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Community Organizations International Union for Conservation of Nature
International Union for Conservation of Nature
International Union for Conservation of Nature
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IUCN
Civil Society Organization

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IUCN is a membership Union uniquely composed of both government and civil society organisations. It provides public, private and non-governmental organisations with the knowledge and tools that enable human progress, economic development and nature conservation to take place together.


Created in 1948, IUCN is now the world’s largest and most diverse environmental network, harnessing the knowledge, resources and reach of more than 1,300 Member organisations and some 16,000 experts. It is a leading provider of conservation data, assessments and analysis. Its broad membership enables IUCN to fill the role of incubator and trusted repository of best practices, tools and international standards.


IUCN provides a neutral space in which diverse stakeholders including governments, NGOs, scientists, businesses, local communities, indigenous peoples organisations and others can work together to forge and implement solutions to environmental challenges and achieve sustainable development.


Working with many partners and supporters, IUCN implements a large and diverse portfolio of conservation projects worldwide. Combining the latest science with the traditional knowledge of local communities, these projects work to reverse habitat loss, restore ecosystems and improve people’s well-being.

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FACT4BUDGET PROGRAMME

General

Addition 2015 The federation, with support from Agriterra has been implementing the FACT4Budget project in 5 counties, where the federation has been building the capacity of the farmers to participate in budgetary allocation process at the county level. The methodology used is the Farmers Advocacy Consultation Tool (FACT) approach, which is a tool used by Farmer organizations to enhance their capacities to effectively participate in lobby processes. KenAFF would like to amplify the good lessons learned from the piloted counties on the FACT approach to cover twenty more counties as well as out scale the same to ten youth farmer organizations. 2014 Kenya National Federation of Agricultural Producers (KenFAP) is the apex farmers’ organization in Kenya. Its objective is to articulate issues affecting farmers by defending the interests of its members and the general farming community through focused lobby and advocacy to the relevant entities. The federation’s stronghold encompasses 2 million farm families drawn from the farming community structured into 10,000 farmer groups. The membership is spread over 42 out of the 47 counties in Kenya. The Kenya Constitution 2010 creates a county government structure which enables the national government to have considerable authority over the policy issues, regulation, capacity building, finance and technical assistance among others. On the other hand, county governments will be responsible for priority setting, financial management, agricultural production and related extension services in their respective areas of operation. This will allow a better alignment of the government actions and projects to the objectives and priorities of the national development agenda. By using the FACT approach Kenfap want to sustain the lobby and advocacy capacities of its members and to increase their participation in policy formulation processes and their representation in relevant stakeholder platforms. It is important to engage the relevant structures to focus on agricultural issues. Improved legislation is a prerequisite for fair prices for agricultural products, formalises land tenure rights and corrects adverse fiscal regimes. Enhanced participation in policy making can exercise influence by steering investments in infrastructure and enhanced budget allocation to agriculture. KenFAP will amplify the FACT (Farmers Advocacy Consultation Tool) Approach to cover twenty counties. 2015 (first semestre) OBJECTIVE The overall objective is to enhance farmers’ participation in the new devolved governance structure in Kenya for improved budgetary allocation to agricultural development and enhance youth engagement in agriculture The specific objectives:- a) To build capacity of leaders, youth and staff on governance and the FACT methodology; b) To enhance the capacity of the leaders, youth and staff through implementation of the FACT approach on budgetary allocation process; c) To improve the budgetary allocation tracking information systems, data bank to monitor and sustain lobby for budgetary allocation and best farming practices exchange platform; d) To enhance Institutional support and development of KenAFF and its constituents. Activities -To build capacity of youth and staff on governance and the FACT methodology; -To enhance the capacity of the leaders, youth and staff through implementation of the FACT approach on budgetary allocation process; -To strengthen the budgetary allocation tracking information systems and data bank to monitor and sustain lobby activity for budgetary allocation; -to enhance institutional support and development of KenAFF and its constituents. Results - 500 staff and leaders trained in FACT - 12.000 farm families reached - 10 county based youth councils: 250 youth leaders trained, 31250 youths reached; - Budgetary allocation to agriculture 2014 The overall objective is to enhance farmers’ participation in the new devolved governance structure in Kenya for improved budgetary allocation to agricultural development Specifically the objectives are : 1. To build capacity of leaders to identify county specific budgetary allocation issues for agricultural development 2. To carry out in-depth participatory research on the county specific issues identified on budgetary allocation for agricultural development 3. To develop county specific SMART proposal on budgetary allocation to Agriculture and engagement strategy to direct funding to support farmers initiatives 4. To establish budgetary allocation tracking information systems, data bank to monitor and sustain lobby for budgetary allocation This will be achieved by the following activities: 1.Training of staff and leaders on Farmers’ Advocacy Consultation Tool 2.To get better understanding KenFAP will organize participatory research: will link up with experts who will assist in defining methodology and ascertain what information to gather and how. The process will be followed by primary data collection which is backed up by desk study on the existing literature related to the issue. 3.Smart solutions will be packaged to develop a SMART proposal for each of the counties to be presented to county decision organs. 4.Developing a well elaborated engagement strategy using all available means of lobbying and advocating by proper lobby mapping etc. 5.To set up an strong budgetary allocation tracking and information dissemination system. Results: - Farmers leaders and staff trained on FACT approach - County specific lobby budgetary allocation issues identified - Farmers and farmer leaders consulted - Priority issues researched - Competing claims on budgetary allocation identified - Data collection tools developed - Enumeratos trained to administer tools - Experts to define technology - Software for data analysis procured - Validation workshops held - Final report produced - SMART proposal written - Engagement strategy developed (lobby mapping and stakeholder analyses) - Farmers groups sentized, recruited and organised - Consultative forums at all levels formed - Alliance formed - Data bank established - Budget allocation tracking system and information system developed - County government allocation to support farmers initiatives enhanced - Capacity of leaders to convene, collaborate and lead Multi stakeholders process enhanced - FO's leaders represented in county budgetary allocation commitee Output - Volume of County budget allocated to agriculture due to lobby efforts (FACT approach) is expected to 1 million Euro / district ( to the benefit of members and non-members) Enhanced farmers’ participation in the new devolved governance structure in Kenya for improved budgetary allocation to agricultural development

Advocacy for government support to Sustainable Agriculture and Farmer Led Enterprises

General

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. Project objectives 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 them. 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 tries to improve the position of these small scale farmers mainly through their active engagement in various regional and global bodies. AFA, established in 2002 and supported since 2003 by Agriterra, is expanding its membership beyond South and South East Asia to include also Northern Asian members from Mongolia and Kyrgistan (besides already existing farmer organisations from Japan, South Korea and Taiwan. The expansion is a result of AFA's involvement in GAFSP (Global action for Food Security Programme) financed by IFAD/EU and MTCP-2 (Medium term Cooperative Programme 2) also partly financed by IFAD/EU funds. The above indicated position and the fact that 2014 is the International Year of Family Farming (IYFF), will be used by AFA in 2014 to influence the following: 1) engaging key intergovernmental bodies, like FAO, ASEAN and SAARC in the Medium Term Cooperative Programme 2 (MTCP-2) financed by EU/IFAD a.o; 2) pushing more value down the chain through AFA's involvement in the GAFSP (Global Action for Food security Programma) steering committee; 3) actively participating in the 'voluntary guidelines on responsible agriculture investment (RAI) through its membership of Civil Society Mechanism (CSM) and Committee of World Food Security (CFS); 4) Intensify lobby/campaiging towards ASEAN ministers of agriculture and forestry on policies related to investment in small-holder agriculture and the creation of institutionalised mechanism for small scale farmers participation in agriculture governance in the region; 5). developing and promoting AFA's youth agenda in IYFF processes both at national and regional level. For the latter FACT will be used as approach to increase the national government support to youth in agriculture. In 2014 AFA will increase its membership to 13 countries with 17 Farmers Organisations. Besides that the following capacity related objectives are foreseen: - Through active participation in various international fora AFA members will gain exposure and experience which enhances their claim making position. - Follow up of the evaluation of AFA-Agriterra partnership by making AFA more responsive to the needs of its members. Main activities in 2014: - national implementation of AFA FACT on youth work plan - workshop: building the youth farmers agenda for AFA - second FACT workshop and training of trainers - popularising the VGGT (voluntary guidelines on responsive governance) making comparative analysis between existing land laws and VGGT - GAFSP advocacy for financing small agro-enterprises by farmers - participation in regional and international conferences of a.o. multilateral agencies - governance: working groups on AFA future, EXECOM meetings and 6th AFA general assembly, visit to members, member to member cooperation. - knowledge management: website maintanance, knowledge sharing sessions on agri-enterprise and manual development, sharing sessionon AFA IYFF priority agenda, issue paper on IYFF and youth, IYFF poster. Key indicators related to objectives: - increased awareness on importance of IYFF and VGGT among national members of AFA and how to maximise it in their continuing advocacy/dialogue with their governments - on attracting youth to agriculture: national members have identified key issues of young farmers, have drafted a policy proposal to address priority issues of young farmers, made a lobby mapping/stakeholder analysis and hold policy dialogues with concerned agencies to propose the policy proposal. At regional level a youth programme has been developed and new GAFSP guidelines on access to financing by small scale and medium agri-enterprises are favorable to farmers. - on strengthening AFA members participation and contribution to advocacy and operations of AFA: mechanism for involving youth in AFA governance, mechanism for more participation and involvement of members in AFA's overall financial and operational aspects, roadmap to strategic planning process steps for 2016-2020 strategic plan. - on knowledge products: produced 2 papers on family farming and youth issues, consolidated at regional level; AFA website maintained; manual on assessing FO enterprises developed. In order to verify these indicators the following are used: project reports, news clippings, perception survey among stakeholders, evaluation forms, documentation of activities, minutes of meetings, concept notes, policy papers, count of website visitors, articles in website, number of tweets etc. Project direct outreach: 383 (40% women). Indirect outreach: 17,344: members of 14 FO's in 11 countries, visitors of website (330/week), users/readers of IYFF issue papers and posters. Total consolidated budget for 2014 is US$ 448,151. request to Agriterra is US$ 300,286 (Euro 228,217) Project Objectives 2013: - To strengthen the commitment, solidarity and capacities of family farmers and their national and regional organizations to promote family farming and push for policies and programs that will support family farming agriculture, in partnership with other multi-stakeholders of IYFF. Each country can focus on 2-3 priority advocacy agenda from the five covered policy agenda: a) Recognition of family farmers, esp. women and young farmers; b) Land rights; c) Investments for sustainable agroecological approaches by family farmers; d) Increased market power of farmers; e) Meaningful participation of FF in agri-related decision-making processes; and, f) Attracting the youth to agriculture and agri-related activities. 3. Expected Results: a) Enhanced capacities of FOs to generate and promote policies and programs in favor of family farming agriculture and the above-mentioned six advocacy agenda, with the following indicators: • 13 AFA member FOs and 2 partner FOs, as a result of implementing the regional FACT plan, are able to upgrade their skills in consulting members, generating data through participatory processes, writing SMART proposals and analysing stakeholders’ interest in a specific policy proposal. The policy proposals will target specific national government agencies at the national level, and the regional inter-governmental agencies (FAO, IFAD, ASEAN, and SAARC) at the regional levels. • AFA’s proposal to create the ASEAN Farmers’ Advocacy Council as institutionalized mechanism for dialogue between small-scale farmers and ASEAN Ministers of Agriculture and Fisheries (AMAF), is recognized and acted upon by AMAF. b) Well-registered/documented initiatives of AFA members on their advocacy for specific policy issues, including lessons they learned in their advocacy work, with the following indicators: • FACT reports by 9 FOs who have undergone FACT workshops and submitted FACT national action plans • FACT reports by 13 AFA member FOs who have participated in the AFA regional FACT plan c) AFA at national and regional levels is key player and mover in a broad platform of CSOs working for a meaningful celebration of IYFF, with the following indicators: • National IYFF committees are set up and AFA members in 6 MTCP2 countries (Indonesia, Philippines, Cambodia, Vietnam, Nepal, Bangladesh) are active members • AFA members in 6 MTCP2 countries are able to get support from other FOs in promoting IYFF d) Progress in the advocacy of the policy proposals being pushed at national and regional levels, as indicated by: • The proposal has moved several steps from the moment it was articulated to decision makers project activities 2013: Component 1: advocacy a. National-level sessions on IYFF, VG/RAI b. FACT Workshops c. Implementation of FACT action plans at country and regional level d. Lobby with ASEAN on the creation of the ASEAN Farmers Advisory Council. e. Desk Research on Family Farming Agriculture at the national, sub-regional (ASEAN, SAARC) and regional (Asia) level f. Issue Paper on Asia IYFF campaign g. Participation in consultations and negotiations with government decision making bodies h. Regional Workshop on Building Self Reliant Communities Component 2: knowlegde management a. Website Maintenance b. Knowledge Sharing Workshop on Farmers’ Market Power c. Translation and Printing of Asia IYFF poster d. Issue Paper on Farmers Market Power e. Generic Powerpoint Templates on IYFF, VG/RAI f. Development o f Monitoring Tool for FACT implementation g. Development of a FACT Community of Practice H. Video Production Component 3: Governance a. Execom Meetings b. AFA IYFF plan c. Upgrading of MYOB software d. Farmer–friendly finance reports e. Networking and Resource Mobilization f. Effective and Efficient Project Coordination and Management g. Mid –review of AFA strat plan 2011-2015 h. Gender and age-sensitive activities i. Evaluation of AFA-Agriterra Cooperation the Past Ten Years PROJECT ACTIVITIES 2011-2012 1. ADVOCACY A. In-country Consultations – From August till November 2011, three-day in-country consultations will be conducted in at least eight countries (AFA member countries Indonesia, Cambodia, Philippines, Vietnam, Thailand; MTCP covered country Laos and GAFSP covered countries Bangladesh and Nepal) guided by a reference template/design. These consultations will involve key national leaders of the farmers’ organizations belonging to AFA and MTCP/GAFSP participants, partner NGOs, private sector, academic institutions; and can number from 15-30 participants, 40% of which should be women. Steps will be taken to synchronize these consultations with MTCP/GAFSP consultations to save costs and time. MTCP countries include Indonesia, Philippines, Cambodia, Vietnam, and Laos, while GAFSP countries include Bangladesh, Nepal, and Mongolia. For year 2011, the consultations will cover the focus issues on land rights, food price volatility and climate financing. Also an analysis of the organice rice industry in the four countries. For year 2012 Industry analysis of other focused crops in each covered country (to be identified during AFA meeting before end of 2011). The main objective of each industry analysis is to identify issues and concerns that hinder farmers' participation in the supply/value chain and to recommend concrete policies and programmes to help them be more involved in it. The consultations will be documented and cases for further documentation will be identified. B. Regional Consultation – A regional consultation, once every six months, will be conducted to consolidate the national situation and responses to the focus issues, and outline policy recommendations that can be addressed to the national and inter-governmental bodies. Experts from partner NGO's and academics will be invited to aid participants in the analysis of issues. For 2011, the regional consultation will result in describing the recommendations of AFA to inter-governmental bodies on the issues of food price volatility, climate financing and land rights. For 2012, a regional consultation on the industry analysis of the covered crops will be the main theme, to be conducted in the first semester of the year. Another theme for 2012’s second semester will be identified at the early part of 2012. The theme will be based on AFA leaders’ reading of the emerging issues and debates on smallholder agriculture and opportunities for investments in agriculture. C.. Elaboration of Policy proposals -Results of consultations will be transformed into concrete policy recommendations/proposals that have a better chance to be appreciated and approved by concerned inter-governmental bodies and national government agencies. Policy papers and statements are drafted with support from partner NGO's and academic community and incorporate relevant research findings. D. Participation in Consultations and Negotiations organized by inter-governmental bodies - Efforts will be made for AFA members to have more space to articulate the policy proposals resulting from its national and regional consultations. In meetings in Asia AFA will send at least three delegates where decisions will be made on the focused issues. This includes farmer leaders. In this way their confidence and skills can be built, and their understanding on international issues and processes deepened, their knowledge on good practices increased to be adopted at the national level. For year 2011, we will target representation during the meetings of the Committee on Food Security (Italy, October), UNFCCC (South Africa, December) and ASEAN summit (Indonesia, October/November). 2. KNOWLEDGE MANAGEMenT Documentation of Selected FO Initiatives – During the national consultations, AFA will have a list of the initiatives of farmers on the focused issues. Based on certain criteria (e.g. possible replication, good case for policy recommendation) AFA will select some cases to be further studied. All documentation and knowledge products shall be done through participatory assessment where all involved stakeholders/support organizations participate to capture both quantitative and qualitative results and simultaneously analyze to identify areas for further improvements. To ensure proper documentation, tie-up with academic or research institution shall be explored by AFA to achieve scientific report capturing both quantitative and qualitative results/outcome of the pilot test. Results shall be utilized in advocacy work for decision-making process: whether to continue incubating (another cycle), to replicate or scale-up, to stop, or to further innovate, using the criteria of viability and competitiveness. The results shall also be published as case studies and policy papers to lobby support for replication/upscaling of successful initiatives to other areas. Influence national and inter-governmental international decision making bodies on common agriculture issues affecting small scale male and female farmers

Building Agri-Based Cooperative Enterprises in the Philippines

General

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. PAKISAMA (Pambansang Kilusan ng mga Samahang Magsasaka/National Peasant Confederation and Movement of Farmers) is a national confederation of rural organizations dedicated to the empowerment of small Filipino farmers, fisher folks, rural women, youth, and indigenous peoples. It envisions rural societies where small farmers and fisher folks have control over their land and water resources, have access to basic agricultural inputs such as seeds and appropriate technologies to maximize their farm yield and to engage effectively the market to increase household income, and the capacity to influence public policy. Thus, since its establishment in 1986, PAKISAMA provided its member-organizations with relevant information, broader platform, and political and moral suasion in advancing its various campaigns at the national, regional, even at international levels, especially on land rights issues. Several years back, PAKISAMA started to further strengthen its capacity in building social enterprises. The support of Agriterra to PAKISAMA came in 2007 at the most crucial time when PAKISAMA needed to reconsolidate itself and regain its organizational posture after successfully resolving a serious organizational crisis that practically almost paralyzed the operation of the federation for several years. At that time, the project supported by Agriterra focused on membership profiling, putting conclusion to some organizational loose ends such as the several years of backlog in financial audit; and a package of support for general operations and networking activities. Another project with Agriterra in 2008-2009, provided a comprehensive set of interventions that allowed PAKISAMA to consolidate and expand its reach from 24 to 42 provinces. Membership grew from 28 to 49 member-organizations, or from 20,000 to 66,396 individual farmer-members. Many of the new members are functional cooperatives or federation of cooperatives and associations with full time staff and existing economic activities compared to older members, which were mostly unstaffed. PAKISAMA emerged united and reconstructed itself to become one of the most vibrant national farmers’ federations in the country today. PAKISAMA took leadership role in mobilizing farmers and generated public support towards the eventual passage of a new law extending and reforming the Agrarian reform program. A national Congress was held which elected a new set of leaders. The National and Executive Councils, Committees, and regular staff meetings were conducted. Implementing the Philippine Farmers for Food Project, from January 2010 to date, PAKISAMA had organized 151 commodity clusters in 12 provinces involving 2,432 farmers, of which about 40% are women. The clusters are engaged in the production and subsequent marketing of 9 primary commodities with almost half of the clusters tilling rice. Other commodities include corn, cassava, coconut, vegetables and sugarcane. Gender mainstreaming and empowering young farmers are continuous concerns in the design and implementation of project activities. The project was able to implement a total of 116 training courses covering both technical and business topics. Technical training courses included sustainable agriculture, bio-organic fertilizer production, management practices on vermiculture, breeding, harvesting and proper storage of rice seeds, rice trading, swine production, farm planning, coconut and organic vegetables cropping system; while business training courses included business planning, costing and marketing among others. There were 35 exchange visits organized. Thirteen (13) training of trainers (TOTs) were also conducted which were attended by about 247 farmer technicians. There were about 78 input supply centers set up. In 9 provinces, PAKISAMA prepared 16 business plans and facilitated the development of markets for 10 product lines. It organized four regional and provincial commodity associations and built partnerships and networks with key social enterprise institutions. Some of these business plans are being implemented; while others are being finalized for fund sourcing and implementation next year. Furthermore, a number of PAKISAMA affiliates had already accessed funds from various sources. PAKISAMA was the first to avail of the Agri-Investment Fund, with a loan of Ph 1.7 million pesos approved last October 15, 2010 for the Bicol Organic Rice Trading business which was fully paid in July 2011. Another loan was approved last September 2011 in the amount of Ph 950,000 for the implementation of the “Calamansi” and Organic Rice Marketing in Oriental Mindoro, and another Organic Rice Business in Bukidnon, a province in Mindanao. In terms of policy advocacy, PAKISAMA and its affiliates sit in various local and national bodies and engage various line agencies of government in policy dialogue. On September 2010, the President of PAKISAMA, Mr. Crispino Aguelo, was appointed by the President of the Philippines to be a member of the Board of Trustees of the Land Bank of the Philippines, the government bank tasked to provide credit services to the agricultural sector especially the small farmers and fishers. PAKISAMA is also represented in the National Organic Agriculture Board (NOAB), which is the national policy-making body on Organic Agriculture under the Department of Agriculture. It continues to sit in the rice and cereal and Land Use Committees of the National Agriculture and Fisheries Council. The project generated very positive results. Some farmers who are members of local commodity clusters have demonstrated improved capacities in sustainable and diversified farm production. They found that sustainable agriculture is a viable option to increase household incomes. While many of the project participants were just starting to understand how the market works and how to better package and sell their products, some had already started to realize higher income gained from reduced input cost for using organic fertilizers and pesticides. Others have examined their farm produce in relation to existing markets; while some have engaged actively in the value chain market development. Given the positive evaluation of the project from the farmer-beneficiaries and the staff involved and the positive policy environment under the Aquino Administration, the momentum set by the Philippine Farmers for Food project needs to be sustained and its possible mainstreaming and replication in other provinces be explored. This project is an attempt to continue and intensify the operation in the twelve provinces covered by PAKISAMA under the PFF project focusing on building the capacity of PAKISAMA to undertake agribusiness ventures by prototyping selected commodities. It will spin-off a two-tier PAKISAMA federation of agricultural cooperatives while enhancing PAKISAMA’s capacity to serve the existing 49 member federations in 42 provinces and a growing number of potential member-organizations in other provinces. 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.

Triggering economic potential at payam level in South Sudan

General

In consultation with DGIS and the Netherlands Embassy in Juba it has been decided to start up Agriterra activities in South Sudan. At national level a national farmer’s organisation named SSAPU, South Sudan Agricultural Producers Union, has recently been created. At state, county and district (payam) level there is no presence of any umbrella organisations worth mentioning. At village (boma) level, a great variety of local groups exists, often with support from NGO’s. Although the farmers’ movement is progressing, there are a certain number of serious constraints that hamper their development. There is a low educational level of farmers and farming as a business is a totally new concept for them. As it can be expected internal governance practices within farmers’ organisations are still very weak. Services to (informal members) are not well defined yet. There is a clear need for support on the different levels. The proposed Agriterra strategy consists of the following two main elements: a. Supporting the national farmers’ organisation in its role (policy development, lobby and advocacy) and in the structuring and membership development of the farmers’ movement towards local level. b. Supporting the grassroots’ level in an upwards dynamic towards the top. The support will focus on the payam level, as the first level after the boma level, on which farmers need to be organised. For a start this will be implemented through SSAPU, as there are no local farmers organisations with which Agriterra can have direct collaboration for the moment. It is important to start with existing dynamic groups of semi-commercial farmers. Expertise will preferably be delivered base on specific demands of farmers and in the form of a trajectory. Agriterra can make largely use of their Agripool for regional (EAFF e.a.) and Dutch agricultural expertise. Agripool expertise should cover three main advisory fields: technical (marketing, specific commodities, mechanisation, policy and advocacy), institutional (organisation development, internal governance & leadership, internal capacity building) and financial management. Although it is Agriterra’s conviction that qualitative competences should be build in a FO, it is proposed that Agriterra will have local presence, at least in the starting phase. This local presence will indeed focus on strengthening the competences within the SSAPU in a sustainable way. Proposal first semester 2015 Goal: To increase farmers’ income through good organization of the farmers, improved agricultural production, processing and marketing, benefiting SSAPU farmer members. Objectives: - Lobby, network and advocate for a more conducive and enabling environment for economic activities by the members; - Increase farmers’ income from agriculture through capacity building services in collective entrepreneurship, marketing and promotion, linking with providers of other services and increase income through training and facilitating in 6 selected commodities; - Construct the organisation at different levels, establish the national secretariat office and the grassroots’ entrepreneurship team, promote good leadership and governance; - Membership development. Attracting and retaining members building the union from grassroots level upwards. Improve communication with members, develop and mobilise membership and promote linking & networking Activities • Define policy and lobby agenda. Policy issues include: o CAADP implementation; o Agricultural tax: agricultural inputs exempt from policy into law and its implementation o Feeder roads in the rural areas; o Access to finance o Land ownership and legislation o Land allocation for agricultural production o Regulation of local taxes and roadblocks, paying tax on produce only once • Using evidence to prepare policy positions; • Building alliances with other organizations where needed • Organizing or participating in meetings in the concerned institutions, customs Ministry of Finance (MOF), MOAFCOO (Agriculture, Fisheries, Cooperatives) • Training and follow-up of SSAPU leaders on FACT tools, how to generate policy proposals, how to prepare policy positions, how to lobby, how to follow up, etc. Services to members delivered to increase self-reliance and entrepreneurship. Training and facilitating of collective economic actions in response to service needs of members (associations, companies, cooperatives, and individual farmers).  • Value chain analysis on banana's, groundnuts, cassava and tomatoes. VC studies comprise investigate market opportunities, identifying value chain stakeholders, production capacities and constraints; processing possibilities; access to appropriate technology. • Exchange visits with commodity associations of EAFF members where appropriate • Linking with other partners: identify and link with other partners willing to support commodity approach/ value chain approach e.g. Dutch embassy, IFDC, EAGC, Farm project, Spark, GIZ;SNV • Link with other private sector commodity players at the national, regional and international levels; exchange with FOs who have developed successful partnerships; • Collaboration with IFDC 2 scale project and SSADP to share services provided by all and discuss SSAPU members to become champions or business oriented farmers. • Training of FF's in the selected commodities: banana's, poultry, onions, groundnuts, tomatoes and cassava. • Follow-up on poultry sector training, VC analysis and sector meeting: How to reduce the costs of feeds. Feasibility study for a feeds production plant. Local entrepreneurship: promotion of grassroots’ entrepreneurship in 5 counties and adding 2 more counties through an advisory system of field facilitators and farmer promoters. Capacity strengthening (knowledge, skills and attitudes) of farmer groups using field facilitators and farmer promoters in the fields of record keeping, production techniques, cooperative development, good governance practices, entrepreneurship, cost benefits analysis. Selection of farmers promoters by the groups and their coaching by Field facilitators. • promoting collective economic action around commodities or other common economic interests of farmer groups through small business plans • Promoting production and marketing by organising exhibitions, farmers day, competition at county level. • Introduce basic record keeping • promoting farmer saving groups for agricultural investment • local networking with private, public and NGO sector to optimise coordination, innovation and other opportunities • Accessing new farmers markets at all levels Institutional and organisational capacity building of SSAPU • Recruitment of staff: 1. Coordinator, acting as: Chief Executive Officer, overall management of SSAPU. She/he will be responsible for the daily management of SSAPU in line with the strategic plan 2015 -2020 and the orientations of the board and AGM. She/he is also secretary to the board, but not a member. 2. National Outreach Officer is already selected. Starting on the 1st of March 2015 3. Recruiting 4 new field facilitators (FF's) to start in 2 new counties • Leadership training: communication strategy and implementation, good governance practices, register database, conflict resolution, partnership development. • Strengthening of financial management: development of simplified manual of financial and administrative procedures including human resource and accounting management, financial health check Membership development • Improving membership registry: design of new membership register using the knowledge and experience of EAFF members. • Convening board meetings to validate the action plan for 2015 and the strategic plan 2015 - 2020. • Developing communication and publicity strategies: Developing radio programs at different administrative levels: mobilisation through the radio stations. Website, brochure, banner, flyers, others. Printing costs and support external communication expert Results 1 lobby trajectory worked out on Agricultural tax and budget allocation by using FACT approach 140 groups strengthened in 7 counties and around 6 commodities≥50% women involved Record keeping on retained commodities Increased membership: 2500 members Membership registration system Increased annual membership fees Operational secretariat Sound financial management: Financial health check = baseline 2014 Proposal will be further developed during the April mission. The mission report of the november 2012 inception mission is available. 1. Create a conducive and enabling environment for economic activities by the members; 2. Increase farmers’ income from agriculture through capacity building in collective entrepreneurship and bottom-up organisation of members 3. Construct the organisation at different levels, establish the national secretariat office and the grassroots’ entrepreneurship team, promote good leadership and governance 4. Improve communication with members, develop and mobilise membership and promote linking & networking

Agri hub support in Africa

General

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. 2011: In several African countries Agriterra, in alliance with other members of AgriProFocus strives to develop farmer entrepreneurship through strengthening the role of producer organisations. AgriProFocus formalises the collaboration within a specific country through multi annual plans which are prepared in a participatory manner by involved APF members and their partners and clients. Agriterra commits itself through these multi annual plans to support the role of the network of AgriProFocus within that country. Involved parties are Producer Organisations, service providers, donor agencies and other civil society players. Together they will achieve tangible economic results at the level of the farmers through joint forces. Agriterra's involvement in these Agri Hubs will be to strengthen the role of the individual Producer Organisations. Services of Agriterra are: 1. in kind (time investment of individual liaison officers): total 25 advisory days. 2. financial - advisory services of others like AgriPoolers and consultants or events - for pooling funds to initiate innovative joint actions. Agriterra commits itself to support a maximum of 4 AgriHubs in 2011. Other involved APF members will contribute equally both financially and in advisory days. 2012: Continuation of agrihub programme in Africa. This year APF wants to initiate at least 2 additional agrihubs: 1 in Tanzania and 1 in Burundi. potential exists to start agrihubs in South Sudan, Bangladesh and Indonesia. However this is not yet sure. Agriterra support consists of the following: 1. in kind support of involved Liaison Officers and team manager @ 2 desk days per LO and 8 desk days for team manager of team 3. 2. financial support to 6 agrihubs (basket funds) @ Euro 10,000/agrihub. 3. kick off workshop support to Tanzania @ Euro 5000. 4. agripool support as required. Lumpsum Euro 5000. 2013: APF has further defined its tasks within the Agrihubs. 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. Results to be achieved are: ad 1. A growing vibrant network of professionals and organizations who exchange information and practical support and coordinate their learning and development interventions around key issues for farmers entrepreneurship & food security. ad 2. The partnership is effective, increasing the number and quality of business between stakeholders (national and international). ad 3. Development of APF innovation approach fostering cross linkages with other APF countries and the wider APF innovation agenda. Further: Easy access to land by small agricultural entrepreneurs; Easy access to farm credit by small agricultural entrepreneurs. (Product Innovation of agricultural credit); Easy access to agricultural inputs by small entrepreneurs to improve socio-economic conditions through increased crop yields; Easy access to agricultural markets for organised farmers; Better agricultural policy and performance of existing policies; The position of women in agricultural value chains is improved. ad 4. Be a neutral and effective platform for debate, mutual learning and information exchange. Outreach is 4910 members (through NING). Divided over the 6 hubs: 150 in DRC, 200 in Burundi, 500 in Rwanda, 600 in Benin, 1160 in Kenya and 2200 in Uganda. 2014: In general: Priorities across all Agri-Hubs in 2014, as defined in the country Annual Plans, include: - Strengthening local embedding and sustainability of the Agri-Hubs through local steering committees and contributions, as well as by establishing relevance and potential for developing Agri-Hubs into local associations. - Growing Agri-Hub network membership in quantity and quality and deepening the relationship with representative networks of specific stakeholder groups notably the private agri-business sector (local and international companies, producer organisations and farmers). - Cooperating with local Dutch Embassies on their Food Security Policy Framework and promotion of Dutch business linkages. For 2014, relationships with embassies in Tanzania, Indonesia and Zambia are to be deepened (besides the already good relations in other countries) resulting in joint action. - Strategic linking to food security and entrepreneurship initiatives of international organisations and donors. - Strengthening regional clusters of members in country to facilitate outreach to and expand membership of (organised) farmers and agri-businesses across the country. - Increasing resource-sharing for activities by local members, as well as continued commitment of Dutch members. For 2014, we strive to have at least 3 local organisations substantially (between 25,000 and 50,000 Euro in total) contributing to the budget per country. Kenya, Uganda, and Tanzania are already moving towards that level. - In-depth study into results from brokering services particularly with regard to farmfirm relations, farm-bank deals and new partnerships and investments. Particular related to Agriterra's support: - Benin: A campaign to explain to farmers working the land their rights under the new legislation on land use and land ownership; Evaluation of the existing experiences with Market Information Systems in Benin and promoting its extension towards new districts. involved FO: FUPRO - Burundi: CAPAD is active member of Agri-Hub No additional funding required - DR Congo : Create a dialogue between big land-owners and farmers to discuss win/win solutions under the new legislation on land use and land ownership; Set up a pilot Market Information System. Involved FO's: FOPAC, UPDI. - Ethiopia: Cooperative event in 2014 with ATA. Next to the Centre of Excellence, other topics could be: advanced certification, recruitment and retention of qualified staff for unions (SNV-Agriterra study), and the role of coops in fertiliser supply. The WG on gender and A2F could organise side event on their issues. - Indonesia: Joint activities In the innovation community “Youth in farming”. Involved FO: API - Kenya: B2B events with a special focus on the dairy sector as the B2B club at the agribusiness fairs and the agro-food financiers match making for and with Agriterra’s Kenyan partners KenFAP/ KLPA. - Mali: A campaign to raise awareness on the impact of the new Malian Land law and the development of a synthesis document to start up an evidence based advocacy activity. Involved FO's: AOPP/ CRCR. - Rwanda: Improve relationships and deal making between farmers and buyers of their produce; Making the results of practical agricultural research available to farmers; Inventory and dissemination of agro-ecological farming practices. Involved FO's: IMBARAGA, INGABO. - Tanzania: Agri-Hub activities in the area of dairy through the Innovation Community from grass to glass. The quick scan already done offers good entry points to organise jointly with Agriterra a stakeholder dialogue, dissemination of information and generation of knowledge to address practical problems. - Uganda: Co-development with Agriterra and its partners of activities for the Innovative Community “Access to Finance”. Involved FO's: MBADIFA, UCCCU. - Zambia: Activities of the Innovation Communities on market access and sustainable farming practices for farmer cooperatives in dairy and rice. Involved FO's: DAZ, ZRF, Isoka - South Sudan: Inception mission / Multi-stakeholder workshop. The results will be monitored by the respective Agri-Hubs in close communication with Agriterra staff designated for respective countries. Mid 2014 Agri-ProFocus will assess progress and – if needed – provide a request for re-allocation of funds in case of underutilization. Reporting will be included in each country report to be finalized by April 1st 2015. This will include the financial reporting as finalized in the Agri-ProFocus overall report with the same due date and based on the overall Agri-ProFocus partnership agreement. tangible results are achieved by farmers organisations through their active involvement in agrihubs within 12 countries where APF is active.