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Other organizations funding or implementing with land governance projects which are included in Land Portal's Projects Database. A detailed list of these organizations will be provided here soon. They range from bilateral or multilateral donor agencies, national or international NGOs, research organizations etc.
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Displaying 1421 - 1425 of 2117Zambia Land Alliance - Support to Strategic Plan 2009-2013
General
Support to Zambia Land Alliance Work Plan 2013? The project is continuation to the ?Support to Zambia Land Alliance Work Plan September 2009-September 2012? which is based on the ZLA strategic plan 2009-2013. Activities to be implemented:Land rights and em powerment programmea)To promote security of customary land and sustainable land use by poor men women and youths especially in ZLA operational areasb)To promote and protect the rights of displaced and potential internally displaced persons and minority gro ups in ZLA operational areasc)To strengthen local accountability in the land administration system for the urban and rural poor in ZLA operational areasd)To advocate for appropriate and timely reforms of laws and policies pertaining to land delivery and ad ministration especially for the poor and vulnerableCommunication and networking programmea)To provide land related information in innovative and appropriate formats for use by stakeholders at local national and international levelsInstitutional development and management programmea)To review and strengthen the structures linkages and operations of the District Land Alliancesb)To improve ZLA?s governance and management effectiveness and sustainability of its organizational programmes
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.
FLC: Loliondo Pastoralist Land Rights
General
Tanzania Pastoralist Community forum (TPCF) is a non governmental non partisan and not profit making organization working to advance the rights of pastoralist communities in Tanzania. The advocacy is done through collective community base initiatives to re duce vulnerability and improve their livelihoods. TPCF is the main implementing agency in this project.The main objectives of the activities are: To raise community land right awareness at the project village; To facilitate conflict management in different levels; To improve community resources rights and increase access to land resources by all groups in the communitiesThe activities include; Land rights awareness trainings sessions (on village land act No.5 and 4 of 1999). This will include holding a one day consultative workshop to introduce the project to various stakeholders at the District level. Also to organise a three days land rights trainings to twenty project villages and two days training to Ward land tribunals committees; To facilitate Land con flict management and villages survey. This includes establishment of district land and housing tribunal organise inter-village meetings to facilitate village survey train on land conflict resolution Act of 2007 engage with National land use Commission and facilitate inter-village meetings to discuss villages boarders; Documentation and reports dissemination. The documentation for the process and the report will be produced to enable community understand the agreed land use plan for the purpose of reducing l and conflicts and povertyProject Administration. This includes project day to day monitoring and administration. Project monitoring will be done to ensure that the project has sustainably achieved the intended goals and objectivesThe target group in this p roject are: Village councils; village land committee; wards land tribunal; District land and housing tribunal; traditional leaders and National land Use plannning Commission.The final results of this project will be ; Sustainable Land Use Planning.Pastoral ist resource right violation is high in various parts of the country but Loliondo land rights violation has been an historical problem since the creation of the Serengeti national Park that resulted to the first pastoralist eviction in 1959 todate. Therefo re this intervention is very important now to secure pastoralist future survival in Loliondo.
Support advocacy and campaign initiatives
General
Support advocacy and campaign tactic and participation of fisherfolk in 2 research launch events in Bangkok on impact of fishmeal industry on fisherfolks in Songkhla province and key players in the shrimp supply chain. Support learning trips of women leaders in the northern land reform network to learn from the stronger women association of southern fisherfolk.
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