; - La constitution des cautions solidaires pour accéder aux crédits des banques ou micros finances - Formation sur l’élaboration des dossiers bancables et assistance au montage des dossiers de demander de crédits. - Assistance dans la négociation des crédits auprès des micros finances. - Formation sur la gestion des crédits et l’analyse de la rentabilité d’une affaire. - Disponibilisation du crédit engrais remboursable après la commercialisation des récoltes et donné par le MINAGRIE. - Suivi des remboursements des crédits et veiller aux bonnes relations avec les banques, les micros finances et le MINAGRIE. 4. Situation des nouvelles coopératives du Projet Comme ci haut énoncé, le projet compte travailler avec 8 nouvelles coopératives s’ajoutant au 9 portant ainsi le nombre total des coopératives à 17. Le nombre des groupements pour ces coopératives est de 87 et les membres sont au nombre de 870. Comme les 9 premières coopératives, les activités développées sont le maraichage et la pomme de terre. Parmi les 8, 3 développent la pomme de terre et 5 autres font le maraichage. Au point de vue encadrement de ces coopératives, il est prévu 8 nouveaux promoteurs économiques et il y aura également besoin d’un nouveau facilitateur économique. Les promoteurs économiques seront affectés au niveau de chaque coopérative. Compte tenu du nombre croissant de coopératives, l’affectation des facilitateurs sera effectuée comme suit : 1 à Kayanza et il assurera le suivi des promoteurs de NGOZI et KAYANZA et MURAMVYA et 1 à CIBITOKE et il assurera le suivi des promoteurs dans 4 coopératives. Pour plus de détails, ces coopératives sont reprises dans le tableau ci-dessous. NB : Au niveau des coopératives de CIBITOKE, l’encadrement concerne les coopératives qui font la production des tomates+commercialisation, la transformation ainsi que la commercialisation des concentrés de tomates d’où nécessité des activités intensives. En aval, les promoteurs économiques assureront un encadrement pour la production intensive des tomates transformables et en amont le facilitateur assurera le suivi et de la production des tomates, transformation et commercialisation des concentré. Les coopératives membres rendent des services adéquates aux agriculteurs à travers leurs groupements membres BP 24 Bujumbura Burundi Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 05. Membership base Aid grant excluding debt reorganisation 158801 150860 money is disbursed directly to the implementing organisation and managed by them En 2012 CAPAD s'est activée à élargir la base d'intervention: de 9 à 17 coopératives, composées d'en total 354 groupements. Ces groupements s'orientent dans les filières maraîchères et pommes de terre, mais ils font également d'autres cultures de rotation, comme le blé, les haricots, etc. 37 de ces groupes, à travers six coopératives ont bénéficié d'un crédit-campagne d'au total 88.968.747 FBu, environ 50.000 euro. En outre, 182 nouvelles MUSO ont été créées, s'ajoutant aux 38 anciennes. 14 sur les 17 coopératives disposent maintenant des MUSO. Ces outils de financement du secteur agricole sont encore trop jeunes pour engendrer des résultats. Parmi les outils de travail de la CAPAD pour promouvoir l'entreprenariat à la base, la CAPAD utilise le mini-plan d'affaires et les champs de démonstration. 14 mini-plans ont été élaboré couvrant 65 groupes pour la saison 2012-B et 240 pour la saison 2013-A. Des 14 mini-plans,, huit ont été profitable, pendant que 4 ne l'étaient pas. En total 50 champs de démonstration ont été installé, surtout pour tester de nouvelles variétés par les paysans eux-mêmes. Des exemples d'impact démontrent des résultats intéressants: 15-17 tons à l'hectare pour la pomme de terre (contre 12-15 à la station de recherche), écoulement des productions de pommes de terre pour de meilleurs prix (contrairement aux produits maraîchers qui ont de marges bénéficiaires très petites et les producteurs de surtout les pommes de terre qui déclarent d'avoir une augmentation de leurs revenus. En bref, on constate que la CAPAD est en train de développer un programme de intégré de promotion de l'agriculture en lien avec beaucoup d'autres partenaires. Comme observations on souligne l'importance de promouvoir l'action collective à travers les mini-plans d'affaires, ainsi que le renforcement de l'appropriation des outils par les paysan(ne)s dans les groupements. Le genre devrait être une préoccupation majeure au regard du faible nombre de femmes parmi les promoteurs. En perspective pour 2013, la CAPAD poursuivra sur la route qu'elle a tracé, tout en renforçant la base. Une stratégie pour rendre le dispositif d'appui-conseil plus durable doit être élaborée. Le système de S&E mis en place, doit pouvoir livrer ces premiers résultats. AGFU NL-KVK-41048542-5651 Setting up a provincial farmers' tourism center The history and context of the project: The project aims to consolidate the achievements of the agro-tourism project which has been implemented by VNFU between 2007-2010 (project 5002). It is also a follow-up to the evaluation end of 2010 of the agro-tourism project of VNFU, which recommended to work directly at provincial level. As of the three provinces involved in this project An Giang FU was most successful, it was decided to only continue with AGFU in this agrotourism development. The proposal format is a business plan including market analysis, operational plan and finance plan, which is a concrete follow-up to the business planning training workshop to AGFU (and other Vietnamese partners) in April 2010. Summary of the proposed project: The project aims to transform the existing agro-tourist office of the provincial union (AGFU) into a rural farmers’ tourist centre. The aim is to establish a viable Farmers’ Rural Tourism Centre at provincial level, which mobilizes the potential of farm households to host tourists and to generate income by agro-tourist services and job opportunities. The outreach is 15 communes and 100 households. An Giang province has a high potential for tourism. In 2009 3,000 tourists were received (500 through the agrotourism project office). In 2010 7,000 tourists were received (800 through the office). In 2011 an estimated 1,000 tourists are received through the office. The forecast is to grow from 5,500 domestic tourists in 2011 (and 120 international tourists) to 13,000 domestic tourists in 2014 (and 650 international tourists). A variety of agrotourism activities will be offered, including participating in community activities (farming), experience local culture, dinner with farm household, stay overnight in homestay, guide through the village and scenery. Local handicrafts will be sold to the tourists. Collaboration will be sought with travel companies and insurance companies. AGFU thinks it provides a niche product, as not many travel companies offer agro-tourims products and most are not aimed to generate income and jobs for farmers. AGFU intends to create a separate management structure to manage the tourist center. The Centre for Agricultural Tourism will operate under the legal status of An Giang FU Centre for Farmer Supporting Services. The Centre has legal status in doing tourism business. Agriterra is requested to contribute in the costs of initial investment in the agrotourism centre, operational costs, marketing costs, trainings and investment in communities and households (max 25%). To generate income and employment of rural households in agrotourism activities by establishing an agrotourism centre in AGFU which will provide services in marketing, training and access to finance/loans from the bank. number 6A, Le Loi str., My Binh Ward Long Xuyen city Vietnam Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 191663 100000 money is disbursed directly to the implementing organisation and managed by them RESULTS All during 2012 the Agrotourism Centre and its member farmers continued its activities to promote and develop the agrotourism activities in the 15 communities in An Giang. Upon previous advice from Agripoolers, the Centre developed three tourism packages (routes with various activities) to present to Tourist Companies. The Centre worked hard on establishing partnerships and close cooperation with relevant governmental departments (also an important target group) and the various travel agencies in the Mekong Delta. It has built partnerships with relevant ministries and has signed contracts with 12 tourism businesses. It also signed contracts with various media, such as newspapers, radio and TV channels, to broadcast promotion for the agrotourism in An Giang. The centre organised trainings and capacity building activities for its staff and members: project management, communication skills, tour design, marketing and evaluation (115 trainees). The Centre organised 11 classes for 220 farmers in basic tourism skills, expertise and marketing skills. Some 120 farmers were trained as tour guide specifically to guide school students, which is a very important target group. The Centre also organised 11 study tours in Vinh Long, Can Tho, Tien Giang, Cu Chi, Dong Dap and Lao Cia (ethnic homestay) for farmers to get ideas and inspiration from tourism activities in these areas. The Centre started to improve the infrastructure in the communes and households. In 18 households in 4 communes (My Hoa Hung, Van Giao, Tan Trung and An Hao) the toilet, bathroom, bedroom, and transportation means were upgraded to satisfy the needs and expectations of the tourists. The Center joined 4 public fairs in Can Tho, Bin Thuan, Dong Thap and Ho Chi Minh City where it promoted its agrotourism activities and packages. They managed to sell various tourism products and packages at these fairs. Two familiarisation (FAM) trips were organised for the tourism industry to get introduced in the agrotourism activities in the communities. Various PR materials were produced: maps of the area (5,000), handbooks (1,000) for agrotourism, leaflets (8,000), and DVDs (English and Vietnamese) which were sent to various tourism companies for promotion. The Centre published several articles on the website of AGFU for promotion. Over the first year of project implementation the households received 10,000 domestic tourists and 590 foreign tourists. In addition the Centre organised various tours for school students, in total 700 parents and students from USA, Canada, Russia, Austria, the Netherlands, visited the tourism areas. Rural guest households have earned tourist income of 600 million Vietnamese Dong (EUR 22,000) and employment has been created for 400 labourers. OBSERVATIONS With respect to the planning, the projects runs rather on track, despite the slow start last year. The number of tourists received is above expectations; for the year 2012 8,500 domestic and 250 foreign tourists were expected to come. The expenditures however run behind planning, specifically with respect to training, marketing and the investment in the communities. According to AGFU this is due to the fact that they identify carefully the willingness of the households to participate and their understanding about the project. Overall expenditures attributed to Agriterra are 52% of planned expenditure. PERSPECTIVES The Agro-Tourism Center has a good network, a good way of interacting with the farmers and a good knowledge about financial matters.They made a lot of progress in implementing the marketing. They managed to raise the interest of many tour operators in the agrotourism activities and approach. The Unique Buying Reasons are well defined in the promotional materials developed as well as in the mind of the more professional agro-touristic farmers. Specific attention for 2013: 1) The members are clever in promoting their own homestays, but it is still difficult for them to promote other communities (‘cross-selling’) as they are not familiar enough about the agrotourism activities in those other communities. The focus so far lied on 5 communes, so it is necessary to speed up the process of trainings and investments in the other 10 communes. 2) A Dutch and local tour operator will be contracted to support the Tourism Center and its members in developing agro-tourism packages. Further advisory will be needed on market research and further developing interesting activities, developing a certificate for a minimum quality standard, etc. 3) More and further support in financial management is needed, both at the level of the Center and at local farmer level. They are generally aware of the costs of investments, but the awareness of the costs and earnings of their business needs further improvement. They hardly use any monitoring system to record business information. Financial aspects such as gathering and analysing information, a system for forecast and realisation, calculation of cost price, good pricing, etc, need further attention. AOPEB NL-KVK-41048542-5894 inserción y permanencia de productores ecológicos en el mercado nacional e internacional El proyecto a ejecutarse desde el 2012-2014 refleja el plan operacional del departamento de desarrollo comercial de la AOPEB, el cual refuerza y amplia el trabajo que se venia realizando en el 2011 con el apoyo de Agriterra. La propuesta propone estimular la inserción y permanencia de las OPEs en el desarrollo de mercados nacionales e internacionales, a través del diseño e implementación de estrategias de formación permanente, comercialización, investigación de circuitos cortos de comercialización y difusión, orientada a productos ecológicos y de comercio. 250 OPEs entre matrices nacionales y de base participaran durante los próximos tres anos, 50 matrices en el 2012; 100 organizaciones de base en el 2013 y 100 organizaciones de base en el 2014. La cantidad de participantes exactos se definirán una vez realizado la línea de base para el proyecto que es una actividad dentro de este. El presupuesto total para los 3 años corresponde a €585.875 (2012: 180.644;2012:€258.267; 2014:€146.964) de los cuales €124.320 corresponde a contribución propia más la de otras organizaciones (ACSF-GIZ; FDH-Belgica-Milano, ICCO y AOPEB) y €461.555 es solicitado a Agriterra (2012:132.263; €209.198; 2014:€120.094). Bajo este mismo proyecto número durante el 2012 se ejecutaran tres sub proyectos con organizaciones miembros de AOPEB como son ANAPQUI, MINGA y AEPACOM. ANAPQUI, desarrollo de mercado para productos transformados de la quinua real como son pipocas, hojuelas y harina MINGA, desarrollo de mercado para la almendra Chiquitana AEPACOM Desarollo de mercado para chocolates Madidi Estos tres sub proyectos tendran un presupuesto total de € 85.741 de los cuales €15.795 son contribución propia de las tres organizaciones y €69.946 son solicitados a Agriterra. Participarán de las actividades 2430 productores de base, de los cuales 863 serán mujeres. Estos productores estan prganizados 72 asociaciones/OECAS de base. Lograr el incremento en el nivel de ingresos de las familias productoras ecológicas a través de fortalecer y consolidar a Organizaciones de Productores Ecológicos desarrollando y aprovechando iniciativas económicas que permitan la participación exitosa Avenida Landaeta N° 554 esquina con Luis Crespo (zona San Pedro) Casilla 1872 LA PAZ Bolivia Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 15. Processing and handling Aid grant excluding debt reorganisation 196492 196492 money is disbursed directly to the implementing organisation and managed by them El fortalecimiento de las organizaciones de productos ecológicos en el aspecto comercial es el objetivo principal del proyecto, sin embargo también se han alcanzado importantes logros a nivel de la organización. 90 productores ecológicos de 19 organizaciones de base fueron formados en las escuelas comerciales. La escuela comercial cafetalera que inicio sus actividades en el año 2011, graduó en el 2012 a los primeros 39 productores expertos en el área comercial (representan a 14 organizaciones de base) recibiendo el título de peritos en caficultura comercial. Gracias a las gestiones de la AOPEB los títulos fueron entregados por el Instituto Tecnológico Caranavi ISTAIC. A su vez, en el año 2012 se inició con la Escuela Comercial en Tarija a través del convenio con el Centro de Formación Alternativa CETHA EMBOROZU, 39 productores y productoras se graduaron con el título de promotores en ventas con especialidad en comercialización. Las replica de los conocimientos adquiridos ha sido central para los formados, 13 cooperativas cafetaleras y 650 socios y socias; y varios (22 en total) de ellos están apoyando en sus organizaciones la gestión comercial. Los productores de la escuela de Tarija finalizaron con 7 estrategias comerciales para productos locales. Cuatro organizaciones fueron atendidas apoyo técnico y asesoría en temas puntuales, COMUVA planificación comercial, ASOCAFE auditoria financieras para mejorar la transparencia y capacidad de comercializar, ADEPCOCA mejorar su imagen corporativa y promoción de productos ecológicos en base a la coca (shampoo, mate, etc.) Acceso a mercado a través de cadenas cortas se logró a través de la organización de ferias locales. Se realizaron 42 ferias de venta y promoción de productos ecológicos (909 expositores de los cuales 724 fueron mujeres), logrando en todo el año ventas por una cantidad de 240.000 bolivianos. Un componente fuerte del proyecto fue el desarrollo de productos ecológicos con valor agregados, 6 organizaciones de base participaron en la elaboración de los productos, se logró estandarizar 5 productos (fideos tallarines, sazonadores, escabeches, sopa deshidratada, mermelada de higo, galletas de chía). Tres productos a nivel de prototipo (3 fideos tallarines con diferentes proporciones de trigo integral ; 3 tipos de sazonadores, 3 tipos de escabeches, 3 tipos de kétchup, 3 tipos de yogures, tres mermeladas. De todos estos productos 6 tienen tramites de registro sanitario. Tres organizaciones han recibido asistencia en temas puntuales APECO recibió en buenas practicas manufactureras e higiene para su producción de yogurt y mermelada, UNABENI en el trámite de sus registros sanitarios para sus productos con valor agregado Pito y harina de banano. Y a COMUVA con la adquisición de utensilios adecuados para la transformación. Uno de los grandes logros del proyecto es que la AOPEB cuenta con un instrumento de caracterización y monitoreo de sus organizaciones de productores ecológicos, 40 organizaciones han participado en el levantamiento de datos para el sistema. Los líderes de las organizaciones se han dado cuenta del valor de manejar información de sus miembros y de contar con información actualizada. A su vez se ha incorporado al sistema información de carácter productivo y financiero. También se ha dado importancia al acceso a finanzas, brindado el servicio de preparación de planes de negocios y su gestión, se lograron 17 planes de negocios de transformación de alimentos ecológicos (caramelos de miel, hortalizas encurtidas, pan integral, chancaca de panela, sopa instantánea de hortalizas deshidratadas, jugos y deshidratados de frutas, chupetines de miel, amaranto en barras energéticas), de estos planes 3 fueron aprobados y 6 se encuentran pre aprobados, los planes pre y aprobados se valorizan por una suma de 159.076 dólares. En el año 2013 deberá ponerse atención en seguir alimentando y actualizando la base de datos, diversificar los canales de comercialización para las organizaciones que vienen trabando en dar valor agregados a sus productos, a su vez se deberá poner atención a las cadenas cortas como las BioFerias estas deben lograr una estandarización y con un sistema de registros de manera de poder manejar información de ecoferiantes, volúmenes de ventas y de productos ofrecidos, innovación de la cartera, consumidores. Las BioFerias son espacios importantes para la promoción de productos ecológicos , pero también de generación de ingresos, es importante saber el aporte económico de este canal de ventas para los Bio Feriantes. El seguimiento y monitoreo de los efectos de la asistencia comercial a las organizaciones de base se deberá reforzar, especialmente los avances de las organizaciones al contar con recursos humanos especializados en la comercialización, los entrenamientos en planes de negocios y en ventas. Todo esto debe traducirse en un mejor funcionamiento comercial. Sub proyectos La Asociación Económica de Productores y Acopiadores de Cacao Orgánico Madidi (AEPACOM) es la organización de base a la cual se financió un sub proyecto por medio de la AOPEB. AEPACOM durante seis meses del año 2012 ejecutó el sub proyecto denominado “Investigación de mercados y diseño de estrategias de comercialización para acceso de AEPACOM a mercados especiales” con el objetivo de fortalecer la capacidad organizativa de AEPACOM para su incursión en mercados orgánicos y comercio justo de cacao criollo en condiciones competitivas. En este corto periodo se han alcanzado resultados iniciales muy significativos que le permitirán a AEPACOM en la comercialización del cacao en mercados orgánicos. Se inició el trabajo de la implementación de la certificación orgánica de la producción de cacao con el desarrollo de un programa orgánico y la puesta en marcha del sistema de control interno, este sistema cumple con los procedimientos de inspecciones internas y externas como requeridas por las certificadoras internacionales y le permite a la AEPACOM disminuir costos por certificación externa. Este mismo estudio y análisis logró que AEPACOM consolidara su estrategia de trabajo en tres ejes: producción orgánica y sostenible; comercialización asociativa y transformación y crédito y seguro agrícola. La organización cuenta con 4 inspectores y 5 promotores entrenados que son los responsables del control interno y de actividades prácticas en las parcelas relacionadas a las normas de producción orgánica y el sistema de control interno. Lograron la inspección interna del 100% de los socios. Los productores asociados han participado directamente de todas las actividades, han firmado contratos de producción orgánica, y han aportado toda la información necesaria entre estos con el mapeo del predio, historial del cultivo y parcela de cacao, registro de compra de insumos, registro de actividades, plan de trabajo anual ,diagnóstico del predio, registro de ventas, registro de ingresos y egresos, entre otros. Se diseñó el plan de competitividad comercial de cacao del Madidi identificando estrategias para la comercialización del cacao a nivel local y nacional con la mejora de la pepa de cacao como la pasta de cacao. A su vez AEPACOM cuenta con una estrategia para afiliar más productores de cacao a la organización de manera de aumentar los volúmenes para la venta. La alianza estratégica es un gran logro conseguido en este periodo, creándose la Unión de Asociaciones de Productores de Cacao para la certificación orgánica y la comercialización asociativa del cacao de la región. Son parte de esta alianza La Asociación de Flor de Cacao, Asociación Regional de Productores Agroecológicos El Progreso (ARPAEP), Asociación Regional de Productores Agroecológicos de Tumupasa (ARPAT) y Asociación de Productores Agroecológicos de Tumupasa (APAET) y AEPACOM. Con algunas complicaciones, pero muy orgullosos de este pasó dado se logró gestionar el registro de la marca propia “Chocolates Madidi” y se adecuo la planta de transformación de cacao. 385 beneficiarios (77 familias) participaron en el proyecto, correspondiente a 12 organizaciones (6 comunidades, 5 organizaciones, y la Unión recién creada). Las organizaciones/grupos participantes fueron menor de lo planificado debido a conflictos con otra organización de productores de cacao de la región por la marca que se viene registrando MINGA ( Asociación de Grupos Mancomundaos de Trabajo) ejecutó el sub proyecto con nombre “desarrollo del mercado para la almendra chiquita” con los objeto de establecer un modelo de comercialización en distintos niveles e incrementar las ventas del producto a nivel local y departamental. La almendra chiquitana es un recurso forestal originario de la Eco región del Bosque Seco Chiquitano. Los miembros de MINGA se dedican a la producción, transformación y comercialización de este fruto seco. En pocos meses la demanda en el mercado de Santa Cruz y San Ignacio de la almendra chiquitana creció. En los meses antes de iniciar el proyecto (enero-junio 2012) las ventas mensuales fueron de 150 kilogramos aumentando a 250 es los meses de julio a diciembre producto a las actividades del proyecto. MINGA se concentró en mejorar la promoción del producto (campañas masivas de prensa) y participación en ferias (ferias locales semanales y departamentales esporádicas) y ventas en cinco puestos de ventas fijos ; a su vez se contrató y entrenó al personal responsable de comercializar, distribuir y promocionar del producto; se mejoró la presentación del producto y su envase, todo esto ha tenido influencia en el aumento de las ventas. Los precio de venta también aumentó significativamente, en los seis últimos meses se comercializó en la ciudad de Santa Cruz por un valor promedio mensual de Bs. 8.000, lo que en los meses abril a junio el valor promedio de Bs. 3.500. En los meses de noviembre a diciembre se redujo el valor, pero este siguió siendo mayor al de antes de iniciar el proyecto. Uno de los resultados no alcanzados fue el contrato con un supermercado en Santa Cruz que concretizaría el modelo de comercialización directa productor- supermercado, principalmente por no contar con el registro sanitario otorgado por la entidad competente ( registro en trámite). Existe un acuerdo verbal entre MINGA y el supermercado de iniciar una relación comercial en el año 2013. Participaron de las actividades 488 almendreros de los cuales 388 fueron mujeres provenientes de 32 comunidades. MINGA cuenta con un estudio de mercado que le permitirá ir concentrando las ventas en los mercados con mayor demanda. Esta herramienta y contar con personal especializado en comercialización son elementos suficientes para tomar decisiones como seguir ganando nuevos espacios de venta de la almendra chiquitana. El enfoque empresarial de este servicio y el entrenamiento a los productores como seguir abordando el tema de producción y comercialización es primordial para el funcionamiento de esta iniciativa. ANAPQUI Asociación de Productores de Quinua ejecutó el sub proyecto “incrementar la comercialización con valor agregado de la quinua con visión de competitividad” con el objetivo de aumentar y consolidar los canales de comercialización y proyecciones de ventas de productos acabados (pipoca, hojuelas, harina de quinua) de las organizaciones regionales miembros de ANAPQUI (SOPPROQUI, APPROQUYGAN,COPROQUIR-C y MASARTAWI). En los seis meses de proyecto la organización logró identificar los mercados con mayor demanda de los productos acabados de la quinua por medio del estudio de mercado realizado. Se cuenta con una estrategia de comercialización que está en etapa de operatividad, al final del proyecto ANAPQUI cuenta con un punto de venta fijo en La Paz (Super Ecológico) y ha alquilado una tienda en Oruro. Una de las actividades principales dentro del proyecto fue el diseño (elaboración de un manual de control de calidad y trazabilidad) y su puesta en marcha a través sistema de gestión de calidad de la producción de los acabados de la quinua en las cuatro organizaciones miembros de la ANAPQUI asegurando con esto que las hojuelas, pipocas y harina de quinua que se están produciendo en las distintas organizaciones cumplan con las normas y estándares establecidos, dos de las cuatro organizaciones lo están aplicando ( SOPPROQUI y APPROQUYGAN) ANAPQUI está cumpliendo con las condiciones de normas de IBNORCA y Registro de SENASAG para la comercialización nacional de productos. A su vez, se cuenta con un estudio de inocuidad alimentaria para la elaboración de los derivados el cual fue sociabilizado con los productores en las cuatro organizaciones. Se trabajó fuertemente en los productos acabados, los cuales ya cuentan con una imagen corporativa, marca, diseño de etiquetas y envases, y con análisis de laboratorio de INLASA para los productos provenientes de las cuatro organizaciones. A pesar que los resultados alcanzados no se han traducido aun en aumento de las ventas, esta etapa inicial es de gran relevancia al momento de poder ingresar a determinados mercados nacionales. FUPRO NL-KVK-41048542-5677 Promotion des activités économiques à la base dans les filières maïs et soya Addition 2012 - 2015 The FUPRO project will be proposed for IFAD/EU funding. The project has been set up in 2011 under FPP and will be continued under combined IFAD/EU and FPP funding till end of september 2015. The FFP is in average 15% on the whole 3-years period, but it starts with a larger contribution in 2012 and non contribution in 2015, as FFP funding is assured till end of 2014. On AIN, 2012 has been formulated in detail, while for the years 2013 - 2015 the project only gives the headlines, in logic continuation of 2011 and 2012. The project started to be implemented in collaboration with three regional unions, member organisations of FUPRO, and FUPRO central office, in Benin: Mono-Couffo, Zou-Collines and Atlantique Littoral. To new regions, still to be identified based on criteria for entrepreneurial potential, will be added from 2012 on. The project focuses on two main commodities: maize and soy beans, which are local food crops, are locally processed and stocked and do have a large market potential. Both crops are complementary in the local farming system and within the project the larger farming system will be addressed as well (crop rotation, integrated fertilising, etc). The set-up of the project starts with the lowest organised level within the FUPROnetwork, which are the local groups. The working methodology developed by Agriterra is called 'Promotion of Economic Initiatives through Farmers' Participation' (PEIFP), based on former PPP-approach of FAO. The approach focuses on collective economic activities at local level, but wants to strengthen at the same time entrepreneurial, leadership and self-reliance capacities of local farmers, male and female. Once the local level is strengthened this will automatically strengthen higher level organisation, in case of FUPRO the communal and regional unions. For 2012, the three regions will support 50 local groups each. This bottom-up approach is implemented by local staff: each region has five local economic promotors, which will work with local groups and relais-farmers. Part of the program in 2012 will be an international workshop with delegation of several FO's working with the PEIFP approach, in order to stimulate mutual learning and to allow exchange of experiences. FUPRO has a partnership relation with dutch LTO-N. A delegation of three persons went to Benin in 2011 and they retained two recommendations: 1. To promote linkages between dutch and Beninese agri-business initiatives (agri-business mission foreseen in April 2012) 2. to set up a young professionals program. This program will focus on a specific group of young entrepreneurial farmers which will be coached during the project period and have to play a model role. 2011: 1. Contexte et justification Pendant ces premières années, la FUPRO a concentré ses efforts sur la filière coton au détriment des autres filières et des producteurs qui s’y adonnent. Pour y remédier, des réflexions ont été engagées en 2003 et ont abouti à une refondation de la FUPRO qui contient désormais en son sein des organisations territoriales et organisations filières. Afin de permettre à la FUPRO de disposer d’une boussole et d’éviter la navigation à vue, elle s’est dotée, grâce à l’appui financier de son partenaire AGRITERRA, d’un plan stratégique (PS) sur cinq (5) ans 2008-2012. L’une des orientations du PS de la FUPRO concerne le meilleur positionnement de la FUPRO par rapport aux structures étatiques et aux Partenaires techniques et financiers. Au nombre des axes de travail de cette orientation, il y a le développement de la communication institutionnelle, la défense des intérêts, le développement de partenariat, la collaboration avec les OPA. Dans le cadre de la mise en œuvre de certains de ses axes de travail, la FUPRO bénéficie des appuis des partenaires dont le principal est AGRITERRA. Retenu comme OP éligible d’AGRITERRA pour l’année 2011, à la suite de la réforme interne de l’Agence, la FUPRO sollicite à nouveau l’accompagnement d’AGRITERRA pour l’année 2011 afin d’accompagner des unités économiques à la base à travers trois OP membres. Il s’agit de : - L’Union Régionale des Producteurs du Mono-Couffo (URP-MC) ; - L’Union Régionale des Producteurs de l’Atlantique Littoral (URP-AL) ; - L’Union des Producteurs du Centre. La FUPRO-Bénin elle-même en tant que faîtière appuiera les trois (OP) à travers des suivis et mènera des activités transversales (formation des formateurs, mise en relation, etc.) nécessaires pour la réussite des activités économiques choisies. Les entreprises agricoles retenues sont des unités économiques intervenant dans deux principales filières à savoir : le maïs et le soja. Le présent plan d’action a pour objectif général de contribuer à la sécurité alimentaire par l’amélioration de façon durable des performances de l’agriculture, le développement économique et social des régions à travers la promotion des filières maïs et soja. L’objectif spécifique se résume à : Améliorer la productivité et la compétitivité des produits soja et maïs bruts/transformés des producteurs, des entreprises ou unités agricoles à travers l’amélioration de leur organisation, de la technique de production, de transformation et de commercialisation. Les résultats attendus de ce programme sont : - Les capacités techniques et organisationnelles de cent vingt (120) OP (groupements de production, de transformation, de conservation et de stockage) sont renforcées ; - La commercialisation des produits bruts ou transformés est améliorée (part de la production vendue, chiffre d’affaires) ; - Un dispositif opérationnel est mis en place pour la conduite des activités - L’accès aux facteurs de production (semences de qualité, intrants, etc.) est facilité aux producteurs Les capacités des membres du réseau sont renforcées pour des actions efficaces de plaidoyer et de lobbying - La gouvernance au sein de la fédération est assuré Les bénéficiaires de l’appui sont des groupements ou associations/regroupements constitués des producteurs et des transformatrices œuvrant dans les filières Maïs et Soja et appartenant aux régions cibles. Il s’agit spécifiquement d’appuyer pour l’ensemble du réseau cent vingt (120) groupements de production, de transformation et de commercialisation du soja ou du maïs. Améliorer la productivité et la compétitivité des produits soja et maïs bruts/transformés des producteurs, des entreprises ou unités agricoles à travers l’amélioration de leur organisation, de la technique de production, de transformation et de commerc RNIE 2 SACLO Bohicon Benin Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 16. Marketing Aid grant excluding debt reorganisation 197897 197261 money is disbursed directly to the implementing organisation and managed by them Le projet sur l'entreprenariat local dans les filières soja et maïs a démarre en 2011 et s'est poursuivi en 2012 dans les régions Mono-Couffo, Atlantique-Littoral et Zou-Collines. Deux nouvelles organisations membres ont été ajoutées pour cette année, à savoir l'Union Régional des Producteurs de l'Atacora-Donga (au nord) et l'Association Nationale des Femmes (ANAF). Comme résultats importants on peut noter que 209 groupes ont été accompagnés dans l'amélioration de la production et la commercialisation de maïs et du soja. Aussi la transformation artisanale du soja par les femmes a été appuyée. Un dispositif d'appuiconseil pyramidal a été mis en place avec des animateurs et animatrices relais à la base, accompagnés par des animateurs et animatrices des Unions Régionales. Ce personnel a été évalué en 2012. La production de mais et du soja a augmenté entre 2011 et 2012, respectivement de 449 à 814 et de 846 à 1120 tons. Ceci s'explique par une augmentation des superficies cultivées et une amélioration des rendements. Le niveau de rendement moyen s'est amélioré: de 750 à 840 kg à l'ha pour le maïs et de 715 à 770 kg/ha pour le soja. De cette production 345 tons de maïs ont été commercialisés, ainsi que 481 tonnes de soja. Ceci a conduit à une augmentation des revenus des paysans et paysannes. La FUPRO a essayé de développer des services économiques pour l'approvisionnement en intrants (semences améliorées et engrais chimiques) et pour la vente. Pour cette année les objectifs d'approvisionnement en termes de quantité et de qualité et de délai n'ont pas pu être atteints. Comme observations la FUPRO note: - le besoin de renforcer le dispositif des semenciers - le manque d'appropriation des outils de gestion par la base - la faible organisation de la vente groupée - la faible compréhension de l'approche entrepreunariale Pour 2013 les perspectives sont la continuation du projet tout en prenant en compte les leçons apprises lors des premières années. Le rôle de la FUPRO comme pivot dans les processus d'apprentissage doit se renforcer, ainsi que l'opérationalisation du système de S&E. Sur le plan de la production et la commercialisation il sera important de décentralisé davantage la prise de décision et le développement des services économiques. La participation de la base peut se renforcer davantage. PAKISAMA NL-KVK-41048542-5808 Building Agri-Based Social Enterprises in the Philippines DESCRIPTION OF THE PROJECT Goal: A target number of farmers and fishers households have increased yields and income as direct result of participating in cluster, base, and federation strengthening, sustainable agriculture, product and market development, agri-financing, governance, and agri-business enterprise model building activities of PAKISAMA. Expected Outcome: At the end of 26 months starting November 2011, • at least 80% of the target 3,100 farmers/fishers (2,432 from 142 PFF Project-formed clusters plus 668 from 40 new clusters formed) should have increased income by 35% from increased production and market sales; • at least 80% of target 182 clusters, 12 base associations/cooperatives, are providing production/ marketing/ lobbying services to at least 3,100 farmers/fishers; • 48 base associations/cooperatives in the 12 PFF provinces and 49 member provincial and municipal federations in 42 provinces have been diagnosed and intervention plans have been formulated regarding their engagement in agri-business enterprises; • five scaled-up PAKISAMA agri-business enterprises are operating and managed by a separate business unit of PAKISAMA; • PAKISAMA service to members has been rated by the project participants very good at the end of the project given effective and efficient project management by more competent and committed project staff, consultants, volunteers, leaders; functional M and E and financial management systems; effective networking and policy advocacy work Note: For the complete listing of activities, outputs and outcome including their indicators, please see Annex 1: Logical Framework of the Project. Goal: A target number of farmers and fishers households have increased yields and income as direct result of participating in cluster, base, and federation strengthening, sustainable agriculture, product and market development, agri-financing, governance, Partnership Center, 59C. Salvador Street, Loyola Heights 1108 Quezon City Philippines Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 16. Marketing Aid grant excluding debt reorganisation 200000 200000 money is disbursed directly to the implementing organisation and managed by them The project continued to implement activities related to enhancement of the production capacity of the clusters through implementation of training on sustainable agriculture technologies and promotion of appropriate farm practices. Cluster organizing work continued especially in areas which produce potentially marketable products. In addition, a lot of time was exerted to follow up the activities of the farmers’ technicians to improve their own managed farms which usually served as demonstration farms for their clusters and communities. Trainings were conducted. Working partnership with government agencies was strengthened especially with the local government units and the Department of Agriculture (DA). Specifically, PAKISAMA was able to establish a positive working relationship with the Agricultural Training Institute (ATI), the agency attached with the DA which is in charge of developing the capacity of farmers in agricultural productivity. At the national level, PAKISAMA continued to take advantage of current agricultural programs and policies, eg. participation in the implementation of the Philippine Organic Agriculture as member of the National Organic Agriculture Board of the Philippines, and the Sagip Saka Program ; but also pursuing necessary advocacy issues involving issues on land tenure and governance issues. In relation with business development, the major challenge of PAKISAMA is the clarification of the general framework in pursuing its task to develop its business program. It is in search of appropriate approach in doing business and its roles considering the unique situation as a development Federation. In this regard, PAKISAMA employed a mentor consultant to guide itself in this journey. PAKISAMA went through the process of finalizing the identification of its priority cooperatives/associations. These core coops/associations shall be the focus of business development for this project. Profiles of these core cooperatives/associations were gathered as basis for assessing their business prospects. To achieve greater impact, among these core cooperatives/associations, the business unit of PAKISAMA decided to focus on MESAFED in Oriental Mindoro and UGMA in Quezon province based on the following justification: 1) the organizations involved have distinct agricultural commodities which their members are producing in significant scale ; 2) the organizations involved have competitive access to Metro Manila which is the biggest market in the country; 3) these organizations are accessible to PAKISAMA national office providing opportunity for closer monitoring and intervention especially in this crucial start up stage. Test marketing was implemented involving fresh calamansi of MESAFED during the second semester of 2012 as part of the business incubation, a continuing phase of the process which was started way back in year 2011. The test marketing provided the MESAFED leaders and PAKISAMA staff with precious first-hand experience about calamansi trading. Even with their learning in mind, the second try surprisingly did not pursue because it was bogged down by failures in price matching between the farmers and the buyers. Nevertheless, during the last quarter of 2012, test marketing was also implemented for UGMA. They launched 4 deliveries of young coconut (“buko”) to their buyer – a urban poor organized group in Metro Manila. PAKISAMA employed the services of PiNOY ME as its mentor-consultant with respect to business development. The consultant services dealt with 1) mapping of existing marketable products of PAKISAMA; 2) Data gathering of relevant data regarding the production capacity of the concerned organizations, profile of the existing products; 3) discussion on the current status of PAKISAMA business development, and projection of potential directions for PAKISAMA. Lastly, this project exerted efforts to strengthen the membership of PAKISAMA to prepare them to engage in agri-based enterprises. Each of the 53 member organizations was subjected to an organizational diagnosis for the purpose of determining their over-all organizational status. As of reporting period, 75% of the membership has been covered by the organizational diagnosis exercise. From the results of the organizational diagnosis, interventions were developed with the key leaders which then become of interventions to membership strengthening this year. Aside from the organizational diagnosis, a membership registry was implemented whereby all the member organizations individual members listed in a common data sheet. This list will be developed into a centralized membership data base for PAKISAMA. CAZ NL-KVK-41048542-5815 Addressing Cotton Farmers Needs The Cotton Association of Zambia (CAZ) has developed and is currently implementing a Programme Plan “CAZ Addressing Cotton Farmers Needs” to enable the Association address key issues affecting its membership. The goal of the Programme is ‘to contribute to rural poverty alleviation through increased incomes and improved livelihoods of cotton farmers’. The objective of the Programme is ‘to strengthen the capacity of CAZ to satisfy the cotton producers’ needs’. The activities to be financed by Agriterra fall under the following outcome areas: To increase both the cotton yields/ha as well as the quality of the cotton produced. To increase the value addition of seed cotton production through farmer self financing schemes and operation of farmer owned/controlled baby ginneries at DFA level. CAZ is able to adequately represent the cotton farmers in terms of contractual agreements with cotton outgrower/ginning companies resulting in improved contract for farmers. To ensure that CAZ becomes a member driven, well structured & governed organization and sustainable organization with the capacity to provide effective and efficient service delivery in the areas of production, value addition, contractual negotiations and lobbying and advocacy. Plot # 4297, Buyantanshi Road, Zamseed Premises Industrial Area Lusaka Zambia Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 241596 208151.04 money is disbursed directly to the implementing organisation and managed by them The collaboration between Agriterra and CAZ in 2012 was very fruitfull. Almost all the activities could be implemented as originally planned. As mentioned in the mid term report over 2012, there was a need to increase the support to the activities of the outcome area 2 (value addition) in areas of farmer self-financing and the acquisition of ginning equipment. CAZ members could establishing the farmer owned ginning and pressing company in Mumbwa District, in December 2012 already 6.000 cotton farmers are associated with the plant. The expectation is that it can serve 15.000 farmers (6.000 women). The Cotton Association of Zambia is putting lots of effort in organizing farmers in study circles, these circles assist their members in acquiring production knowledge and know-how as well as entrepreneurship and farm management skills. In 2012 the amount of study circles grew with 680, reaching 1618 study groups, with 24.000 participating cotton farmers. In total 1768 study circle coordinators and leaders could be trained. In order to reach out to the target producers, each of the field facilitators worked together with the respective Study Circle Organizers who in turn worked with study circle leaders from each group. This made it possible for the Field Facilitators and the 150 study circle organizers to facilitate training of about 24,000 producers and the targeted 12,000 seed growers. The average seed cotton production of group members grew from 650kg/ha. to 946kg/ha. Female cotton farmers were among those were the increase in production was highest. The Association continued to seeks to introduce activities that will enhance the role of women cotton farmers’ participation both in the leadership of CAZ as well as at all other levels. The activities included specific training workshops by specialized institutions to create awareness of the potential of the women farmers in accelerated development of cotton sector in Zambia. The Association tries to ensure that women cotton farmers are offered higher priority in recruitment for the jobs at the ginneries and in the development of credit and savings clubs in their local communities, woman are increasingly involved in these groups as leader. Study circles now have 35% woman participation. Field Facilitators and study circle organizers sensitized the smallholder cotton farmers’ on gender equality. This has resulted in increased participation of both sexes in the programme activities. The women who traditionally took a back sit have now started to take leadership positions. Among the SCOs and SCLs the participation is as follows 8/81 and 116/713 women respectively. Outcomes planned under Gender and HIV/Aids mainstreaming, were limited as many of the activities, like staff and management training and gender audit and Gender and HIV/Aids mainstreaming toolkit could not be conducted as a result of lack of availability of funds. The Cotton Association of Zambia should continue to improve on its sustainability ratio. This will help the the organisation to be more flexible in taking up financing activities in the field, this will also assure positive visibility of the Association. As per end of 2012 the CAZ website is no longer online, CAZ is working to build a new website were it can show it's services and activities and comminicate results and progress booked by the organisation. UNICAFES-PR NL-KVK-41048542-5574 Cooperativism with Solidary Interaction Unicafes-PR é a união das cooperativas da agricultura familiar de e para os agricultores e representa diversos sistemas cooperativos, e as cooperativas locais a eles vinculadas (cooperativas de produção, cooperativas de comercialização, cooperativas de crédito, cooperativas de assistência técnica). Este projeto é uma continuação do projeto anterior (5215) que teve como resultado a melhoria na gestão das organizações (Unicafes e coops associadas), interação entre os ramos e maior credibilidade da Unicafes trazendo maior representatividade dos agricultores familiares junto a outras organizações locais, regionais, nacionais e internacionais. O presente programa tem como foco os mesmos objetivos do anterior, aumentando sua atuação através das parceiras com outras Unicafes estaduais. Os principais objetivos são: 1) garantir que a Unicafes trabalhe a partir da demandas dos seus membros (as cooperativas); 2) melhorar a prestação de serviços da Unicafes para os seus membros; 3) fortalecer a inserção da Unicafes em Estratégia de Desenvolvimento Local Sustentável (DLS); 4) fortalecer os trajetos de lobby e advocacy da organização 5) Inserir a Unicafes e as suas cooperativas em Estratégias de Desenvolvimento Global Sustentável (DGS): “Cooperação Inovadora”. Rua Nilo Cairo 336, cj 302, 3° andar CEP 8.00.60-050 Centro Curitiba Brazil Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 16. Marketing Aid grant excluding debt reorganisation 296212.98 271077 money is disbursed directly to the implementing organisation and managed by them The project deals with the inclusion of entrepreneurial farmers, youth and women in the economy and society. This has been possible through the socioeconomic empowerment of Member Based Organizations (MBO's) that represent these people. The strengthening occurs through improvement of services quality, training, ability for policy making, representation and lobbying. Moreover, the program promotes solidarity among Trias partners in order to intensify the strength of MBO's, through exchanges of experience, aspirations and acquiring mutual respect. In 2012, Unicafes was focused on its internal sustainability, as well as its members -cooperatives- socioeconomic sustainability. Through Trias program, Unicafes created specific working groups to assist its members in several aspects, such as: accessing or increasing their sales within government programs; increasing women participation on the local economy and in the cooperatives; expanding their coverage area of representation and stimulating interaction among cooperatives, local organizations and partners; improving the capacity building and policy making. Unicafes has been succeed in all aspects, with regard to sales, only for one of the government's programs- PNAE- National Program for School Meals, between 2011 to 2012, its members increased the gross revenues in 16,5%, selling their products . Thanks to the gender program, over to 550 women were attended into courses related to cooperatives, management and marketing. But, the participation of women on the board of their MBO's still need to be increased. Unicafes represented their member in a very successful way, since in 2012 the Government of Paraná passed the State Cooperatives Law of Parana. At the National level, the government passed the Extension Law including specific actions for family agriculture. In addition, Unicafes created the cooperatives regional forums, due to decentralization, these forums facilitated the regionally performance of Unicafes in the state of Paraná. Local organizations gather to discuss their demands and find solutions in a participatory way. But, new regional forums of cooperatives still need to be created, in order to the covering of other regions of the Paraná state. In general the program cover 20 states, due to the support provided to National Unicafes for lobby and advocacy. Unicafes of Paraná is the direct partner of Trias, but the support provided to the National complements the local actions, mainly through approvals of important laws and socioeconomic projects for the Brazilian cooperatives. On the other hand, the broad scope of the project tends to overload the board directors and employees within several demands, sometimes they have difficulties to follow the strategic focus of their actions. Since Unicafes has focused into its economic sustainability, the regional decentralization and the creation of work groups, enabled it to organize its local activities. This strategy combines with the strategic plan of charging the services delivered, offering an organized and proper attention to the member. KENAFF (Kenfap) NL-KVK41048542-5701 Enhancement of Farmer Entrepeneurship for Development (EFED) The Kenya National Federation of Agricultural Producers (Kenfap) is the umbrella organisation of agricultural producers' organisations in Kenya. Kenfap has over 60 area branches (at district level), 36 commodity associations and 15 co-operatives. The membership of KENFAP is about 1,8 million farmers. The mission of KENFAP is to empower the farmers' voice. Under the program Farmers Fighting Poverty Phase 1 (FFP-1) Kenfap has taken up the initiative of realizing micro-projects at the area branch level. In total 50 micro-projects have been implemented. The micro-projects have enabled the members of KENFAP to start small scale economic activities for its members while at the same time generating income for Kenfap branches. Nevertheless, part of the micro-projects suffered from a lack of sustainability due to lack of business planning and economies of scale. Under the program Farmers Fighting Poverty phase 2 (FFP-2) Kenfap still aims to mobilize its grass-roots members around economic activities while incorporating the value chain approach. General objective: 1. To transform farmer groups into entrepreneurial entities through capacity building and engagement with actors in priority value chains for improved rural livelihoods Specific objectives: 1. To enable KENFAP to sensitize and sel Thogoto-Mutarakwa Road Plot 573 43148 - 00100 Nairobi (Kikuyu) Netherlands Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 16. Marketing Aid grant excluding debt reorganisation 375995 600335.62 money is disbursed directly to the implementing organisation and managed by them The Kenya National Federation of Agricultural Producers (KENFAP) aims to promote entrepreneurship of member farmers by organizing existing common interest groups in producer business groups. The producer business groups take up entrepreneurial functions like extension and training of farmers, common input supply, access to markets (negotiating with wholesalers, institutional buyers such as hotels, National Cereal Board, and Companies) and credit, quality control and storage. The EFED (Enhancement of Farmers’ Entrepreneurship for Development) project aims to reach out to 1,250 common interest groups in 2014 organized in 125 producer business groups. KENFAP staff and farm leaders identify and recruit potential common interest groups, guide the process of organizing themselves in business groups, realize necessary training and capacity building of farmers, actively link up business groups to value chain actors, identify specific lobby issues to address, and assure project coordination and monitoring. Gender and HIV/AIDS issues receive particular attention. During group meetings member producers are sensitized on HIV and AIDS to change their attitudes and avoid stigmatizing People Living with HIV and AIDS (PLWHA). In the meetings, key gender concepts were explained and the gender stereotypes demystified. The federation ensured that there was representation of women and youth sections giving 54% female participation in trainings and meetings. End 2012 KENFAP had organized 46 producer business groups (associating 365 local groups) in 6 counties, of which three counties are involved in maize production, two in milk production and one in poultry breeding. The number of business groups and affiliated local groups are less than planned (65 and 650 respectively) because of delay in project implementation and underestimation of the time and steps it takes to organize and register functional business groups. KENFAP has realized a promotion campaign (flyers and radio), implemented training needs assessments, organized sensitization meetings, recruited and trained lead farmers and local technicians, carried out feasibility studies, actively linked up with other value chain actors and facilitated collective marketing efforts. KENFAP reports a positive impact the producer level on both productivity and price of farm products mainly due to the trainings: 1. Poultry groups: hatchability rates from 30 to 80%; number of birds per groups increased and income from 150-250 Kshs to 350 KSH per bird 2. Maize: increase in number per bags (90kg) per acre (from 15 to 20-25), due to increased used of inputs (seed, fertilizer), increase in prices (15-24 per Kg to 30-38 per Kg in Meru), quality (use of moisture meters) and visibility (collection centers) 3. Milk: production (increase from less than 10kg per day to more than 15kg (this depends on the breed); prices and number of buyers (other buyers next to Co-operative Creameries and Brookside) It is expected that coverage and impact will increase with an increase in functionality and maturity of producer business groups. MdP NL-KVK-41048542-5146 Amplifier les initiatives et renforcer les capacités sur 2 zones pilotes de la Maison des Paysans à Tuléar, Madagascar Après 10 ans d'appui par la Coopération française, la MdP a mis en oeuvre successivement deux programmes sécurité alimentaire et nutrition, cofinancés par l'Union Européenne. C'est une organisation maintenant reconnue au niveau régional, impliquée dans la mise en place de centres de services agricoles décentralisés au niveau des districts (zones). L’année 2007 lui a permis de préciser un projet professionnel prenant en compte les changements institutionnels en cours. La MdP joue un rôle important dans la zone Sud (très vaste) de vulgarisation agricole, alphabétisation, et gère de façon efficace un observatoire des filières. Consolider les dynamiques enclenchées et promouvoir les initiatives professionnelles locales. Améliorer les services et transférer une partie de la gestion régionale aux Mdp Zones B.P. 561 Toliara 601 Madagascar Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 05. Membership base Aid grant excluding debt reorganisation 13676 13676 money is disbursed directly to the implementing organisation and managed by them - amélioration de l’autonomie des OPB qui développent des projets en interne avec la MDP (production de pois du Cap, Cuma, etc.) mais aussi avec les CSA et d’autres ONG locales, - amélioration nette de l’organisation interne des Cuma, - besoin d’accompagnement technique aux Cuma par la MDP, dont les atouts pour ce travail résident dans les capacités de l’équipe technique et la volonté des élus qui s’investissent dans le suivi. - amélioration dans la collaboration des DTO/DT grâce à un bon accompagnement de la MDP. Agriterra NL-KVK-41048542-5553 IS-Academy on Land Governance for Equitable and Sustainable Development The “IS-academy” concept was initiated in 2005 by the Ministry of Foreign Affairs of the Netherlands in order to strengthen the role of knowledge and research in the fight against poverty and for sustainable development. In 2010, the IS-academy entitled: ‘Land Governance for Equitable and Sustainable Development’ has been launched. This IS-academy on land governance will operate as a partnership between IDS (University of Utrecht - leading partner), Agriterra, Africa Study Centre (ASC) (Leiden), Chair Disasters Studies (CDS -Wageningen University), HIVOS, Royal Tropical Institute (KIT- Amsterdam), Triodos Facet and the Department for Sustainable Development of the Dutch Ministry of Foreign Affairs (DDE). These collaborating partners have a broad network of local counterparts (including universities, NGOs, producer organizations and other civil society organizations, financial institutions, ministries) and embassies with whom they collaborate in Africa, Asia and Latin America. The IS academy partners will invite their southern counterparts and other organisations based in the global south that are working on land governance to participate in activities of this IS-academy from the start. Land governance today is about managing diverging interests, competing claims, and processes of inclusion and exclusion. It is also about processes of institutional change, as the rules of access to land and the nature of property regimes change, covering a wide range of topics (tenure rights, land administration, land use, systems for dispute resolution, decentralisation). Land governance choices are influenced by paradigms related to agricultural development, private sector development, public administration, law, gender equity, indigenous rights, environmental governance, etc. A range of new, often opposing pressures and interests need to be reconciled. Land governance processes needs to strike a balance between protecting rights and promoting the most productive use of land; between economic progress, sustainable land use and social justice. Although new land policies seek to secure the rights of smallholders, these policies (or other policies) promote large-scale farming and productive use of land. Other issues that influence policies related to land are the aspirations of rural inhabitants to leave for urban areas, the implications for land rights and use of rapid urban expansion, processes of speculation in the peri-urban sphere, and ‘urbanization’. The guiding question of this IS academy is how to optimize the link between land governance, sustainable development and poverty alleviation; and thus how to deal with new pressure and competing claims, while maximizing opportunities for inclusive and equitable development. Willemsplein 42 6811 KD ARNHEM World Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 13. Farmers' access to resources Aid grant excluding debt reorganisation 0 0 money is disbursed directly to the implementing organisation and managed by them Agriterra’s role in the consortium is primarily to enrich the research with questions and issues suggested by farmers’ organisations. On the other hand Agriterra also informs the farmers’ organisations on the results of that research, so they can make use of this in their policy dialogue with government and other stakeholders. In 2012 Agriterra received Landac funds for the study on “improved linkages: transparency and decision and policy making on land governance" (see project 12ef – 5890). This project examines the extent to which the farmers' organisations (EAFF – UNFFE – District Farmers Associations) take part in policy-making on land allocation and the land re/allocation processes itself. It will take stock of the existing procedural issues of consultation, negotiation and consent, the mechanisms by which farmers and their organizations can be included in the decision making processes and understand their land rights. The research investigates the vertical and horizontal linkages that formal and informal membership organizations make use of and how this results in organisations’ agency for actually influencing decision making. The research is carried out by researchers under the supervision of the Eastern African Farmers’ Federation. The final results of this study will be known beginning of July 2013 and will be validated in a workshop in Uganda. Agriterra is a member of the executive committee of Landac and contributes also to other activities of the network. A case in point is the yearly summer school on land governance (in collaboration with the University of Utrecht). In 2012 Steve Muchiri from the Eastern African Farmers Federation gave a guest lecture. In 2013 Agriterra will participate in the summer school by inviting a representative from a farmers’ organisation from Eastern Africa Agriterra NL-KVK-41048542-5567 IFAJ global initiative - Agricultural journalists worldwide supporting farmers fighting poverty The International Federation of Agricultural Journalists (IFAJ) is a worldwide professional association of approximately 3,500 communicators, broadcasters, writers, editors and photographers focusing on agriculture for both rural and urban audiences. The organization's members are mainly in developed countries in Europe and North America, but IFAJ has set goals to expand its reach as the need for more productive, more sustainable global agriculture increases. The goal of the IFAJ Global Initiative is twofold: First, to identify and engage journalists in developing countries to network and gain professional development skills by partnering with ag journalists in developed countries; and two, to provide opportunities for ag journalists in developed countries to cover hunger and poverty issues to increase awareness and sensitivity in readers/viewers at home. In the 2003 IFAJ Congress (the Netherlands) Agriterra organized the participation of journalists from developing countries, which resulted in an annual participation sponsored by the Netherlands. In 2010 the IFAJ held its annual meeting (congress) in Ostend, Belgium. Prior to this event the Belgian IFAJ guild, in conjunction with agri-agencies Trias and Agriterra, extended their input and sponsored and organized a two-day workshop for eight journalists from Africa and S. America. The success of this event has led to the idea of combining Master Classes for ag journalists from developing countries with at least the coming three annual congresses (Canada, Sweden, Argentina). This script covers the 2011 Master Class in Canada which the International Federation of Agricultural Journalists organizes in close cooperation with the Dutch agri-agency Agriterra. The Master Class initiative is aligned with their Farmers Fighting Poverty program, which supports producers’ organizations in developing countries. We can organize this Master Class because of sponsoring by DuPont/Pioneer. Benefits to IFAJ: The initiative will establish IFAJ as a serious organization involved in giving members the kinds of opportunities to report on important issues that are both ag and humanitarian-related. Benefits to Agriterra: Success will be measur Willemsplein 42 6811 KD ARNHEM World Dutch Ministry of Foreign Affairs Farmers Fighting Poverty '07-'10 work area 18: Strengthening of support Aid grant excluding debt reorganisation 5000 0 money is disbursed directly to the implementing organisation and managed by them The IFAJ is a non-political, professional umbrella association for organisations of agricultural journalists in 33 countries. The members of IFAJ are professionals whose mission is to tell the world about agriculture. Early 2011 Agriterra and the IFAJ have agreed to start a 3 year project in order to facilitate access for agricultural journalists from developing countries to the IFAJ network. These journalists will preferably be connected to organisations of small holders, for instance in the network of Agriterra and Trias. Agricultural journalism is after all an important tool for farmers organisations, also in developing countries. As a result, Agriterra organizes 3 Master Classes for participants from developing countries in the 2011, 2012 and 2013 annual congresses of IFAJ. Moreover IFAJ welcomed the participation of agricultural journalists from developing countries who are non-IFAJ members to their annual congress. In 2013 we will evaluate the project and decide if we continue with the Master Classes. In August 2012, the 56th Annual Congress of the International Federation of Agricultural Journalists took place in Stockholm, Sweden, hosted by the Swedish Farm Writers Association. During the IFAJ Executive Meeting in Berlin in January 2011, our plans and the criteria were presented and a special meeting was held with the organizing committee on the program and possible workshop teachers. In the months prior to the congress, we approached experienced IFAJ member journalists with a particular expertise to be responsible for one of the workshops, like on ethics or on new media. The setup of the final program aimed to give the participants tools to improve their journalistic skills, both by the workshops and by contacts with colleagues during the congress. Agriterra invited 10 journalists from developing countries. Our involvement ensured the participation of genuine rural journalists and communicators, based on our vast experience with producers’ organizations and farm-related media in developing countries. Six journalists were covered by our BAT/Pioneer sponsorship, the Dutch and American guilds each sponsored the attendance of one journalist and the Uppsala University covered the costs of two journalists. Like we did in Canada in 2011, the Master Class was for the larger part combined with another IFAJ initiative: the Boot Camp for Young Leaders, sponsored by Alltech. We can conclude that the Master Class results come up to the aims and benefits that we determined before we started. Main results are: - The General Assembly approved the strategic plan in which the IFAJ becomes more global and more open for non-member countries. This has been one of my goals from the beginning when I discussed IFAJ membership with presidium members in Belgium. For those countries with a national product per capita below 8.000 euro, the guild will not be obliged to pay membership fees. - The Master Class and also Agriterra and the Farmers Fighting Poverty program were mentioned at all official gatherings throughout the whole congress as an example of a fruitful cooperation and a successful event. It was tweeted very regularly and articles on the subject were written/broadcasted, like on the IFAJ-site itself, on the AgWired site, on farmprogress.com, in the Swiss “Landwirtschaftlicher Informationsdienst”, on the special IFAJ2012 blog, in the newsletter of the Dutch NVLJ and on several national websites of IFAJ member guilds. We asked the participants to send in their communication on the event. On Youtube we find an interview with Calvin from Zambia (ZNFU) on his participation in the master class. - Participants have contributed with an article to the special magazine of the Dutch cooperative council. They also provide articles on the new FFP platform. In the countries of the participants there was a lot of communication on the master class and the congress, like on Farm Radio Weekly in Burkina Faso and on their website. Farm Radio Weekly is a news and information service for rural radio broadcasters in sub-Saharan Africa. It is published by Farm Radio International. In Tanzania the Sahara Media Group broadcasted a documentary on the subject. In Gambia we find several articles on the congress and master class on the Gambia News blog from Sang Mendy. On the website of CAPAD in Burundi we find an extensive article of John Ininahazwe from Burundi. - In India, master class participant in 2011, the agricultural journalists and communicators in the agri sector have organized themselves in an official farm writers guild and applied with positive result for official membership at this year’s General Assembly. - This master class led to two new partnerships between member guilds and journalists/guilds from developing countries, being the USA with Zambia and Denmark with the Gambia. The journalists from Tanzania have applied for help from the IFAJ in setting up a guild in their country. - Lots of IFAJ member journalists showed interest in the Exposure-4-Development media tour which Agriterra organizes for the IFAJ in November 2012. This press tour is also part of the project 10-5567. It strengthens the believe that these are the kind of services that IFAJ members appreciate. - All attendants have indicated by mail that they gained a lot of knowledge, experience, new ideas, contacts and hopes for their future work from attending the master class and the congress. - Agriterra received calls/mails from IFAJ member journalists regarding articles. Unfortunately in the case where a journalist wanted to visit one of our projects, it concerned a country where we do not work (South Korea). - An Agriterra liaison officer now has help from the IFAJ members in Argentina in working out a communications issue in Bolivia as part of a development project. The communications officer of the farmers’ organisation is lobbying with the government towards a Memorandum of Understanding on agricultural communications in Bolivia. As both native Spanish speakers and IFAJ member journalists, their advice on the content is very helpful for our Bolivian client. - The sponsors indicated that they were happy with the Master Class, the way it was organized and the high level of the program. The sponsors had the opportunity to address the Master Class participants directly, but were also recognized at several other moments during the congress. - Finally the whole event was a very good long term investment. Meeting and talking to so many journalists from all over the world made us truly believe that in some years every farm journalist will directly think of Agriterra and the Farmers Fighting Poverty program when talking about agriculture in relation to development. It will also help to identify journalists for the AgriPool (part 3 of our project), the pool of experts that Agriterra can call upon to take part in international work visits. Perspectives for the future There is always room for improvement. Suggestions were done both by the attendants on the last day and by the organizers after returning from Sweden: Again we experienced that keen selection at the gate pays off. The quality of this year’s attendants was absolutely terrific. This year we used articles for a Dutch magazine as a selection tool, next year we can use the FFP website, probably linked to the IFAJ website, on which potential participants will write articles moreover, not only after a congress. The IFAJ president (or the new paid officer within the IFAJ) will contact the sponsors on a renewal of the sponsoring contracts. The next IFAJ congress will be held in Argentina from September 1-5 2013. This means we will held our master class on August 30 and 31, starting with a ‘getting familiar evening on August 29. In case there would be no sponsor found, Agriterra will no longer be able to organize the event. For Agriterra the investment in time is huge and it is therefore clear that all direct expenses have to come from a sponsor. We start in an early stage – end of 2012 - the search through our liaison officers for competent and qualified journalists who, once selected, will contribute on a regular basis with articles on specific subjects. During the search, the selection criteria that we used for the 2012 class will stay valid as they proved to work very well. CFAPCambodia NL-KVK-41048542-5611 Strengthening of small farmers groups and improving their market access The project will be executed during two years (2011-2012) in four provinces of Cambodia (Svay Rieng, Prey Veng, Kampong Speu and Kandal). The aim of the project is to improve the livelihood of member farmers through rural economic activities in vegetable and rice production and in marketing. 250 groups will be established/strengthened. They will receive various trainings and exchange visits to demonstration farms. Access to markets will be improved through organising traders to come to collection sites and through market surveys and market information systems. 3500 Farmers (of which 55% women) will participate directly in the project. It is anticipated that for 70% of these farmers the production will increase by 40% and their income by 50%. Improve the livelihood of member farmers through rural economic activities in vegetable and rice production and marketing. Street no. 110, House no. 4B, Vealyon village, Sangkat Svay Rieng Svay Rieng Town Cambodia Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 16. Marketing Aid grant excluding debt reorganisation 94678 99245 money is disbursed directly to the implementing organisation and managed by them The general objective of the project was that for 70% of the farmers their income would increase by 50%. Specific objectives were to increase the production of vegetables and rice, to improve access to markets, to develop businesses and investment planning and to build the capacity of CFAP staff (especially in leadership, M&E and business management). The project has only been a succes to a limited scale. This is motivated below. Improved production: CFAP reorganised 306 groups (instead of planned 250) and new leaders were elected. Average size of the group is 7-10 farmers. CFAP with help of SNV established 50 demonstration plots (of which 17 headed by females) as planned. On these demonstration plots 260 groups got technical trainings (vegetable, rice and chicken) with in total 3022 farmers gaining knowledge, which is less than the target of 3500 farmers. CFAP was not able to establish contracts with input suppliers for high quality seeds, but IDE sells to CFAP members on verbal agreement. 132 (instead of the planned 250) saving groups are active now. Less farmers could join the training because the training was organised during the rice harvesting season (so not such a good timing by CFAP). Two study trips were organised, one on savings to CCSF in Battambang, and another to a melon growing association in Siem Reap. It is however unclear what has been learnt from these study trips and how it will be put into practice. The quantified data on production increase are difficult to assess, because the quality of the data is unclear. Based on the data given by CFAP, the production of vegetables have been increased from 2333Kg/ha/hh/yr to 7170kg (=+200%). Improved market access: CFAP organised the establishment of 15 collection points (as planned). These were however located at the member organisations, whereas these might not always be the good location for collective selling. Moreover, only 4 sites are active (according to CFAP because of lack of capital to run), and so far, these collection points are merely used to sell inputs to members. There is no or very limited collective sellling to traders yet, only individual selling. CFAP has not yet been very succeful to organise contracts with traders. In fact, the marketing strategy is yet unclear as CFAP and its member organisations lack capacity and visioning in this aspect. Member organisations were trained by CFAP in bookkeeping and data recording (30 male and 11 female). 530 groups leaders/vice leaders (147 female) got training from SNV in marketing planning and enterpreneurship, these were farmer group leaders as well as leaders from member organisations. A telephone desk for market information has not become operational. Instead member organisations do market surveys twice every week, and CFAP at monthly basis. It is questionable whether this is useful for farmers, as the information is presented on information board of the member organisations, which are of course not visited daily by the farmers. Member organisations and CFAP have developed a database for production, income and expense data. It is yet unclear whether these data reflect the reality as not all farmers record these data consistently (see also first objective). The quantified data on income increase are difficult to assess, as the quality of the data is unclear. Based on the data reported by CFAP, the average income from sales of vegetables is increased from 3,499,500KHR/ha/hh/yr at the start of the project to 10,755,000KHR/ha/hh/yr at the end of the project (=+200%). Business development and investment planning: Member organisations received business planning training, by local trainers. The resulting business plans are yet unknown to Agriterra. Capacity development: Training on leadership, M&E, business management were implemented by CFAP with support from local trainers. The planned evaluation workshop was not implemented, due to liquidity problems. At the end of 2012, part of the the project (only in Svay Rieng with respect to vegetables) was evaluated by external consultants commisioned by SNV. The quality of the evaluation is not very high, but it did became clear that CFAP does not have the sufficient knowledge on how to facilitate marketing of its members. According to Agriterra, a drastic change in project / organisational setup is needed as well as a change in approach. The current project will be extended with half a year as a bridge funding to further discuss with CFAP Boad and member organisations what would be a better approach and the consequences for support by Agriterra. KIDFA NL-KVK-41048542-5631 Promotion of oil seed production, value addition and marketing Kitgum District Farmers’ Association (KIDFA) is a member based organization whose mission is ‘to increase farmers’ household incomes in Kitgum district through modern agriculture’. KIDFA provides various services to farmers which include amongst others: training, agricultural extension services, collection and dissemination of market information. By the end of 2010, KIDFA had three thousand seven hundred twenty members (3720) members and the number is steadily increasing. The farmers are well organized with leadership structures from the grassroots (parishes) up to the district level. Agriterra supported KIDFA to develop management tools for the association, which included the following: a human resource and administration manual, finance policy, the constitution, a strategic plan and a business plan. More farmers were mobilised and sensitised, membership grew well. In spite of the fact that farmers in Kitgum have increased production of oil crops, they continue to fetch low income. This has been attributed to selling their produce individually and the poor quality associated with the produce mainly attributed to lack of proper post harvest handling equipment and techniques; and minimal value addition. This project intends to: “Enhance the promotion of oil seed production, value addition and marketing in Kitgum district.” The project shall be implemented by KIDFA for a period of one year effective July 2011 – June 2012. It targets to benefit 2000 farmers, all members of the Association, organised in 80 groups of 25 members each. The Association hopes that the intervention of this project shall improve on the household income of the farmers through collective action (i.e. bulking in proper storage facilities), value addition by proper post harvest handling techniques, establishing and training marketing groups, avail farmers with market information, packaging and processing and finally foster asses to oilseed markets. This in the long run will lead to improving the Association’s income base through membership contribution and commissions on produce/product sold. Promotion of oil seed production, value addition and marketing Uganda Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 15. Processing and handling Aid grant excluding debt reorganisation 8065 525 money is disbursed directly to the implementing organisation and managed by them KIDFA embarked on promoting oil seeds production that had been running since July 2011 to July 2012, farmers were supported in areas of group capacity, agronomic practices, pest and disease management market information and marketing. Challenges that had entangled enterprise promotion had been addressed and successes were registered in a number of areas that led to the improvement of quality seed, agronomic practices, pests and diseases control, post harvest handling and storage. As an impact on the farmers’ economic livelihoods, there was a great need for the association to continuously address issues of post harvest handling, collective marketing (bulking) and value addition for a sustainable improvement in household incomes. KIDFA and its members was able to bulk and marketed up to 20.000kgs of sunflower and sesame. Mobilization was successful all intended beneficiaries were reached and registered as project members and subsequently increasing the association membership by 20% and income base. In total 80 groups were reached. The existing groups would be strengthened from time to time and supported to build up strong groups. More groups could be build along this arrangement. 310 groups executive members and groups leaders were trained in strengthening the management skills (finance, governance). Training on agronomic practices was conducted in two phases, session 1 class room on theories and practical in the field, coverage included land tillage, weeding, soil and water conservation, raw planting. Members were able to apply the knowledge in their groups on their garden, of the 80 established 98acres most principles in practice were observed in the season. Out of the 2000 active members 1980 managed to attend trainings. 480Kgs of sunflower seed and 480 of sesame 11 were purchased distributed and planting by 80 groups. All groups that benefitted gave a return of good viability report. Planting materials demand is a continuous that would require a mechanism that avails seed to framers in Kitgum for KIDFA farmers. Training were conducted in all the groups on pest management so that group members were able to control losses that would occur through pest destruction; framers embraced the training and put a lot of effort in implementing the leanings. Challenges are to get access to pesticides in time and covering the costs. Post harvest training benefited members as it made it possible for the members to have improved quality outputa combined effort of improved production methods followed proper post harvest handling. 80 groups received training. There has been increase in quality and quantity of production thanks to the project. This was noted from well dried moisture free seed, properly cleaned seed and good coloration of the produce. Most groups produced up to 480kgs per sack sunflower and sesame. The produce bulk was about 50% more compared to the other years. Market information was provided via radio broadcasts and sharing of information in the groups through questions and answers. Getting the right information accelerated the groups interest to bulk and sell jointly for a better price. With proper market information farmers were able to get a better price,per kilogram they received up to 800= Ugshs compared to 500= Ugshs when produce was sold on individual basis. Processing sunflower to cooking oil left farmers with another opportunity of income generation, cakes, left over from pressing, were processed to animal feeds and sold and also contributed to increased household income. Agriterra NL-KVK-41048542-5653 Advocy and innovation; advisory services and missions 2011: for kick off activities (missions and desk days) of team' advocacy and innovation' until specific client projects are approved 2012: internal project team advocacy and innovation related to registration of DD and DN hours of clients that will be phased out, with status 'finished' projects and some minor work remaining. 2013: internal project team advocacy and innovation related to registration of DD and DN hours of clients that will be phased out, with status 'finished' projects and some minor work remaining. Willemsplein 42 6811 KD ARNHEM World Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 02. Human and other resources Aid grant excluding debt reorganisation 0 0 money is disbursed directly to the implementing organisation and managed by them no local costs involved. This concerns an administrative project for activities that cannot yet be included in running projects like prospection missions etc Agriterra NL-KVK-41048542-5655 training material development for farmers organisations and cooperatives 2014: FACT materials will be further finetuned this year. A Training of Trainers guide will be prepared; FACT readers will be translated further in various languages; FACT 2.0 will be developed based on input from users, trainers and advisers; FACT cases will be developed based on best and worse practices; A FACT agripoolday is planned and a Summerschool where guidance to FACT trainers and FACT agripoolers is given and input received about further development of the material. Deepening of FACT will receive special attention in order to develop the 4 pillars further. The leadership skill manual will be piloted in 1-2 countries and based on that finalised. Distance learning activities will be set in motion based on a feasibility study conducted. 2013: FACT (Farmers Advocacy Consultation Tool) (formally called PGPP) finalisation and roll out in Asia, Africa and Latin America. The FACT material consists of a reader (handbook with background information), participants workbooks (1+2) for attending the workshops, facilitators guides (1+2) supporting the facilitator in conducting the workshops. In 2013 the reader will be made available to the general public. Attention will be paid to developing a network of AgriPoolers around FACT trajectories. Hence a number of Training of Trainers will be conducted in the course of the year. Module for leadership competences will be prepared. This module can be used seperately from the FACT traject or in combination whenever needed. The module will be tested among a number of FO's. Other training material development may occur as and when required. 2012: My.Coop training package aims to strengthen the management of agricultural cooperatives in order to offer high quality, efficient and effective relevant services to their members. A consortium of ILO, Agriterra, WUR and KIT hsa been developing the My.coop training package. This training package will be made available on line (web based) as well as in printed form and will be free downloadable for interested parties such as cooperative colleges, platforms of producer organisations and service providers of cooperatives and producer organisations. PGPP (Participatory Generation of Policies and Proposals) material development to be used for farmer organisations active in the field of advocacy and lobby. Piloting in 3 continents. Enhancing lobby capacity of farmers organisations through FACT Willemsplein 42 6811 KD ARNHEM World Dutch Ministry of Foreign Affairs WA3 Policy elaboration & advocacy Deliverable 11. External communication Aid grant excluding debt reorganisation 0 0 money is disbursed directly to the implementing organisation and managed by them 2012: This year two my.coop training courses were conducted in which both Agriterra liaison officers as well as staff and board members from various farmers organisations participated. The course has been conducted in both English and Spanish. Course fees were subsidised for farmers organisations that are client of Agriterra. While in the first course most participants completed the course in the second course this was much less. Most important cause has been the expectation match with the content of the distance learning course. Many participants expected a course in cooperative management while it was meant for trainers of cooperative managers of leaders. Hence this will be more explicitly communicated from 2013 onwards. Agriterra supported also the translation of the whole distance learning package in French in order to allow a larger group of farmer organisations to make use of this training material. The first french course is expected to take place in Autumn 2013. QTCA NL-KVK-41048542-5676 Preparing for enhanced competitiveness of cooperatives in the market History and context: The proposal is a clear follow-up to the evaluation mission implemented by a consultant of Agriterra end of 2010. The recommendations from this evaluation mission are included in the proposal. The evaluation mission has recommended this bridge year, to enable QTCA to implement an improved value chain analysis for 3-4 commodities and to gain experience with improved Voucher Fund use and CDF implementation, before entering into a second fullfledged project phase. Summary of the proposed project: This one-year bridge project will prepare QTCA for providing better services to their member cooperatives in access to markets and finance. The objectives are: • To prepare a deeper analysis of 3 value chains (pig, high quality rice, safe vegetables), with strongly motivated intervention plans, as bases for a second phase project proposal for mid 2012 - mid 2015 • To prepare a business plan for the Co-operative Development Fund (CDF), through which members can apply for a loan to invest in their cooperative business • To enhance the competitiveness of 26 membership farming cooperatives in the market through the use of a Voucher Fund which will enable the cooperatives to access innovative technologies and business development services • Organisational strengthening of QTCA, especially with respect to M&E, clear roles and responsibilities and impact measurements. Improving capacity of QTCA on value chain analysis, voucher fund management and cooperative development fund management, to prepare the project proposal phase 2. Ly Thuong Kiet Street no. 5 Dong Ha Town, Quang Tri Province Vietnam Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 14. Farmers’ access to inputs Aid grant excluding debt reorganisation 3572 15404 money is disbursed directly to the implementing organisation and managed by them Specific union for farmer women in Jordan NLKVK-41048542-5684 improving the standard of living for farmer women Female entrepreneurship in Jordan has played an important role in changing public attitudes towards women. They have gained more respect inside their families, as they were considered more reliable, productive members of the family, for contributing to the family’s income. The position of women in the Jordanese workforce has grown at various rates during the past half century. Today, 14.9% of Jordanian women are employed in the workforce. Improvements have been significant regarding women’s ability to ascertain education and medical care, with their shares in terms of life expectancy and educational achievement being nearly equally distributed. However, the gain in economic and political participation and in some legal rights has lagged behind. Women are less likely to have their own wealth due, partially, to the prevailing inheritance law. For example, only 10.4% of women own real estate; males have the vast majority of agricultural land holdings, compared to a mere 2.7% of females being agricultural land holders. The Specific Union was established at the beginning of 2007 as a volunteer union and all of it’s members are farmer women. It was established because a lot of farmer women in all Jordan realised the hard circumstances and big difficulties that women face like: lack of occupations, poverty, low standard of living, violence, lack of awareness about family planning and lack of the use of agricultural land. The Specific Union of Farmer Women in Jordan is changing the stereotypical image of women and proves that Jordanian women are capable of participating in the social and economic development if they have the opportunity. Entrepreneurship raises the income in the family. Thanks to the Specific Union women meet and receive different trainings. The Specific Union of Farmer Women in Jordan started with 7 agricultural societies in Jarash and Ajloun. The 2011 project creates potential for a great diversity of economic activities by Jordan rural women to improve their standard of living. Economic empowerment and capacity building for rural women and girls is giving them the opportunity to develop their projects and to market their products. It builds capacity for the members through awareness workshops and training sessions, meetings and shows (organised for 1020 women). The total outreach of the project is: 1020 trained women and 1332 members of societies. The target areas are the rural communities which suffer from big difficulties and problems like: low living standards, poverty, and unemployment, lack of awareness, women neglectfulness and lack of equalization between rural women and women in the cities and between rural women and men. Developing women in rural communities is the basis for developing rural communities and it is part of a comprehensive development of the community. The objectives of the project stem from the objectives of the specific union which are: - Develop rural women to be equal to men and fight for the rights of women and girls in rural communities in Jordan. - Diversify income sources through support performing income generating projects by giving turning loans - Capacity building and empower rural women with capacity developing for rural girls by giving educational loans to activate their roles and function in building a healthy society. - To raise women awareness. - To increase their representation in the General Jordanian Farmers. The expected results of the project are: 1- Raise living standards for rural communities in Gor, Irbid, Al Mafraq, Al Balqa, Al Tafilah and Karak through performing income generating projects which will be performed by women and which will reflect on their families. 2- The rate of educated girls with increase in the two areas. 3- Women will be able to provide their needs themselves which will raise their living standard and empower them without waiting for outer support which reflects on their abilities and interacting in the society. Women will be able to make decisions and to participate in the local policies in the area. Training courses for the establishment of project management and to encourage women to work and produce. And courses in the packaging and sale, purchase and treatment of customers so that it matches the specifications and standards. And participating in exhibitions, interior and exterior. The project contributes to solving the problem of marketing and developing the concept of production and marketing to women and women's associations and increase agricultural productivity, and the project will focus on the implementation of awareness programs and workshops for farmers. Announcing the starting of the project by media campaign: 1- training sessions for farmers about how to start their projects and writing proposals. 2- workshops each one lasts 3 days in Gor , Irbid ,Al Mafraq , Al Balqa ,Al Tafilah and Karak about Jordanian laws which related to women rights. 3- Hold 4 meetings for the specific union for Jordanian farmers women to establish the net work contains rural women in the region with women organizations to work together for women rights. 4- Copy brochures and posters about the union and the project. 5- workshops for rural women about election to encourage them to participate in elections and represent themselves. 6- training sessions for rural women in agricultural projects. 7- Workshops and training sessions in packaging products. 8- Training sessions on marketing the products. 1) Develop rural women to be equal to men and fight the rights of women and girls in rural communities in Jordan.
2) Diversify income sources through support performing income generating projects by giving turning loans.
3) To rise women awa Jordan Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 06. Diversity policy Aid grant excluding debt reorganisation 17882 16997 money is disbursed directly to the implementing organisation and managed by them The contract of the Specific Union ended at the end of June 2012. The Specific Union has organized a lot of trainings directed to their women members. These trainings concerned empowerment of women by training them about their rights, how to start agricultural projects (calculate costs) and transform their products, how to package them and to market them. The relationship between the Specific Union and the members became stronger, the number of members increased. The project performed many impacts at the members level. They wrote about the project in the media (TV, newspapers, etc) . The Specific Union connects productive women with external markets and that raised their standard of living. By increasing their income generating products, and their marketing, the benefits of their activities reflect on the women, also on their families and their children. Women now participate in the family. Children are taught how to develop agricultural products. The participation of the members of the SU increased: they now attend meetings, participate in training sessions and workshops. The president of the Specific Union participated in the JFU elections (Jordan Farmers Union) as a candidate to be a member of the board. This time she didn't succeed, because the idea of women participation in the JFU is in its beginning and she is now a "reserve" member; but she still has aspirations for next elections. The network of the Specific Union is now strong in Jordan and they plan to expand it to other Arab countries, by networking. ACCU NL-KVK-41048542-5714 Establishing a member-led savings & credit union The organisational strengthening of the Savings and Credit Unions Development in Laos (ACCU-SACUDIL) is a follow up of project 5052. The focus is on establishing a sustainable member led savings and credit union in Laos with the expertise of ACCU. A technical adviser, subsidised with funds from PSO-The Netherlands, will support SACUDIL in the field of organisational development. The Core objective of this position is capacity building of involved agencies and participating associations in establishing necessary organizational structures and management and governance mechanisms. It is expected that from mid 2012 onwards ACCU-SACUDIL is able to continue functioning without an external technical advisor. capacity building of ACCU-SACUDIL and involved agencies and participating associations in establishing necessary organizational structures and management and governance mechanisms. 8th floor U tower, no. 411 Srinakarin Road 10250 Suanlang, Bangkok Lao PDR Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 02. Human and other resources Aid grant excluding debt reorganisation 8172 11144 money is disbursed directly to the implementing organisation and managed by them 2012 Overall the commitment of Village Development Fund organisations (VDFs) to adapt to the Savings and Credit Union (SCU) model has grown over the years in several villages. The project has experienced a decrease in resistance to change and an increase in understanding of the SCU model. The project supports VDFs in the start up phase, operational phase and process of transformation into a formal financial cooperative (SCU). Out of 13 Village Development Fund (VDF) organisations in 2011 3 had registered as Savings and credit Unions (SCU) and received an extension in 2012. In 2012 another 3 VDFs have submitted their application to be registered as SCU. The project has assisted SCU and VDF in changing their language from a credit driven institution to one focusing on savings. This has resulted into awareness raising among villagers about existing SCU where they can safely deposit their savings. The transformation from SCUs into an association of SCUs (ASCU) is in its first step. The first registered SCUs are to form a foundation of the association. The external adviser (subsidised by PSO) has completed her term of one year in July 2012. With support of the external adviser the project has laid the foundation to roll out and promote the Savings and Credit Union model in Laos including the organisation of people at village level and effective delivery of credit and facilitation of savings. The external adviser has focused on guiding, training and coaching of project manager and other staff in the project office. This has resulted into a.o. developing more professional processes in planning and managing meetings as part of good project management and organisational improvement, performing needs analysis for capacity building of project and manager and setting up training and coaching programmes, ensuring that working culture of ACCU was adapted to the local situation, build capacity on monitoring and evaluation including developing new result based monitoring instruments. Close monitoring of staff's role in strengthening SCU was required because of their limited qualifications and regular staff turn over. This remains a big challenge and affects the capacity strenghtening of SCU and VDFs to a large extend. The most significant added value of the external adviser's support to project staff has been on the level of strategic, logical and holistic thinking that is complementary to the project management and technical know-how. TUSOCO NL-KVK-41048542-5717 Desarrollo rural posicionando la oferta de turismo comunitario en el mercado Adición 2013 - Descripción: El plan operativo anual 2013 quiere consolidar la empresa operadora TUSOCO VIAJES con enfoque de auto gestión, apoyar a los emprendimientos que han incursionado en el mercado con buenas perspectivas pero que todavía tienen debilidades en la gestión y organización y finalmente continuar trabajando la oferta para el turismo nacional y regional (Argentina, Chile y Brasil). Este plan busca complementar los resultados planteados por la intervención 2011 – 2012 apoyado por AGRITERRA que ha dado como resultado un claro avance hacia la auto sostenibilidad de la empresa. El punto de rentabilidad (equilibrio) tiene fin del ano 2012 un valor de 0,80 lo que indica que TUSOCO VIAJES encuentra próximos a ser auto sostenible. Con la meta de ventas prevista este año, que debe superar los Bs. 468.609, TUSOCO VIAJES puede pasar el punto muerto. 2011 - 2012: La Red TUSOCO es una organización sin fines de lucro, como Asociación de emprendimientos de turismo comunitario de toda Bolivia, de derecho privado amparada en el Código Civil, fue creada el 3 de febrero del año 2005. La misión de la Red TUSOCO es: ser una organización que asocia e integra a emprendimientos de turismo solidario comunitario, campesino indígena, Institución que brinda servicios para el desarrollo de sus asociados y representa sus intereses ante el gobierno y otras instituciones, que propone y aporta al desarrollo económico de las comunidades rurales del país. TUSOCO VIAJES, es una empresa “operadora de turismo” de Responsabilidad Limitada (S.R.L.), de propiedad de los asociados a la Red TUSOCO. Opera, promociona y comercializa los productos de los emprendimientos a nivel nacional e internacional e innova y desarrolla rutas y paquetes turísticos, de corta, mediana y larga duración, como programas de voluntariado. Agriterra colabora con TUSOCO desde 2007. Primero en sus áreas estratégicas de fortalecimiento institucional y fortalecimiento interno, segundo en el área de fortalecimiento comercial. Es importante de trabajar la calidad de los servicios turísticos de los emprendimientos afiliados a la Red que tienen ofertas en el mercado a través de TUSOCO VIAJES. Para el año 2011 se tienen 18 emprendimientos afiliados activos y 5 emprendimientos pre afiliados. Si bien se comenzó a realizar ventas directas de tours desde el segundo semestre del año 2009 y desde del traslado de la operadora TUSOCO VIAJES a finales del año 2010 a la ciudad de La Paz; hubo con las pocas ventas un crecimiento de aproximadamente 20% al año. Entonces en el plan de negocios de TUSOCO VIAJES LA PAZ ajustado para los años 2011 a 2014 se proponen metas para lograr la sostenibilidad económica financiera de la operadora en tres años. Es primordial de asegurar la solidez y sostenibilidad la estructura organizativa de cada uno de los emprendimientos. Se debe continuar apoyando el desarrollo de valores y capacidades colectivas, identificar y apoyar a los líderes en gestión administrativa y a los responsables del negocio en gestión comercial; así también desarrollar recursos humanos con competencias para el funcionamiento y avance hacia la autogestión de TUSOCO VIAJES. Objetivo general Contribuir al desarrollo rural de Bolivia a través des incremento y diversificación de la economía local en comunidades campesinas e indígenas. Objetivo de proyecto Desarrollar la calidad y la variedad de los productos turísticos de asociados de la Red TUSOCO y posicionar la oferta de TUSOCO VIAJES en el mercado internacional y nacional, con sensibilización para un turismo responsable, solidario y comunitario. Tusoco Viajes increases income generation among rural farmers in Bolivia Calle Junín S-364 entre Jordán y Santivañez Cochabamba Bolivia Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 30798 38853 money is disbursed directly to the implementing organisation and managed by them The year 2012 was foreseen to be the last year of Agriterra’s support to Tusoco Viajes, the economic branch of the Tusoco network that promotes community tourism among its members, being farmers and rural communities in Bolivia. In 2012 Tusoco Viajes strengthened its entrepreneurial and management skills among its members. They diversified the touristic packages (including lodging facilities and quality) for tourists in the rural communities. For example, new tracking routes have been developed and 39 tours were sold in 2012. In terms of communication technology Tusoco Viajes has focused on both internal and external communication. A baseline study was executed among the members to see what kind of communication means they have available in order to see how to upload or download communication within the organisation. The website has been updated and new brochures have been printed. Remarkable for Tusoco Viajes is that for the first time since its creation, a woman has been elected to become a Board member. Another change is that more and more youngsters are becoming interested in this economic activity instead of looking for a job in the city. Tusoco Viajes changes its attitude with respect to learning, monitoring and evaluation. In 2012 the business plan was closely reviewed and the financial evolution was assessed. As a result the business plan has been updated, obligations the members have to fulfil are well monitored and action is taken upon. Hence two members have been dismissed and four new members have adhered to Tusoco Viajes, bringing the actual number of members to twenty. With respect to lobby and advocacy Tusoco has participated in the Farmers’ Advocacy Consultation Tool Training. As a result of this training Tusoco Viajes has been able to capture some local funds or come to a signed agreement of collaboration with local government. Furthermore promotion activities have been executed. More and more Tusoco Viajes is visible on national and even international holiday fairs. Tusoco Viajes can even be spotted in London or Berlin, promoting its tours. Though it was expected that Tusoco Viajes could reach the breakeven point by the end of 2012 this goal has not been achieved. However, its financial autonomy has increased in 2012 and the branch has proven that it can organise and sell tours to tourists on its own. In this way Tusoco Viajes contributes to the development of rural areas in the country, by creating more jobs and increasing income generation. With a little support Tusoco Viajes can reach the breakeven point. It is suggested to extend this project for another six months before phasing out. CSF NL-KVK-41048542-5719 La inserción de productos de pequeños productores en mercados orgánicos OBJETIVO DEL PROYECTO: Desarrollo de una estrategia de promoción que facilite el acceso comercial de productos de pequeños productores socios de Cooperativas Sin Fronteras (CSF) a los mercados orgánicos y de comercio justos nacionales e internacionales. CONTEXTO: CSF cumple un papel articulador y catalítico en el ingreso a estos mercados en la medida que proporciona diversidad de productos requeridos por ellos y cuyo origen proviene de organizaciones de pequeños productores orgánicos y de comercio justo, intentando lograr la mayor cantidad de valor agregado como sea factible. Se trata entonces también de romper el rol de las cooperativas proveedoras de materia prima, que se limita a una relación con el importador y rara vez llegan al distribuidor o consumidor. Este proceso se ha ido consolidando en la relación comercial con Alce Nero en Italia. ANTECEDENTES: CSF desempeña un rol de facilitador de la relación comercial entre los mercados internacionales y los socios productores latinoamericanos, apoyando la demanda, la oferta y la calidad del producto. Se propicia la exportación directa de los socios de las cooperativas a los compradores en sus diferentes nichos (Alce Nero en Italia; Ethiquable en Francia y La Siembra en Canadá) OBJETIVO, RESULTADOS Y ACTORES: Este proyecto busca fortalecer la relación comercial entre socios productores y el socio comprador de Canadá, Cooperativa La Siembra. La relación comercial debe ser ampliada propiciando valor agregado e identidad de la relación establecida entre los socios. CSF estima que las relaciones directas entre socio comprador y socio vendedor es un método capaz de lograr mas sostenibilidad de las organizaciones. En general, es la implementación de una estrategia de promoción en dos sentidos. Hacia lo interno con los socios de las cooperativas que conforman CSF y hacia lo externo, en la colocación en el mercado. Esta acción de promoción esta destinada a destacar con más fuerza las ventajas de formar parte de una red de organizaciones de cooperativas de pequeños productores como es CSF y su articulación con otras organizaciones nacionales e internacionales, así como a darle mayor y mejor presencia a los productores en el mercado. En este caso particular, se priorizara el desarrollo de productos de pequeños productores de Centroamérica y Perú para la vinculación con el mercado de Canadá, por tratarse de un mercado nuevo con un gran potencial de desarrollo, además de un producto para mercado local en Nicaragua y generación de identidad con todos los socios de CSF a través de la estrategia de promoción interna. Objetivo de desarrollo: Mejorar las condiciones de organizaciones de pequenos agricultores para colocar sus productos en mercados alternativos. Objetivo de proyecto: Desarrollo de una estrategia de promoción que facilite el acceso comercial de produc Del Banco Nacional de Moravia 600 Norte y 300 oeste, final del Boulevard Moravia San José Costa Rica Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 16. Marketing Aid grant excluding debt reorganisation 11400 17383 money is disbursed directly to the implementing organisation and managed by them Un primer resultado fue el diseño de un libro de imágenes y de instrumentos de promoción con socios (logotipo de CSF rediseñado y mejorado). Once historias de familias de productores y productoras de socios de CSF están publicadas en la web. Por ejemplo: http://www.cooperativasinfronteras.net/index.php?option=com_content&view=article&id=112&Itemid=157&lang=en En el proyecto con Agriterra se hicieron 600 afiches promocionales con fotografías de productores, 500 trípticos con información de CSF en español y 500 en inglés y 500 bolsas promocionales. También se publicó un artículo en www.organic-market.info sobre CSF. Durante el periodo, se realizó un contrato con Alce Nero (Italia) de azúcar de Coopecañera (de Costa Rica) de diferente tipos: 10.080 kg azúcar de tipo Demerara (en bolsas de 500 grs) y 20.800 kg de azúcar orgánica en bolsas de 25 kg (3 contenedores). Se registró la marca “Café de Palo” en Nicaragua y se consolidó el concepto de venta de café orgánico a nivel local en mini empaques de 23 grs. Se vendieren 55.400 libras de café, durante el periodo 2011-2012. La cantidad de puntos de venta es diez pulperías de Palacagüina y cuatro distribuidores que venden en los Municipios de Estelí, Condega y Pueblo Nuevo. El gran cuello de botella para aumentar producción y bajar costos es una máquina automática para el llenado de las bolsas de 23 gr. de café que fue adquirida por Prodecoop (de Nicaragua) en el período del informe, pero, aun no ha sido instalada por problemas de desalmacenamiento fiscal y por cambios de infraestructura en el lugar donde se instalará la nueva empacadora que requerirá tiempo e inversión. A fines de 2012 la máquina automática aún no había sido instalada. PGA NL-KVK-41048542-5726 Lobby and Advocacy for improved business environment of Pyrethrum Farmers Addition 2014 The promulgation of the Pyrethrum ACT has been seen as a major step towards realizing a liberalized pyrethrum agricultural sub-sector: thereby providing for players to enter the subsector as pyrethrum flower buyers and pyrethrum oil extractors thus ending the Pyrethrum Board of Kenya monopoly. However since the Pyrethrum Act was amended beginning 2013, the regulations have not yet been revised to implement the amendments. PGA succeeded in its lobby endeavors and at the same time gained a few things as well: - the issue has been brought to the attention of many - PGA made its debut in the media and on the floor of Parliament - New allies have been found that may be very relevant in the future (in parliament, businesses) - Strong unity in this lobby project - PGA has potential to contribute to revive the Pyrethrum Sub Sector. Agriterra will support PGA in 2014 (last year of support) in the efforts for monitoring / lobbying the further implementation of the Pyrethrum Amendment Bill. PGA needs to re-orient its self so that it can fit well in the new dispensation of the County governments as they come into force after 2012. Rift Valley province hosts 14 counties which will remain the home for pyrethrum production globally. This will be the major area of business concentration. PGA will lobby for more financial investments from the local government into Pyrethrum production. Addition 2013 The Pyrethrum Growers Association of Kenya (hereby referred as PGA) is a Producers Organization registered under the Societies Act with its headquarters in Molo. It was established in 2001 to represent the interests of the small scale pyrethrum growers country wide. Currently, PGA has a membership of 6,330 registered members spread across the 20 (old) pyrethrum growing districts Now condensed to 18 Counties with a PGA contact person in each of the districts. The role of the Association is to organise pyrethrum farmers in the country with a view to empower them, lobby and advocate for enabling policy and legislative environment in the country, represent member’s views to the Government and update members on development in the sub-sector. It also aims at promoting the sub sector to regain its position in the country’s economic development. Kenya has been the largest pyrethrum producer in the world producing about 57% of production. However, this situation has changed where farmers have abandoned production due to non-payment of their deliveries by Pyrethrum board of Kenya (PBK). The act has been amended (january 2013). A new law is in place. PGA is now working towards the implementation of this law. Pyrethrum farmers can now sell their crop under a liberalized market structure. 2011 - 2012 Pyrethrum growers association (PGA), is a rural non-political community based organization registered by the Kenya government under the societies act. RELEVANCE OF PYRETHRUM Pyrethrum produces a natural chemical called pyrethrin which is used in the control of both domestic and field pests. These chemical is user friendly and is less harmful to the environment for it is rapidly biodegraded after use. Kenya is a major supplier of pyrethrins and accounts for 70-80% of the world´s demand. MISSION STATEMENT The association PGA works to overcome poverty through the empowerment of communities and farmers´ organization such as women, youth, self-helpgroups, co-operative societies and individual farmers in order for them to achieve sustainable development and livelihood irrespective of tribe, class, political system, gender religion or colour. MEMBERSHIP Members are mainly small-scale farmers who cultivate pyrethrum in the Kenyan highlands and are made up of: -4500 members under women self help groups; -1500 youth involved in pyrethrum production; -300 under co-operative societies; -200 large scale farmers. SECRETARIAT The organization has a secretariat comprising a coordinator with technical training in Agriculture with over 30 years experience in pyrethrum matters, 2 technical staff and about 50 sub-coordinators at farm level. COLLABORATORS - The Ministry of agriculture - Pyrethrum Board of Kenya - The nationalPyrethrum Research Station - Church Organizations - Donor Agencies - Interested Individuals To contribute to the revival and promotional of the pyrethrum industry of Kenya and improve the livelihood of pyrethrum farmers Generation House 20106 Molo Kenya Dutch Ministry of Foreign Affairs WA3 Policy elaboration & advocacy Deliverable 12. Policy adoption Aid grant excluding debt reorganisation 15000 14717 money is disbursed directly to the implementing organisation and managed by them Pyrethrum Growing Association, is a producers' organization of which the members are mainly small-scale farmers who cultivate pyrethrum in the Kenyan Highlands. Pyrethrum is a smallholders crop with 50 % women farmers involved in PGA (of 6000 members) The main focus of PGA is actually to lobby for the privatization of the Pyrethrum market (Pyrethrum Amendment Bill 2011). Therefore the PGA held consultative meetings with the Members of Parliament from major growing regions this after the Pyrethrum Amendment Bill was presented to parliament for debate. PGA made a lobby proposal and continued lobby through the media and other forum. The outcome from all these efforts: On the 19th December 2012 parliament unanimously passed the pyrethrum amendment Bill 2011. With the supportive Members of Parliament from the pyrethrum growing regions. PGA succeeded in its lobby endeavors and at the same time gained a few things as well: - the issue has been brought to the attention of many - PGA made its debut in the media and on the floor of Parliament - New allies have been found that may be very relevant in the future (in parliament, businesses) - Strong unity in this lobby project - PGA has potential to contribute to revive the Pyrethrum Sub Sector. Agriterra will support PGA in 2013 (last year of support) in the efforts for monitoring / lobbying the further implementation of the Pyrethrum Amendment Bill. PGA needs to reorient its self so that it can fit well in the new dispensation of the County governments as they come into force after 2012. Rift Valley province hosts 14 counties which will remain the home for pyrethrum production globally. This will be the major area of business concentration. NACE NL-KVK-41048542-5728 Give me the fish! From fish feed manufacturing to fish selling. Due to excessive fishing of the Victoria Lake, the lake is almost depleted and is leased out (against high prices) to (commercial) fishing companies. Due to this, local farmers cannot fish on the lake anymore. This has augmented the prices of fish and consequently many low income families are not able to buy fish. Therefore NAMA Area Cooperative Enterprise (NACE) has initiated the process of starting fish production (Tilapia) via fish ponds on a large scale. In addition, to ensure a continued, good quality supply of fish feed, they will start with the manufacturing of fish feeds themselves. If capacity allows, other animal feed will be produced as well. NAMA will take care of training of farmers, supply of feeds and collective selling of the fish. Local farmers or farmer groups will take care of digging the ponds, conditioning the ponds, feeding of the fish and harvesting of the fish. Nama Area Co-Operative Enterprises Limited (NACE) is located in Nama Sub-County of Mukono District. Started and registered in 2003 with the Ministry of Trade, Tourism and Industry (MTTI) and given certificate number 6894, under the cooperative society statute of 1991 and regulation of 1992. NACE is a member – owned democratically governed and non – political organization providing business services to its members. Founded on the principles of collective action and self-reliance, NACE empowers farmers at the rural levels as they form Rural Producer Organizations, in order to improve incomes and contribute to economic development. NACE is made up of 9 commercial agri-business rural producer organizations (RPOs) of 25 - 250 farmers, that are independent and self governing, now totaling to 1,542 individual farmers (534 females and 1,008 males). Each RPO has an elected committee of 7 members. All the committees of the RPOs which make up NACE, converge in an Annual General Meeting (A.G.M) and elect an Executive Committee of 5 members who in turn appoint staff who run the day to day affairs. The goal of the action plan is to start the manufacturing of fish feed, to start the 8 month production cycle of Tilapia fish and to give additional training to farmer's and NAMA staff. P.O. Box 110 Mukono Uganda Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 14. Farmers’ access to inputs Aid grant excluding debt reorganisation 9350 0 money is disbursed directly to the implementing organisation and managed by them There has been no formal contract between NAMA ACE and Agriterra. A contract would be based on the outcome of a mission of a Flynth employee who assessed the profitability of the activities of the ACE and based on recommendations of that Flynth experts. A business plan has been prepared and sent by NAMA ACE and feedback has been provided by both Agriterra and Flynth. However, due to illness of the manager, there has been no follow up to date. FONGS NL-KVK-41048542-5762 Consolidation des initiatives des exploitations familiales sur la filière oignon Le Sénégal est aujourd’hui confronté à 4 défis : 1. le défi de l’alimentation 2. Le défi de la gestion de l’espace et des ressources naturelles 3. le défi de l’emploi des femmes et des jeunes 4. le défi de l’amélioration des conditions de vie des jeunes en milieu rural Ces défis et éléments de contexte justifient la finalité de l’amélioration des capacités des exploitations familiales à augmenter durablement leurs productions primaires. Cela est possible si et seulement les EF combinent les 4 leviers que sont : 1) la diversification des productions primaires, 2) l’adoption de systèmes de production performants et respectueux de l’environnement et des ressources naturelles, 3) la maîtrise post récolte 4) le financement adapté Le critère d'appréciation de la capacité d'amélioration durable de la production primaire porte ici sur la réussite de la combinaison de ces quatre leviers dans les systèmes de production et sur la transformation de ces systèmes. La réussite de cette combinaison dépend essentiellement de la qualité des organisations mise en place. Les organisations intermédiaires (groupements villageois) sont celles qui sont en contact direct avec les producteurs, et qui sont le premier niveau, après l’exploitation familiale, de collecte et de regroupement des produits. Elles constituent de ce fait un niveau stratégique qui doit avoir une qualité organisationnelle permettant aux exploitations familiales d’avoir le paquet de services nécessaires à leur production. L’amélioration de la participation des réseaux d’OP aux productions et flux commerciaux passe par l’amélioration de la qualité des organisations intermédiaires en matière de gestion et de fluidification des stocks des produits échangés. Et pour cela, les organisations intermédiaires doivent améliorer leurs capacités à répondre aux besoins de leurs membres dans les domaines : - de l’approvisionnement en semences et engrais, prestations de services agricoles, de conseil technique à la production notamment par la mise en relation, de collecte/conservation ; - de la mise en marché collective ; - et du crédit. Les activités ici devront donc concourir à l’appui de systèmes coopératifs, permettant au membre de bénéficier de ce paquet de services, contre une qualité et une quantité de son produit, que l’organisation coopérative peut mettre en marché selon des conditions négociées d’avance. Il s’agira précisément de l’accompagnement de la formalisation des initiatives de quatre associations en coopératives de production et de commercialisation d’oignon de qualité BP 269 Thiès Senegal Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 16. Marketing Aid grant excluding debt reorganisation 5236 2002 money is disbursed directly to the implementing organisation and managed by them Les résultats obtenus suit au projet sont surtout un constat qu’au niveau des quatre associations (UJAK, ASESCAW, UGPN, MFR Potou) bénéficiaires du projet à travers leurs exploitations familiales, des dynamiques de production et de mise en marché d’oignon de qualité ont émergé et se développent. Ces dynamiques ont deux impacts positifs sur les exploitations familiales : - Les exploitations familiales améliorent leurs performances (rendements et qualité, conservabilité du produit, respect des normes sanitaires) tout en adoptant des techniques de production respectueuses des ressources naturelles - Les exploitations familiales se concertent, renforcent ensemble leurs capacités et cherchent à évoluer vers des formes d’organisation qui améliorent leurs accès aux services. Pour obtenir des résultats, FONGS a fourni des formations techniques et a accompagné de la formalisation de quatre coopératives (200 exploitations). Chaque association a constitué sa propre coopérative et l’a faite adhérer à une coopérative de plus grande taille. Les quatre associations ont participé au comité national de régulation du marché de l’oignon aux niveau départemental et national. Elles ont également participé à la foire nationale. Les associations ont élaboré des plans d’activités qui permettront à compter de 2013, de mettre l’accent sur la maitrise technique des opérations de récolte (meilleur sacherie) et de stockage pour une meilleur conservation des oignons. Agriterra a terminé son appui au FONGS fin juin 2012. Nous avons conclu que FONGS ne dispose pas une structure de vulgarisation qui pourrai accompagner les associations de proche : ce qui est nécessaire si on voudrait travailler sur la production des semences d’oignon. Alors le projet se focalise seulement sur l’amélioration de la production en quantité et qualité des oignons et ce qui est réussi. KCPA NL-KVK-41048542-5768 Coffee Cooperative Societies ICT Program Kenya Coffee Producers Association was formed on 5th March 2009 by a merger between Kenya Coffee Growers Association (KCGA, 1991) and Kenya Coffee Growers and Employers Association (KCGEA) to form one united voice for coffee farmers. Objectives 1. To re-organize the KCPA office into more functional space in view of increased staff and activities. 2. To provide resources for administration purposes to enable activities to proceed both in the office and in the field 3. To enable KCPA to draw up its own strategic plan and launch the association 4. To provide resources for the hiring of regional representatives to reach members in all coffee growing zones 5. To develop a communication and disseminating strategy for the associati Wakulima House 4th Floor, Room 408 Haile Selassie Avenue Nairobi Kenya Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 02. Human and other resources Aid grant excluding debt reorganisation 25079 26604 money is disbursed directly to the implementing organisation and managed by them 10 cooperative societies successfully recruited and installed coop works and work with great satisfaction with it. 5 Coops have gone halfway with their training. A delay has been observed due to a number of issues: o Most of the cooperative societies depended upon getting money from their coffee sales of which they would use to pay their contribution. In most cases, farmers are usually given the first priority in payment an as a result, most of the cooperatives societies took quite long to commit themselves and as a result implementation kicked off relatively late then it was expected. o Due to the poor prices that have been experienced starting from the beginning of the year 2012 some of the cooperative societies that had initially committed themselves to implement the project ended up not honouring their commitments having realized less money than they had they had projected. According the expected outputs of the project: 50 coffee coops have the knowledge, 10 coffee producer coops have really installed and 40 other coffee producers cooperatives societies are prepared. If efforts are made (follow-up) then 15 coffee producer coops will have installed and utilize Coop Works by the end of this ICT project (2012). Due to the delay a budget neutral extension till March 31 has been requested and approved by Agriterra. JNC NL-KVK-41048542-5771 Una gestión financiera más saludable para cooperativas Peruanas Especialmente durante los años 2009 y 2010 se prestó gran atención al fortalecimiento de la gestión financiera de los clientes de Agriterra. Con este objetivo se organizaron siete talleres conjuntamente con especialistas británicos de Mango en Kenia, India, Tanzania, Costa Rica, Congo, Níger y Filipinas. Estos talleres se desarrollaron teniendo como tema central la herramienta para la evaluación de la gestión financiera Health Check mediante la cual es posible medir la salud financiera de las organizaciones agrarias. Para ello, la herramienta Health Check utiliza un amplio rango de normas de las mejores prácticas “saludables”. En este caso la realización de un análisis de alcance y de género no posee un valor añadido dado que el impacto de la mejora en la gestión financiera no es medible en cantidad de personas participantes en los talleres, sin embargo, esta mejora se hará notar a través de las prácticas saludables desarrolladas por los empleados de la organización en lo que concierne a los 4 bloques de gestión financiera: 1. Elaboración de presupuestos 2. Datos de contabilidad 3. Seguimiento financiero 4. Controles internos Las prácticas saludables hacen referencia al hecho de que las actividades relativas a estos 4 bloques sean ejecutadas en concordancia con los 7 principios de gestión financiera aplicados por Agriterra: 1. Consistencia 2. Responsabilidad 3. Transparencia 4. Viabilidad 5. Integridad 6. Administración 7. Normas de contabilidad Los bloques financieros y los principios arriba nombrados en combinación con la habilidad de la organización a la hora de proveer de la información financiera relevante, correcta y a tiempo es lo que garantizará la sostenibilidad financiera y fiabilidad a largo plazo de miembros y organizaciones, lo cual es de vital importancia para agencias como Agriterra a la hora de apoyar a las organizaciones agrarias. Varias organizaciones de América Central, Tanzania, Congo y Níger que participaron en los talleres recibieron asesoramiento a medida de sus circunstancias lo que les ayudó a mejorar su salud financiera. Estas trayectorias de seguimiento incluyeron un análisis conjunto de sus estados financieros y la evaluación cualitativa de sus prácticas de gestión financiera utilizando la herramienta Health Check. La puntuación de la organización se encuentra categorizada como bajo, medio o alto riesgo y se visualiza mediante un diagrama de tela de araña. Las puntuaciones en combinación con la lista de recomendaciones prácticas para la mejora de la gestión financiera de las organizaciones agrarias quedan traducidas de esta forma en un plan de acción con objetivos claros y fechas límite. La implementación de dicho plan de acción requiere de fuentes con capacidad demostrada tanto de financiación como de asesoramiento además de un seguimiento y de apoyo y mediciones continuos. El ya demostrado impacto consiste en que los empleados y los representantes de las organizaciones agrarias que participaron en los talleres y en las misiones de seguimiento son ahora mucho más críticos a la hora de ejecutar las prácticas de gestión financiera en su propia organización y de su papel específico. Además se ha producido un aumento de la concienciación y la comprensión de la importancia de los temas esenciales de la gestión financiera. Por otra parte tanto empleados como representantes han demostrado su disposición para mejorar sus deficiencias. Actividades paralelas realizadas en el año 2010 incluían la organización de la “formación de formadores”, evento y taller de análisis del estado financiero para los funcionarios de Agriterra, ambos facilitados por Mango. En ellos participaron 12 profesionales de organizaciones regionales y nacionales de Kenia, Tanzania, Uganda Etiopía y Filipinas y de Agriterra que recibieron la “formación de formadores” cuya metodología facilitará la futura diseminación de conocimiento en las respectivas regiones y países de los participantes que a su vez podrán formar al personal de niveles más bajos dentro de sus organizaciones. Una gestión financiera más saludable para cooperativas Peruanas Jr. Ramón Dagnino 369 - Ofic. 201, Jesús Maria LIMA 11 Peru Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 03. Financial management Aid grant excluding debt reorganisation 0 0 money is disbursed directly to the implementing organisation and managed by them No project contract, only special services Raya Wakena NL-KVK-41048542-5774 Wheat flour manufacturing plant - developing a co-operative business case Raya Wakena Farmers’ Cooperative Union is a genuine farmer-owned company with a total membership of 15,967 farmers of 46 primary cooperatives. The Union’s core business is input distribution of mainly fertilizer, improved seed and chemicals through its member primary cooperatives and also distribution of consumable products. It purchases and sells linseed, teff and barley from its primary cooperatives. Other services provided are mechanization services (e.g. rent of combiner) and training of members on good agricultural practices and improved seed production. As a result of its current position as the sole provider of fertilizers and other inputs to farmers in the region the Union has managed to achieve sound financial position and for the past three years has been able to pay dividends to its member primary cooperatives and bonus to its staff. However, there is still much room for improvement, mainly in the field of computerising the bookkeeping by installing appropriate software. Because wheat is also an important product that is being produced and it is an important source of income for many farmers, the Union wants to develop a business case for the processing and marketing of wheat flower. The Union has made grain purchase of 4,215.75 quintal (qntl) of wheat during the fiscal year of 2008/09 and 1,154.83 qntl of improved wheat seed in 2009/2010. The Union aspires to grow in terms of purchasing power and wants to establish a wheat flour manufacturing plant. It also acknowledges the challenges it is currently facing (lack of working capital and as a result not being able to influence the market) and has proposed bulking as a permanent solution. The action plan for the coming three-six months of 2011 & 2012 covers activities related to improvement of financial management by computerizing the bookkeeping as well as purchase and installation of accounting software and training of involved staff. Furthermore Training-of-trainer courses will be organised to train farmers on good agricultural practices aiming at increased productivity. A feasibility study will be carried out, assessing the current value chain in terms of supply and demand. This study will be main input for development of the business plan. RWCU is expected to contribute at least 20% of the total budget of the action planning process. The Union has a good track record with the Government in handling input distribution (fertilizer) and delivering payment of loan on time. To enable RWCU to grow in terms of grain purchase and service delivery to member cooperatives as well assessment of feasibility and business plan development of wheat flour manufacturing plant Dodola Ethiopia Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 16. Marketing Aid grant excluding debt reorganisation 36232 33885 money is disbursed directly to the implementing organisation and managed by them end 2012 In 2012 Raya Wakena was supported in studying the feasibility of its wheat processing ambitions and in the development of its improved linseed multiplication program. In relation to the linseed program, an extensive training program was organized, enabling farmers to improve their crop production techniques. 1002 farmer trainers were trained, who in turn trained 2500 of their peers. Farmers used to plant linseed as rotating crop and keep the land fertile, due to this program farmers increasingly approach it as a cash crop. With the program Raya Wakena estimates that the productivity has increased from 8/10 quintals a hectare to 16 quintals a hectare. More accurate numbers are being collected in the first months of 2013. Raya Wakena observes an increased demand from the farmers for the improved linseed for the next cropping season. Though no figures are collected how the improved linseed production adds on the farmers income, it is believed that incomes are increased. Raya Wakena states the union can sustain the linseed activities by themselves for the years to come. Regarding the wheat processing ambitions, Raya Wakena has made several steps. First of all a feasibility is done, and the business case, proves to be economically viable. Though there are quite some risks (related to the imported subsidized wheat, investment and work capital need, sufficient supply, etc) it is believed that the processing venture is feasible. Experts of Koopmans Meel, a main Dutch wheat milling company, has advised Raya Wakena. This model has calculated that in principle wheat milling can be profitable and different equipment brands have been compared, respectively from China, Switzerland and Turkey. In close consultation with Head milling from Koopmans Meel there was chosen for Alapala equipment from Turkey. Due to Agriterra advise, Raya Wakena discussed with two neighboring union (Gedeb and Galema) that have milling ambitions as well. In order to create economies of scale, reduce risks financially and supply-wise, and to reduce unnecessary competition, three unions acknowledged that it was better to assess whether the wheat processing plant can be established with the three unions. Currently the three unions are in the process of a joint feasibility and business planning, assessing if and which legal option to take and which location would be optimal to establish such a venture. Agriterra continues to support the unions with this process in 2013. End 2012 Raya Wakena with support of Agriterra started first discussions with the local banks in order to see where a loan could be mobilized. Conclusion was that Raya Wakena needed to increase its own equity. In order to increase Raya Wakena’s own equity position, all cooperatives decided during the general assembly to buy additional shares equaling around three million Eth birr (around 125.000 Euro). Furthermore the general assembly agreed that each individual farmer will contribute one quintal of grain wheat, resulting 19034 quintal of grain which amounts a minimum of 19034*600.00ETB=11,420,400.00ETHB. Since it might be a to believe that each member can contribute, the target set for 2013 is 10.000 quintal. Furthermore Raya Wakena has already secured a land of 0.66 hectare for the factory. AEMS-M NL-KVK-41048542-5780 Strengthening entrepreneurship of Farmers Professional Organizations (FPOs) in Yunnan Province, Menghai County During the period 2009 and 2010, Agriterra supported the Agricultural Economic Management Station (AEMS) of the Yunnan Agricultural Department to introduce the People Participation Program (PPP) approach in three pilot counties. Staff of AEMS at County was trained as PPP-facilitator, while staff at Township level as well staff of FPOs was trained as Group Promoter (25 GP and 53 GP-FPO) during the 1st phase. In December 2010 an Agriterra mission (Van Weperen / Arkesteijn) visited Yunnan and recommended a 2nd phase aiming at supporting pilot FPOs and/or a product sector. Agriterra accepted this recommendation, because the experience on cooperative development in Yunnan could offer an interesting example for FPO development in other Countries. The present project aims at further developing five pilot FPO's in Menghai county into self-reliant cooperatives. No 3 Keji Road 666200 Menghai China Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 05. Membership base Aid grant excluding debt reorganisation 100000 125000 money is disbursed directly to the implementing organisation and managed by them RESULTS end 2012 In total for all five cooperatives 127 farmer groups were established/strengthened (plan was 124). Total membership is 1655 (plan was 1645). In this year the activities focussed on technical trainings to farmers (of which group promoters) to improve production technology. In total 1007 farmers were trained (plan was 860), of which 23% female. Outreach is however much higher as the trained group promoters subsequently informed/trained their group members on production technology. The report gives quite some data on production by members and sales through the cooperative. In general in the five coops, production increased and sales through the coops also increased, resulting in better income for members. Data collection could however be improved to get more precise insight. Another focus this year was on training on FPO (cooperative) development. In total 581 staff, farmer leaders and group promoters were trained on FPO development and management (plan was 330), of which 28% female. The staff and leaders learnt about the right and obligations of members, difference between member and non-member, and discussed the problems faced by the FPO and strategies to address them. All FPOs got support from a local consultant in improving their financial management and accounting system. Specific additional activities per coop: Mang'en rice coop participated in two agricultural fairs and made arrangements for establishing a shop in Kunming. Man'an pig coop went on study tour to get more insight in the markets for their niche product. They also prepared the establishment of a shop in Kunming. Shuihe tea coop implemented a market survey, went on study tour to Guangzhou were most of their tea is being sold, and organised a tea exhibition. Tianjian potato coop implemented a market survey to a supermarket in Jinghong and developed promotional material for branding the Xiding potato (small potato variety). Field test plots were established to test different varieties and plant management. Xiangle vegetable coop implemented a study visit to a high quality potato breeding base. They also did market surveys. Also in Xiangle field test plots were established to test different varieties and plant management. OBSERVATIONS The project made good progress in introducing the concept of cooperatives and in improving production technologies (also through advisory services, see special service report). The PPP approach in using group promoters is welcomed by most cooperatives, as they facilitate the communication between the management of the coop and its members. A good start has been made to improve the financial management system of the cooperatives and to use it as a management information system rather than an administrative system to be accountable to the government and tax bureau. The project has contributed to improved production and higher incomes for farmers, but data should be collected more systematically to get a more precise insight. PERSPECTIVES There are three areas for further focus in 2013 onwards: 1. Continue with advisory support from agripoolers on technical production. The practical advise from agripoolers to farmers is found very useful by the Chinese. 2. The role of group promoters in more activities than communication and technical trainings should be further elaborated with the coops. They could get a specific rol in market surveys and data collection on production, income and profit. 3. The financial management will get more specific attention in 2013, in terms of trainings (including mango training), accounting software, membership registration software, and the use of the system for informed decision-making by the coop and transparency to its members. LUDFA NL-KVK-41048542-5781 Enhancing household incomes through sustainable pineapple production practices Luwero District Farmers’ Association (LUDFA) was founded in 1997 as a farmer–owned non governmental organization whose main aim is providing agricultural advisory services to the farming community in Luwero district. It is a registered company limited by guarantee and without share capital, with a secretariat manned by technical staff and governed by a democratically elected Board. It is also a member organization of Uganda National Farmers Federation (UNFFE), an umbrella organization for farmers’ organizations distributed country wide. It has a total farmer membership of 5,200. The pineapple crop has become the main income generating enterprise for many farmers in Luwero district. The crop is highly adaptable to many parts of Luwero which are under forest/indigenous tree cover due to high organic matter content. Due to the existing soil fertility, farmers produce pineapples organically. There is an existing access to markets both locally, internationally and regional markets such as Southern Sudan (Juba) and East Africa especially Kenya. Unfortunately, farmers have not organized themselves for effective marketing and developing value chains yet pineapples have to face high perishability, volume and price uncertainty, and seasonal variability of supply chain. It is proposed therefore that farmers are provided with pineapple suckers for planting, be organized into viable production and marketing groups so as to integrate production and marketing activities, and occupy strategic positions in the value chain development. Value chains of interest to both farmers and stakeholders include transformation of fresh pineapples into products like syrups used in pharmaceuticals (Agona et al., 2002), juice extracts, sweetener jam and wine. LUDFA will need funds from external sources to contribute to improvement in pineapple productivity, raise per capita output levels, and facilitate organized marketing of pineapples as well as processing and value addition strategies. This project focuses on the integration of women and youth into the pineapple business through gender mainstreaming and sustainable pineapple production practices be introduced into the pineapple farming system. The overall goal of the project is 10% increase in acreage under pineapple production by men and women famers benefiting at-least 750 households by end of 2012. LUDFA has a partnership with SNV, (Netherlands Development Organization) for building its capacity in economic development. Recently, it entered another partnership and acquired a Rural Information System (RIS) collecting household grain production information funded by Uganda Commodity Exchange (UCE) and with support from SNV. Enhancing household incomes through sustainable pineapple production practices and gender empowerment in Luwero District Uganda Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 14. Farmers’ access to inputs Aid grant excluding debt reorganisation 7206 10204 money is disbursed directly to the implementing organisation and managed by them LUDFA was able to identify and remobilized 27 farmer groups which have formed Village Savings and Loan Associations. They trained 772 farmers in Good Agricultural Practices in pineapple production, including exposure to other producers during a visit to Kayunga. We identified and trained 27 Community Based Trainers to be farmer-coaches for adoption of Good Agricultural Practices. In total 220 farmers were trained in pineapple processing techniques and four farmer groups have already adopted and started processing pineapple juice and solar drying of fruits. The Village Savings and Loan Association approach is a good idea but should be revised to ensure that a group carries out continuous savings instead of continuous sharing of all the collected savings at the end of a savings cycle. Savings at group level are still low. Access to markets needs continuous attention, otherwise produce is sold to the intermediaries. Also, the product quality and consistency in volumes required is still very low. YAFI NL-KVK-41048542-5792 Strenghtening the entrepreneurship of Walnut FPOs in Yunnan In 2009 and 2010, Agriterra supported a proposal of the Agricultural Economic Management Station (AEMS) of the Yunnan Agricultural Department to introduce the People Participation Program (PPP) approach in three pilot counties. Staff of AEMS at County level was trained as PPP-facilitator, while staff at Township level as well as staff of coopertives (FPOs) was trained as Group Promoter (25 GP and 53 GP-FPO) during the 1st phase. In December 1st, 2010 an Agriterra mission (Van Weperen / Arkesteijn) visited Yunnan and recommended a 2nd phase aiming at supporting pilot FPOs and/or a product sector. Agriterra accepted this recommendation, because the experience with cooperative development in Yunnan could offer an interesting example for cooperative development in other Countries. The present project aims at further developing three FPOs into self-reliant cooperatives in the walnut sector and possibly bamboo sector in Yunnan. The project will be implemented through the Yunnan Association of Forestry Industry (YAFI) but the activities are implemented at the level of the three cooperatives. To transform Walnut FPOs in Yunnan into self-reliant, enterpreneurial and independent farmers organisations. No 18 Fengyuan Road, Panlong District 650224 Kunming China Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 14. Farmers’ access to inputs Aid grant excluding debt reorganisation 50000 101380 money is disbursed directly to the implementing organisation and managed by them Results The three cooperatives established a substantial lesser amount of farmer groups (only 20) than planned (105). DaYao did not establish any groups. It is still difficult for the coops to get familiar with the participatory approach, and an international cooperation is new to them. Only half of the planned technical trainings to farmers (of which group promoters) to improve production technology were implemented; in total 320 farmers were trained. This is due to fact that DaYao coop trained very few members. Outreach is however higher as the trained group promoters subsequently informed/trained their group members on production technology. A much better result however was the higher amount of members who now have access to better processing techniques, as both HongDa and ZhiHe coop have invested in drying machines. ZhiHe coop realized a processing factory with drying machines. The total investment was RMB 936,460 and was financed by the cooperative. In total 123 persons (86 females) got training in the use of the machines. HongDa is implementing a test with a new electric drying machine. Specific additional results per coop: Hongda Walnut Cooperative has been certified as Provincial Demonstration Cooperative, which can provide opportunities in case of Government subsidies as well as an easier access to bank loans. The cooperative established a demonstration base (financed by the cooperative) to test new varieties, which will have higher demand in future, as became clear from market surveys. HongDa is also in the process of testing luxury gift boxes to introduce the XiQiXi brand to higher end markets. In DaYao coop three demonstration areas were set up to test grafting at different altitudes. The demonstration has however been affected by the heavy frost in the winter. ZhiHe coop has been nominated by the government as a Scientific-type rural economic organisation and certified as a high quality seedling production base. The coop participated in an agricultural products fair with international attendance in October. Observations In HongDa and ZhiHe a good start has been made in introducing the concept of cooperatives and in improving production technologies. The PPP approach in using group promoters is welcomed by these cooperatives, as they facilitate the communication between the management of the coop and its members, but needs further attention and development. As both coops were assigned by the government as an example, it gives a good opportunity for further disseminate successful approaches to other cooperatives in the province. The project has not yet resulted in a substantial increase in production, but this was mainly due to the heavy frost in the winter. The members of these two cooperatives however did benefit from investments made by the coops in drying machines, which will contribute to the better quality of walnuts. DaYao coop did not perform well, and the vision of the director of the coop differs too much from the vision of Agriterra. It has therefore been decided to stop the support to DaYao. YAFI has been requested to propose a new organisation for eventual support by Agriterra. Perspectives There are three areas for further focus in 2013 onwards: An important need for the cooperatives and its members is advice on small and mobile equipment for harvesting and primary processing (peeling, washing, drying). As the members live high up in the mountains at long distance from the coop, they need to do the first steps primary processing themselves. Portable equipment is also of interest, because it decreases the weight of the walnuts for transport and the green skin is a good fertilizer in the walnut plantation. The principles of cooperative management needs to be further explained to members. Some members are not very committed and act as free riders. The role of group promoters in more activities than communication and technical trainings should also be further elaborated with the coops. The financial management needs more attention in 2013, in terms of trainings (including mango training), accounting software, membership registration software, and the use of the system for informed decision-making by the coop and transparency to its members. FEPA/B NL-KVK41048542-5804 Vers plus d'autonomisation L'objectif général s'éclatent en trois objectifs spécifiques, à savoir: Objectif Spécifique 1: Accompagner les groupes PIEPP et les GVF dans le renforcement des capacités et le développement des activités économiques. Objectif Spécifique 2: Consolider les liens entre les acteurs des 9 Pôles d’Entreprises Agricoles où les organisations de producteurs de la FEPA.B sont les portes d’entrées. Objectif Spécifique 3: Renforcer les capacités organisationnelles et de gestion de 07 UPPA de la FEPA.B disposant de plans d’actions pilotes. Cela devra aboutir aux résultats suivants: Résultat 1 : la situation économique des groupes locaux PIEPP et GVF de microcrédit a évolué. Résultat 2 : Les liens entre les acteurs des 9 PEA où les OP de la FEPA.B constituent les portes d’entrées sont consolidés ; Résultat 3 : L’innovation au niveau organisationnel et managérial des unions s’est accrue Résultat 4 : Le suivi des activités réalisées par la coordination les unions et les groupes locaux est effectif Résultat 5 : Les organes de la FEPA.B et la coordination technique fonctionnent de façon efficiente Ainsi les activités suivantes sont prévues: • Formation en planification participative et suivi des activités Les 07 unions à plans pilotes ciblées seront accompagnées dans la planification et le suivi annuel de leurs activités. Des sessions de planification permettront aux unions disposant de plans provinciaux (07) de l’actualiser (pour prendre en compte le niveau local avec les groupes PIEPP, les GVF et les PEA au niveau de chaque province), de le mettre en œuvre et de le suivre. Ces 7 unions seront accompagnées dans l’exécution d’au moins 60% de leurs activités planifiées. • Poursuite de la structuration des OP à la base Les orientations de la Stratégie de Développement Rural (SDR) à l’horizon 2015, retiennent l’approche filière comme démarche pour accroître, diversifier et intensifier les productions agro-sylvo-pastorales en liaison avec les besoins du marché. En effet, la démarche filière vise la conquête des marchés à travers l’amélioration des circuits d’approvisionnement identifiés. • Formation à l’auto-évaluation des activités L’auto-évaluation des activités est un exercice qui permet de se retourner pour voir le chemin parcouru et corriger les erreurs pour atteindre l’objectif visé. Les unions cibles et les animateurs seront formés en auto-évaluation participatives des activités. Ce qui les permettrait d’apprendre de leurs erreurs. Des sessions d’auto-évaluations appuyées par la coordination technique seront organisées au sein de ces unions. * Les activités de renforcement des capacités économiques La visibilité de la FEPA-B se traduit par sa capacité de mobilisation de ses ressources internes. Au cours de l’année 2011, les sensibilisations à la participation financière des activités vont se poursuivre avec les sorties d’appui conseil. Il faut qu’à terme, les membres comprennent qu’une fédération qui se veut crédible comme la FEPA.B doit montrer à ses partenaires qu’elle est capable de mobiliser d’importantes ressources propres. L’objectif pour 2011 est que 80% des membres soient à jour de leurs cotisations. • Suivi des activités à tous les niveaux : local, UPPA et central • Renforcement de la mobilisation des ressources externes Il est clair que dans la vision de la FEPA.B, la mobilisation des ressources financières propres est la première priorité pour mettre en œuvre les actions au profit des membres. Toutefois, au regard des ambitions qui ne cessent d’accroitre, il devient de plus en plus difficile de ne pas solliciter l’accompagnement extérieur. • Ateliers d'élaboration de projets Dans l’optique de participer aux appels à candidatures de l’Union Européenne et à tout autre appel qui serait lancé, la FEPA.B prévoit 3 ateliers en vue d’élaborer les projets à soumettre pour financement. • Elaboration d’un plan d’action triennal 2012-2014 Le plan d’action 2008-2011 arrive à terme en décembre 2011. Il sera nécessaire de disposer d’un document prêt en novembre 2011 pour soumettre aux partenaires. Ce document prendra en compte les insuffisances constatées dans la mise en œuvre du plan 2008-2011 et aura un souci de faire participer une fois de plus l’ensemble des acteurs qui sont aussi bénéficiaires des actions. • Tenue des rencontres régulières de la coordination La coordination poursuivra la tenue régulière des rencontres toutes les 2 semaines pour partager les informations et planifier les sorties terrain. Au total, 20 rencontres seront tenues au cours de l’année. secteur 29, arrondissement N°6, Avenue Monseigneur Dieudonné YOUGBARE Sise dans l’immeuble abritant la Pharmacie JOBER Ouagadougou Burkina Faso Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 05. Membership base Aid grant excluding debt reorganisation 79326 4227 money is disbursed directly to the implementing organisation and managed by them En 2012 la FEPA-B, dans le cadre de sa collaboration avec Agriterra, a poursuivi avec l'approche Promotion des Initiatives Economiques par la Participation Paysanne (PIEPP) et l'appui aux activités de femmes, notamment la gestion du fonds de garanti en faveur des crédits à conditions améliorées pour les femmes. Le groupe de travail de ZijActief, initiateur du fond de garantir, est impliqué et il a également financé des charretes d'anes dans le cadre d'un projet d'allegement des tâches des femmes. Dans le cadre du projet 76 groupes locaux ont été appuyés par 19 promoteurs de groupe. Ces groupes ont menés des activités économiques de nature différente: embouche ovine, maraîchage, stockage-vente de céréales, petit commerce, transformation, etc. D'autres ont su bénéficier de crédit. Le projet 'petit crédit' a pu fournir 35.335.000 f CFA (presque 54.000 euro) à 25 groupements d'au total 341 femmes. Une nouvelle responsable 'programme femmes' a été recrutée. 40 charrettes ont été co-financées au bénéfice de 15 groupements de femmes dans 4 provinces. Ces charrettes ont pu rapporter des recettes de 852.700 f cfa (1300 euro). Observations: En dehors du projet Agriterra/ZijActief la FEPA-B gère une multitudes de projets: AFDI, AGRA, IFDC, VECO Oxfam, New Fields, Fonds Mondial pour les Femmes, UE/PROS. Les différents projets ne sont pas interconnectés. La FEPA-B se comporte comme une organisation d'appui. Le projet en collaboration avec Agriterra a eu un premier financement en fin 2011. Ensuite, les tranches suivantes n'ont pas été virées en attendant les rapports d'audit, que nous avons reçu en début 2013. Ceci a surement eu un impact négatif sur les résultats. Ainsi, l'approche PIEPP ne semble pas avoir évoluer par exemple. Perspectives: Le protocole d'accord qui lie la FEPA-B à au Réseau des Caisses Populaires du Burkina (RCPB) pour la gestion du fond de garanti, expire en mai 2013 et pour son renouvellement certains aspects seront renégociés. Agriterra NL-KVK41048542-5813 Livestock sector study Uganda The livestock market study will give an overview of the opportunities for investments in Uganda in the livestock sector. The envisaged results of the study are the following: • An overview of prospects/leads for investments in Uganda livestock sector. • A list of Dutch companies potentially interested to invest in the Uganda livestock sector, including an overview of subsidy instruments. Overall aim of the project is to support the development of farmers, small holders, cooperatives and related organisations through business development. The development of these organisations will have a direct effect on the inclusive business. • An overview of prospects/leads for investments in Uganda livestock sector. • A list of Dutch companies potentially interested to invest in the Uganda livestock sector, including an overview of subsidy instruments. Willemsplein 42 6811 KD ARNHEM Uganda Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 17. Rural enterprises Aid grant excluding debt reorganisation 0 0 money is disbursed directly to the implementing organisation and managed by them This study focuses on the (i) dairy (ii) beef and (iii) poultry (chicken) sub sectors. These were identified as most suitable for investment as the demand for products is higher than currently offered. Key sub sector findings DAIRY : A fast growing sector The formal and informal segments are both important in the subsector. The formal segment deals with the processed milk, while the informal sector is focussed primarily on the sale of raw milk. The informal segment has traditionally been characterized by minimal processing, but it is massive; this is the segment in which up to 90 percent of all the milk is traded. The sector also has an export potential : informal trade goes on across all borders of Uganda. The main milk production areas are: (i) the South West (ii) the Midwest (iii) Central (iv) Eastern (v) Northern and (vi) Karamoja (Northeast). The Southwest and Central regions together produce almost 50 percent of all milk (in 2012) - and these areas are, together with the Midwest, considered milk surplus regions. Improved dairy breeds and MCC’s are required drivers of growth. Key Actors in the dairy value chain include the (i) large scale processors, (ii) the small processors/cottage industry (iii) transport chain actors (iv) farmers, and (v) regulators among others. SALL significantly influences the industry JESA demonstrates that integrated model work Types of dairy products, upcoming new products and consumer market: 80 percent of all processing activity is applied towards the manufacture of pasteurised milk, followed by yoghurt production. There is an increasing growth in milk production, and with that an increasing role of small farmers. Dairy farmers are largely small holder farmers. Many produce for home consumption and offer the available surplus to the market. Increasingly however cross breeding of local breeds with especially the Frisian, has led to increased production, particularly in the Southwest, Midwest and Central regions. This explains to a great extent the high growth in milk production (8-10%) relative to growth in cattle population (3%). Another promising feature of the farmer landscape is the increasing involvement of women. Farmer organisation under associations and cooperatives, i.e. farmers are becoming more organised, is a significant feature in the highly successful milk sheds. Main constraints in the dairy sector performance are: * Low animal productivity due to low genetic potential, poor feeding and animal health. Low adoption of improved management practices and technologies. Infrastructure for collection, storage and chilling of milk is extremely limited throughout the entire country. * There are limited incentives for small holders and loose milk traders to participate in the formal segment. * Unavailability and inaccessibility of essential services, which include: extension services, financial services, input supply, and business development services. * Lack of specialised animal breeders while the national body NAGRIC is severely incapacitated. Where are the investment opportunities in the diary sector? In Milk Collection Centres In Supply Milk Tankers In unpackaged pasteurized milk distribution system In Integrated farming/processing dairy business In transportation tanker cleaning facility Other elements to be supported are: Upgrading of Informal Actors into Mini Dairies Upgrading of existing dairy plants BEEF Increasing strong demand The meat market is characterized by ‘mainstream’ and ‘premium’ segments. At the retail level, the mainstream market in Uganda is mainly serviced by a wide network of roadside and market stall butcheries. The premium market accounts for about 16 percent of the total meat market (in Kampala), and is served by a growing network of modern butcheries and supermarket butcher stands. Export potential for beef is limited to regional markets (East Africa). Beef supply is dominated by low productive indigenous breeds. Actors in the beef value chain include processors, abattoirs, transporters, butchers, traders, village markets, animal health workers and farmers, among others. Formal meat processing is a near monopoly with a single company Fresh/Quality Cuts dominating the market for packaged retail cuts and processed beef. Roadside and market stall butcheries will remain the key retail outlet for beef. Current slaughter models have created capacity constraints, low margins and are hygienically deficient. Subsistence farming is still predominant in the sector. There is a scope for growth in ranching. Main constraints in the beef sector 1. Low animal productivity due to low genetic potential and poor management practices. 2. Endemic disease due to breakdown of communal dip tank infrastructure, and timing of availability of vaccines at the districts. 3. Inadequate feeding due to dependency on low quality natural pastures. 4. Inadequate infrastructure for livestock markets, abattoirs and Dip tanks 5. Non-existent cattle fattening culture or infrastructure-feedlots Constraints in breeding: lack of improved bulls, inappropriate AI services and lack of on farm herd books for animal event recording (births, deaths). What are the investment opportunities in the beef sector? 1. In a combined abattoir and processing facility 2. In commercial ranching 3. In commercial feedlot 4. In butcher equipment 5. In improved breeding services POULTRY (Chicken) Chicken is the dominant poultry type The demand for chicken is growing at about 3 percent per annum. However, a high market price of chicken is a key barrier to the increased demand. Export opportunities for chicken are minimal. There is a growing supply of exotic chickens. Unique attributes of poultry sector: Poultry requires less land than crop agriculture and other livestock enterprises, which is particularly beneficial for peri-urban and urban commercial farmers. It also requires relatively small levels of capital investment while offering a higher feed conversion rate than any other livestock, making it an attractive investment for small scale households. Main constraints in the poultry sector competitiveness : 1. The high cost of animal feeds of inconsistent quality 2. The lack of consistent supply of quality day old chicks What are the investment opportunities in the poultry sector? 1. Establishment of hatchery 2. Establishment of commercial poultry farm 3. Establishment of chicken slaughter and processing facility 4. Establishment of animal feed processing plant. Agriterra NL-KVK41048542-5827 Cooperative business development in Ethiopia - scopings and company assesments Those scoping missions will be executed in different value chains, among others oilseeds, grains (teff/barley), chick peas and horticulture. Other sectors may follow. Scoping activities will be aligned with the priorities of the Agricultural Transformation Agency (ATA) and the list of pioneer unions as identified by ATA. Potential (pioneer) cooperatives will be selected based on certain criteria, such as quality of financial management, adequate managerial practices, growth ambitions and investment need. Based on the scoping results potential cooperatives will be identified. Those cooperatives will be thoroughly assessed, using Agriterra’s company assessment tool. When the cooperative seems to have sufficient potential the agribusiness team assists the prospects in becoming bankable by addressing and improving aspects related to management, cooperative governance, entrepreneurship, production, supply management and marketing. Agriterra will involve SNV and SCOPEinsight in this identification work. Targets * 5 to 6 scoping assignments * 12 company assesments * 10 new clients Willemsplein 42 6811 KD ARNHEM Ethiopia Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 16. Marketing Aid grant excluding debt reorganisation 0 0 money is disbursed directly to the implementing organisation and managed by them The objective of this project was to identify ambitious and entrepreneurial cooperatives - with a reasonable business track record and good management potential, that could become potential clients of Agriterra. In order to identify potential clients, 4 scoping assignments were enrolled in close collaboration with SNV. During those scopings, 23 unions have been scoped. Out of those 23, 7 unions were taken up as client directly by Agriterra or in the cooperatives for change program. This project has laid a sound preparatory foundation and input for the Cooperatives for Change proposal which is jointly developed by Agriterra and SNV Ethiopia and submitted to the Bill and Melinda Gates Foundation (BMGF) . This project was approved by the Foundation end of 2012 and this project greatly contributed to that success. Around 3.5 million USD is being committed by the BMGF for a four years period. The Cooperatives for Change program aims to support 12 unions to establish pilot business arrangements with buyers and will have generated an average additional yearly turn-over of output marketing of 2,000 tons of produce per union to these buyers. By facilitating business arrangements between unions and their member cooperatives, buyers supported by service providers among which various Ethiopian government organizations, the project enables the smallholder farmers’ households to increase their productivity by 25%. Key achievements of this project were that 7 new clients were identified and action plans were developed with the new clients and by means of this project, new program funding for the SNV-Agriterra proposal - Cooperatives for Change – is sourced from the Bill and Melinda Gates Foundation. Furthermore under this project the legality options for Agriterra in Ethiopia were assessed and a decision was made how to legalize Agriterra’s mode of operation. Results - 23 unions scoped and profiled. - Information gathered for joint SNV-Agriterra proposal Cooperatives for Change, - 7 Company assessments and/or profiles and assessment reports done by ScopeInisght - 7 new clients for Agriterra and the joint SNV-Agriterra program Cooperatives for Change: Tsehay, Merkeb, Meki Batu, Gozamen (which dropped out later), Becho Woliso, Melka Awash and Galema - Legality options of Agriterra in Ethiopia assessed, leading to a legal mode of operation of Agriterra in Ethiopia Agriterra NL-KVK-41048542-5835 Development and Implementation of a Co-financing Facility for Agriterra's clients In order to encourage lending by local Financial Institutions in the South to our finance-seeking clients, Agriterra intends to develop and implement a co-financing facility. Such through taking participations in existing initiatives from various Banks from the North, including Rabobank from The Netherlands (Rabo Rural Fund) and The Cooperative Bank from the UK (Global Development Cooperative). Agriterra has recently obtained the “in principle” approval from its main donor (DGIS) to apply part of the available funding under the current Farmers Fighting Poverty program (2011-2014) as funding for captioned facility. To follow in a later stage... Willemsplein 42 6811 KD ARNHEM World Dutch Ministry of Foreign Affairs WA4 Farmer-led economic development Deliverable 13. Farmers' access to resources Aid grant excluding debt reorganisation 0 0 money is disbursed directly to the implementing organisation and managed by them This project was initiated to enable Agriterra to gradually move form grant contributions to also include non-grant funding for economic initiatives of the organisations supported. In the year 2012 we started debate with financial institutions in different countries. The bottom-line is that Agriterra wants to be able to contribute non-grant input in investment projects of cooperatives. It shows in certain cases the commitment of Agriterra with the investment plans. Yet, this is a signal that we above all want to give to banks and other financial institutions. For the farmers and cooperatives we want them to rely on their local banks and have them submit their plans there and have the critical analysis of these local institutions. So in the end, our non-grant funding is to trigger financial institutions to render services to the cooperatives and not so much Agriterra becoming a supplier of non-grant funding. By the end of 2012, our objectives became more concrete in two lines of action, both not concluded in 2012: • an investment in the Triodosbank Sustainable Agriculture Fund, an investment that will materialize by a loan agreement for the Triodosbank Sustainable Trade Fund. This loan will be transferred to the new fund once established by the end of 2013. • A guarantee to Oikocredit. By the end of 2012, negotiations on the terms on our participation were well underway, but not concluded. Agriterra's managing director also initiated the contacts with IFC (Washington) in order to obtain a classified participation of this institution in the new fund to be established by Triodosbank. This resulted in a promising option to be concreted in 2013. Agriterra NL-KVK-41048542-5852 Tools and instruments to promote grassroots entrepreneurship through farmers participation Agriterra has developed new and identified existing solutions w.r.t. a wide range of problems of farmers among which grassroots participation and entrepreneurship. Relevant solutions for the team local entrepreneurship are PPP (peoples participation programme), FFF (farmers field schoools), various methods of (participatory) business planning, value chain development, the CASE approach and MY.COOP manuals and training guides. Under the new phase of FFP the need has been expressed to make an inventory of existing tools and to classify them according to specific needs of clients, this with a view to facilitate their use and application by both liaison officers and client organizations. Agriterra has recruited an CIDIN officer to support this process of realizing a toolbox during 2012. Objective: creating a toolbox for instruments and solutions regarding the following themes: - Organising groups around economic initiatives (e.g. PPP) - Improving agricultural productivity (e.g. FFF) - Marketing and processing (value addition) - Acces Willemsplein 42 6811 KD ARNHEM World Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 02. Human and other resources Aid grant excluding debt reorganisation 2500 0 money is disbursed directly to the implementing organisation and managed by them No local cost were incurred. Agriterra NL-KVK-41048542-5911 Making cooperatives bankable - Improving financial management of cooperatives Financial management is a critical part of any organisation. Everyone who works towards achieving the objectives of an agricultural cooperative plays an important role in assuring the effective and appropriate use of its financial resources. However, basic financial management capacities are usually limited, and consequently, financial management is often excluded from carrying out the operating plans of these cooperatives. This is an internal Agriterra project to strengthen an organisation's financial management capacity so that they can: * adopt financial management systems suitable for running the organisation. * manage and control financial resources efficiently and effectively. * promote transparency and the good faith of the entire staff. The project covers training of clients in financial management, monitoring and advisory missions on financial management and project audits. To strengthen the organisation's financial management capacity of clients so that they can: * adopt financial management systems suitable for running the organisation. * manage and control financial resources efficiently and effectively. * promote tran Willemsplein 42 6811 KD ARNHEM World Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 03. Financial management Aid grant excluding debt reorganisation 0 0 money is disbursed directly to the implementing organisation and managed by them Agriterra NL-KVK-41048542-5920 Building farmers organisations from scratch in Bangladesh This is an advisory trajectory for supporting (emerging) FOs in Bangladesh. It is a joint effort of the teams "grass-roots entrepreneurship" and "advocacy and innovation", and the project will be used to register working hours of advisory support by Agriterra staff and advisory support contracts for agripool/consultants. Willemsplein 42 6811 KD ARNHEM Bangladesh Dutch Ministry of Foreign Affairs WA1 Organisational strengthening & inclusiveness Deliverable 05. Membership base Aid grant excluding debt reorganisation 0 0 money is disbursed directly to the implementing organisation and managed by them no local costs. Only admin project for Bangladesh prospection. See further under special services for details of outcome in 2012