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Cooperative Capacity Building Mingjian Kiwi Cooperative was founded on 2008 by 189 kiwi growers. Mingjian cooperative got support from China Foundation of Poverty Alleviation (CFPA) since 2014. CFPA helped Mingjian Cooperative on supply chain management mainly on marketing and sales of kiwi fruits via online channels. The hope was that by boosting kiwi fruit sales the cooperative can recognise the importance of sound governance to cooperative and started to change the governance structure of one person deciding for the rest. The desired change on governance however did not take place.Agriterra was invited to work on the cooperative’s deep-rooted governance issues. For this one-year project Agriterra’s focus has been on ownership structure. Innovatively Agriterra proposed three types of shares that the cooperative could issue. The first one was common shares for members with which each member must hold at least one share. Another type of share was special shares for members with which members are free to subscribe. The third type was special shares for non-members. The village cooperative has subscribed 200k CNY into Mingjian Cooperative for the purpose of dividend benefits. The village cooperative was expected the shares could bring dividends for at least 3 years for the villagers especially for the poor ones.By introducing these three types of share the current governance structure needs to be reformed. The principles of democratic control one member one vote was introduced. Board and supervisory board were re-elected. Member commitments was expected to rise. Strenthened governance and leadership Project plan for 2020 are as follows1.link to market2.share structure design3.incentives for management team4.lobby to government agencies
Desarrollo del mercado local e internacional Coproca S.A. fundada en 1991 produce en su planta de El Alto tops hilos y prendas de vestir con fibra 100% pura alpaca para el mercado nacional e internacional. Coproca es una empresa privada cuyos principales accionistas son 1 200 familias de pequeños ganaderos de camélidos del altiplano boliviano que obstentan una participación del 51% del accionariado y a través de AIGACAA (Asociación Integral de Ganaderos en Camélidos de los Andes Altos) el restante 49%. En la actualidad el principal problema que afronta Copoca es el beneficio negativo que obtiene de su actividad como consecuencia de una cuota de mercado limitida por la competencia de productos peruanos. El objetivo en colaboración con Agriterra para 2017 consiste en alcanzar el equilibrio financiero mediante un aumento de las ventas desde los Bs 1 1 millones mensuales hasta los Bs 1 5 millones mensuales. Para ello el Plan de Acción incluye acciones para desarrollar la capacidad de comercialización a nivel nacional e internacional. El BHAG para 2017 consiste en alcanzar el equilibrio financiero gracias al aumento de las ventas desde los Bs 1 1 millones mensuales hasta los Bs 1 5 millones mensuales manteniendo siempre su estrategia de calidad 100% pura fibra de alpaca. Actividades de proyecto - Modernización de la página de internet - Comunicación electrónica (community managing) - Promoción radial y televisiva - Equipamiento para presentación en ferias locales - Folletería y literatura de ventas - Calendario 2017 para AIGACAA y COPROCA - Promotores (fuerza de ventas) para mercado nacional - Acopio y Esquila - Estudio Costos de producción Servicios - Experto en capacitación calibración y mantenimiento de equipos de control de calidad - Manejo integrado de ganado camélido (alpacas) - Trabajo de 9 días con AIGACAA - Capacitación - Curso de gestión financiera básica - Curso de gestión financiera estratégica avanzada - Curso de fiscalización (síndico y directorio) - Curso de cabildeo (FACT) - Visita de intercambio - Scouting a Feria internacional - Misión comercial
Stimulating Good Agricultural Practices and Improved Member Commitment Koperative y’Abahinzi b’Ibishyimbo n’Ibigori Ba Karongi “Cooperative of beans and maize farmers from Karongi” (KOABIBIKA) is a cooperative based in Rubengera sector Karongi district in the Western province. Formerly the cooperative was only engaged in maize and beans production. Currently they also involved in horticultural production which they planning to professionalize. Some of their members already grow onions garlic carrots cabbages tomatoes green pepper tree tomatoes chili pepper and passion fruits and they keep on rotating them with maize and beans. The cooperative is developing a strategy to start collective action activities for its members in horticulture. KOABIBIKA started in March 2013 and was legally registered in November 2014. It currently has 792 members from which 288 have finished to pay the full share value which is at 5 000Rwf. Out of 792 members 443 are males while 349 of them are females. The cooperative has 5 permanent staff (manager agronomist horticulturist and community development officer watchman) paid by LWH project which is helping the cooperative. LWH project constructed the office where KOABIBIKA is based the drying facilities warehouse terraces provided irrigation facilities and it is now constructing a cold room for storage of horticulture products. Based on the results of last year and priorities of this year KOABIBIKA and Agriterra agreed to collaborate on the project called Stimulating Good Agricultural Practices and Improved Member Commitment Project with the activities below: Training members on maize GAP including PHHS through farmer fied school trainings and use demoplots external financial audit farm level record keeping and participation to exhibition. Agriterra will also provide to KOABIBIKA a basic financial management training and a training on soil fertility restoration and organic compost making. The project aims at Stimulating Good Agricultural Practices and Improved Member Commitment. Based on the results of last year and priorities of this year KOABIBIKA and Agriterra agreed to collaborate on the project called Stimulating Good Agricultural Practices and Improved Member Commitment Project with the activities below: Training members on maize GAP including PHHS through farmer fied school trainings and use demoplots external financial audit farm level record keeping and participation to exhibition. Agriterra will also provide to KOABIBIKA a basic financial management training and a training on soil fertility restoration and organic compost making.
Improving BAMSCOS Farmer Services in 2016 Baringo Agricultural Marketing Services Cooperative Society limited (BAMSCOS) is an umbrella organization formed in August 2012 by fifteen (15) agricultural marketing cooperatives in Baringo County. Thirteen of these cooperatives are dealing with marketing of members milk while two (2) are involved in coffee activity. The dairy affiliates are Kiptoim Mogotio Kiplombe Sabatia Arama Langas Mwachon Mumberes Torongo Sigoro Emining Kisanana and Kabimoi DFCS. The affiliates dealing with coffee are Sirwa and Kabimoi coffee fcs. Recently BAMSCOS increased its membership to 19 Affiliates Kasoiyo Tenges Baringo Mosop and Tuiyobei fcs. Thirteen (17) Dairy affiliates of BAMSCOS market approximately 48 000kgs of milk per day with a total milk turnover of Kshs.1 632 000. Total active membership stand at 11 557.The main goal for the formation of BAMSCOS was to facilitate the farmers’ access to profitable markets for their farm produce provision of production support services and championing farmers’ interest through advocacy.The organization is financially supported by WEeffect through the Dairy Productivity and Marketing Project (DPM). Improve Farmers Advisory Services and enhance lobby capacity
Building members’ commitment and sense of ownership <p>Raya Kajewa multi-purpose Farmer Cooperative Union is located at 275 km away from Addis Ababa and found in Oromia Regional State Western Arsi zone Kofale city. The union has been established on June 23 2008 with founding members of 26 primary cooperatives which includes 6120 farmers and a capital of 203 466 ETB. The union mainly produces malt barley wheat and different vegetable; like potato cabbage carrot and beet root. In 2016 the union was devastated by fired by protester due to unrest happened in the working area of the union. The loosed property estimated to be 9.5 million ETB. Currently the union is on rehabilitation process. Currently the union have a capital of 5 164 031 ETB 12 028 small scale farmers’ and 37 primary cooperatives. The support of AGRITERRA to the union in rehabilitation program bring paramount significance and bring remarkable changes in 2016. </p> <p>The 2017 action plan is focus on the following specific objectives; </p> <p>? Build sense of ownership in participatory manners by organizing workshop <br>? Increasing the youth and women participation at least by 4% in cooperative <br>? Improving the financial management system of the union </p>
Consolidating the SACCO's position and making it farmer centered Rukiga Sacco located in south west Uganda. Has been steadily gaining strength growing and establishing solid systems and processess in place with ambitious management and board.Rukiga is a strong candidate for BOU regulation. Their main focus in 2020 is to ensure that inclusive financial services are extended to the members in a sustainable manner. Agriterra can support them in developing products that are member centered in specific value chains. Increase youth and women involvement in financial services and increase productivity. The specific goals for this project include;1. Increase youth and women participation in SACCO activities interms of saving share capital and credit facilities.2. Develop a member centered service through developing member specific products for loans and savings.3. Strengthen governance Rukiga SACCO is in the process of transforming from a typical financial service based institution to a member needs based institution. Faced with a challenge of coping with emerging issues in the financial sector like regulations and exclusion of women and youth in financial services. In this project Rukiga SACCO will engage consultants business advisor and agripooler to;1. Develop new loan products 2. Train the board amp; management on new product strategy3. Train women and youth in entrepreneurship4. Engage in bench-marking for the BoU regulations With the above activities to be implemented between March 2020 to October 2020 the following results are anticipated; 2 new products added to the current product list a report on board amp; management training on product strategy. Readiness in terms of processes to comply to BoU regulations
Expansion du volume d'affaires La coopeacute;rative RAEK a connu des moments de turbulence en matiegrave;re de gouvernance au cours de la fin 2017 et au courant de lanneacute;e 2018. Lanneacute;e 2019 a eacute;teacute; caracteacute;riseacute;e par la reprise des activiteacute;s au sein de la coopeacute;rative et a eacute;teacute; deacute;terminante. La coopeacute;rative a passeacute; avec succegrave;s le agrave; renouvellement de la certification biologioque et a signeacute; les contrats de vente avec deux acheteurs dont OXFAM et This Side Up pour respectivement 1 conteneur et 9 tonnes de cafeacute; de speacute;cialiteacute; et naturel. Au cours de 2020 la coopeacute;rative veut augmenter la production du cafeacute; et maintenir le niveau de qualiteacute; eleveacute;e. Elle voudrait ainsi investir dans les formations des membres et le renforcement de son niveau de marketing pour une visibiliteacute; sur le marcheacute; international. Ces actions deacute;veloppeacute;es sinscrivent dans le cadre de cette perspective dexpansion du marcheacute;. Le projet vise laugmentation de la production lameacute;lioration de la base des membres et lameacute;lioration du niveau de marketing. Organiser l'audit des états financiers de 2019Elaborer le business plan de la coopérative et déterminer le seuil de rentabilitéAppuyer le renouvellement des documents commeciaux (numéro import et export…)Installer des champs de démonstration sur les bonnes pratiques culturalesSensibiliser les membres à liberer leurs parts socialesFormer les producteurs sur l'usage du compost organiqueOrganiser une assemblée extraordianaire pour l'adoption des nouveaux textes de la coopérativeMettre à jour les outils marketing de la coopérativeOrganiser les rencontres des organes au sein des sous coopératives
Diversificando servicios al socio SolCafé es una entidad cooperativa de primer nivel que representa a productores de café arroz ecológico y cacao en grano del Nororiente peruano (en las provincias de Jaén y San Ignacio) cuenta con 1 058 socios de los cuales 131 son mujeres organizados en bases sociales de 12 distritos de Jaén y San Ignacio. Fue fundada en la ciudad de Jaén el 16 de Marzo de 2 008 y cuenta con personería jurídica inscrita en el Registro de Cooperativas en los Registros Públicos de Jaén. Resultados esperados: - Linea base terminado respecto a productividad y sistemas agroforestales - Una propuesta técnica metodologica y economica para adaptar la experiencia innovativa de Villarica en Sol Café- Una propuesta metodologica de la experiencia en gestión financiera/ empresarial de 2013 - 2016- Un video editado de la experiencia- 90% de los socios reciben los estados financieros trimestrales politica de acopio y reglamento de aportaciones- Informe final con resultados de logros e impactos de dos servicios financieros (Renovación y Rehabilitación Diversificando servicios al socio Actividades del proyecto - Definir linea base respecto a productividad y sistemas agroforestales - Sistematizar la experiencia productiva/ agroforestal de Sol Café y los resultados de la gira de estudio a Villarica - Sistematización de la experiencia en gestión financiera/ empresarial de 2013 - 2016- Edición de un video institucional de Sol Café- Socialización de los estados financieros trimestrales politica de acopio y reglamento de aportaciones- Evaluar los resultados e impactos de dos servicios financieros (Renovación y Rehabilitación
Gestión financiera y posicionamiento en el mercado local El proyecto consolidará el funcionamiento de los sistemas de gestión administrativo contable y financiero de ASOVITA. Apoyará a la recuperación y posicionamiento de la marca en el mercado de Sucre capital operativizará el plan de sostenibilidad de largo plazo y focalizará el pensamiento estratégico de la Organización. BHAG: A octubre de 2018 consolidar las gestiones contable administrativa y financiera e incrementar ventas anuales en un 25 % respecto al año 2017 Mejoramiento de los sistemas administrativos contables y financieros de ASOVITA y de sus 4 Asociaciones Implementación del punto de venta en el Sistema Integrado de ASOVITA Implementación del Plan de patrimonialización: Efectivizados aportes de las 4 Asociaciones de Bs28.000 asociaciones Generados al menos Bs1.500 mensual a través del nuevo convenio de comercialización de ASOVITAActualización del Plan Estratégico 2018-2022 Incremento de la presencia de ASOVITA en el mercado de Sucre y provincias del Departamento Chuquisaca Asesoramiento integral en mercadeo para ASOVITA (Sondeo de mercado en Sucre y provincias sistemas de abastecimiento y planificación de la producción estructuras de costos y políticas de precios)
Farmers-Focused Transformation Nicaragua In 2021, Agriterra entered into a ten-year (2021-2030) strategic partnership with the Directorate-General for International Cooperation (DGIS) of the Ministry of Foreign Affairs in the Netherlands, officially titled “New Decade for Cooperative Agribusiness Development”. In this new programme – by Agriterra called Farmer-Focused Transformation (FFT) – Agriterra concentrates on its core business of strengthening farmers’ organisations and cooperatives and increasing access to finance by (organised) smallholder farmers. Agriterra's core business aligns with the DGIS objectives of ensuring Dutch knowledge and expertise worldwide to achieve the SDGs and to take advantage of new business opportunities, since the Netherlands can make a difference in agriculture for developing countries thanks to the outstanding Dutch position in this sector. As such, Agriterra strives for interventions with long-term perspectives that contribute to the development of a modern, vital agricultural sector which is both economically viable and socially just. This can only be achieved through concrete intermediate results in terms of job creation, mobilizing finance and increasing productivity. Agriterra’s services will maintain a focus on strengthening farmers organisations via three-tracks: farmer-led business, sustainable services and farmer lobby and advocacy. While implementing these three trajectories, Agriterra mainstreams the cross-cutting issues of: gender, youth, and climate. At the beginning of the FFT programme, FFT operations were carried out in 19 countries. From 2022 onwards, the FFT programme focuses exclusively on 12 countries spread through 4 regions (West-Africa, East-Africa, Great Lakes and South-East Asia). The 12 focus countries for FFT include: Ivory Coast, Burkina Faso, Ghana, Ethiopia, Kenya, Tanzania, Rwanda, DR Congo, Uganda, Philippines, Indonesia & Vietnam. The FFT programme focuses on generating evidence-based outcomes for Farmer Organisations via quantifiable KPIs that require systematic tracking and reporting. The overall evidence-based goals envisioned for FFT in its first five years (2021-2025) are: • Goal 1: Support one million farmers through 320 farmers’ organisations. • Goal 2: 50 million euro mobilised because of lobby and advocacy proposals. • Goal 3: 60 million euro mobilised with 70 FOs linked to financial institutions. • Goal 4: 30 new farmer-led enterprises that improve farmers’ access to markets and Agri services. • Goal 5: 10,000 direct jobs supported. • Goal 6: 30,000 people trained (9,000 women and 4,500 youth), with 50 female leadership training courses, 30 youth councils and 20 women’s councils. Farmer Organisations and Cooperatives Member Farmers
Consolidating gains towards Milk processing Sustainability Lelan Highland Dairies is a milk intake public company fully owned by farmers. The company is situated in West Pokot County. Lelan has 12 collection sites whereby more than 3 collection sites are under zone manager. The company recorded average daily collections of 14 225kg of milk in 2019. It has a total registered membership of 6 450 and 3 667 active members. Main areas of support being extension marketing organisational development (trainings and development of policies). The organisation has grown from 8 branches to 12 acquired assets (buildings tractor etc) etc. The long term BHAG of Lelan is to establish its own processing plant in 2021. It therefore seeks to raise 5M worth of shares towards establishment of purchase a tanker truck and further stabilise and increase milk volumes with an average target of 15 000kg/day in 2020. - Raise 5M worth of shares towards purchase a tanker truck.- Stabilise and increase milk volumes with an average target of 15 000kg/day in 2020. - Undertake a 10 acre commercial hay production The 2020 project seeks to implement the following activities;Quarterly forum with Extension staff and management to discuss progress of extension servicesUndertake a joint forum with Lelan SACCOAcquire and manage a 10 acre land on Boma Rhodes grassConduct member share drive sensitizations and develop a dividends policyDevelop Record Keeping booklets and rollout record keeping trainings per zonesImplimentation of Business Process Reeingineering mission reportImplimentation of market survey reportImplimentation of Strategic Plan report
Effective service provision for improved agricultural production and agribusiness Nyimba District Farmers Association was established in 200 with vision to have food secure and income secure households in the whole district through sustainable agriculture. NFDA has 1159 active members (46% women) and 1700 members in total. The members pay membership fees. NDFA is affiliated with ZNFU and ZNFU runs national level programmes that are channelled through the NDFA to reach the members. Members are small/medium emerging farmers gradually producing for the market. Main commodities in the district are maize groundnuts sunflower soya sweet potatoes cotton. BHAG: A financially self-sustaining organisation able to cover its core costs in 2018 from membership fees provide quality services to 3 000 members generated through agribusiness focusing on improved crop production and productivity improved marketing and a running a profitable agribusiness. Through effective service provision using lead farmers this BHAG will be achieved. Support is needed in governance financial management services provision and business development A financially self-sustaining organisation able to cover its core costs in 2018 from membership fees provide quality services to 3 000 members generated through agribusiness focusing on improved crop production and productivity improved marketing and a running a profitable agribusiness.Through effective service provision using lead farmers this BHAG will be achieved. Support is needed in governance financial management services provision and business development. As another donor supports the agribusiness component Agriterra will not intervene in this implementation but will support in the marekting aspects. A financially self-sustaining organisation able to cover its core costs in 2018 from membership fees provide quality services to 3 000 members generated through agribusiness focusing on improved crop production and productivity improved marketing and a running a profitable agribusiness. Through effective service provision using lead farmers this BHAG will be achieved. Support is needed in governance financial management services provision and business development. As another donor supports the agribusiness component Agriterra will not intervene in this implementation but will support in the marekting aspects.
Increase income by increasing milk volumes from 1 500 litres to 3 000 litres through consistent milk supply and Improve governance and financial management and reporting Chati Dairy Cooperative union is a member-based farmer organization located in the western part of Kalulushi district of Copperbelt province. The cooperative union was established in 2014 and is composed of 256 individual members and 10 clubs. The main business of the cooperative union is to bulk milk from its members who are located in the surrounding area in readiness for supply to Parmalat the off taker. The cooperative currently bulks 500 litres every fortnight to supply to Parmalat. The milk volumes supplied to Parmalat is very low and is as a result of low milk producing population among the members. The cow population at the time of the assessment was 133 cows with only 16 cows milked to produce enough volumes to supply to the off taker. Among some of the challenges the members are currently facing is low number of members who own cattle while on one hand there has been high mortality rates among the few members who managed to acquire cows through heifer international.Chati Dairy Cooperative was established in 2013 by four clubs and with support from heifer and Oxfam the members started producing milk. It was at this point that the clubs thought of forming a union through the clubs and became registered in 2014. In 2014 heifer gave the union a matching grant which was used to build the current office building. The cooperative currently has 10 clubs which form the cooperative union about 6 cooperatives received haifers to start dairy business while the others are waiting for pass on or other external support. Currently the cooperative has a total membership of 255 individual members composed of both males and females of which 40 males 215 females and 41 youths. Members pay K250 to join the cooperative and K150 for renewal annually. There is a lot of benefit in becoming a member of the cooperative ranging from increasing self sustainance access to market increased knowledge in improved feeding for the cows to increase milk production. Members also have a business opportunity to grow pasture to sell to other members who have cows. The cooperative members also benefit from savings groups and study circles. The cooperative has two members of staff who are both milk technicians. The cooperative has no other management structure but have ambitions to employ the manager and book keeper. This is done through campaign for increased milk supply and production to enable the cooperative to employ the required staff. The board currently supervises the two-management staff although both management staff have no written contracts. The cooperative came into contact with Agriterra through a head hunt which was conducted by Agriterra Business Advisor after Chati Cooperative featured in an agriculture program on the national television. The cooperative feels they can be supported in capacity building and exchange to increase milk production. 1. increasing milk volumes from 1 500 litres to 3 000 litres through consistent milk supply and improve governance and financial management and reporting. 2. To have 50% milk increase through increased milk volumes by ensuring there is consistent milk supply all year round The project Plan is to increase milk volumes by offering effective extension services and good accountability of members resources.
Sugar Cane Cooperative Development The project concerns the business advisory services support to Sugar Canes Cooperatives and Water Management Organizations operating in areas which follow: Mwogo Mageragere and Ntarama. For SUFACOMWO (66 members) and SUFACO NTARAMA (472 members with 8 500 tons per each year); the business scenario is that Kabuye Sugar Works Factory collects the produce directly from farmers and pays them directly through their bank accounts. Currently cooperative receives 500 Rwf from the factory for each ton supplied by its members at the end of the year through cooperativersquo;s bank account. The factory is also involved in providing inputs to the farmers. For SUFACOMA (219 members with 9 581 tons collected each year) the system of payment is the same like the previous ones a difference is that the cooperative owns a truck for transport and the members are supplying their produce on time. For these three cooperatives support is needed on the short run to in improve governance record keeping and establish financial statements. The remaining 6 SUFACOs need some more time to mature but they can receive the trainings second half of 2018. For WAMOS a training in Financial management is recommended. To strengthen the sugar canes cooperatives to become more business oriented The project shall be targeting 9 sugar canes cooperatives who shall be supported to improve their book keeping system improve farm record keeping local exchange visits shall be organized for the farmers to learn new cane varieties which take less time to grow and learn from fellow role model farmers . In order to improve the cooperative business model by accessing finance the stakeholder meetings shall be organized so that farmers who lack land rights up to now can get an opportunity to raise their concerns before involved authorities For the organization development the leaders and staffs who received the My Coop training will come together to share experiences on how the training action plan was implemented and which impact was created for the cooperative functioning and its role towards the members while the supervisory committees on the other side will receive coaching on the internal audit.
APROCREDI Liderando el crédito y ahorro rural del norte de Cajamarca Debido al rol tan importante que cumple Aprocredi en su sector y zona brindando préstamos para capital de trabajo a pequeños productores de café especialmente es que se hace importante la participación y ayuda de Agriterra para consolidar los procesos encaminados y fortalecer otros nuevos. En tal sentido APROCREDI necesita la colaboración de Agriterra para realizar en primer lugar acciones de organización de la entidad que permitan obtener una información homogénea con el resto de entidades de su sector y permitir el cumplimiento de la normativa para cooperativas de ahorro y crédito de Perú. También se requiere reforzar las aéreas de contabilidad y control interno con la contratación de personal a tiempo completo y la renovación de las herramientas de Software de gestión. Capacitar a los consejeros y del personal de la entidad pues se detecta una falta de formación específica y adaptada a una entidad de ahorro y crédito. Actuar sobre los socios y el conocimiento de su cooperativa de los productos que ofrece y de las oportunidades a nuevas actividades. APROCREDI es una cooperativa de ahorro y crédito cuya misión principal es dar apoyo financiero a sus socios del área rural de San Ignacio y Jaén. El sector de crédito y ahorro sufrirá una transformación importante en los próximos años. Reto que deberá preparar y asumir pues los cambios regulatorios serán de gran calado para este sector. En tal sentido existe un importante trabajo en el área financiera de adaptación a las normativas de COOPAC de control interno de la entidad y de formación específica en actividades de ahorro y crédito. La herramienta utilizada se refiere a cooperativas agrícolas con un modelo de negocio distinto a la de una cooperativa de ahorro y crédito. Hemos adaptado/suprimido aquellas partes no afectas a la actividad específica de entidad financiera. Podríamos decir que en el corto plazo el reto para Aprocredi beberá adecuarse a la nueva normaticidad para cooeprativas de Ahorro y Crédito la cual es mas exigente a la ya existente y segundo fortalecer sus estructuras sociales adminstartivas contables financieras y comerciles para consolidarse como cooperativa lider en el sector rural de Cajamarca. PLAN DE ACCION: Auditoria Externa ejercicio 2017 homologada por el supervisor de la FENACREP y opinión sobre la terna de candidatos por Agriterra. Auditoria Interna. Informe a 31 dic 2017. Mejora en las herramientas de gestión. Evaluación y valoración de RRHH. Formación de personal técnico directivos y socios. Contratación de personal refuerzo área de crédito. Contratación de personal refuerzo área de riesgos. Cursos y talleres destinados a la motivación y formación de equipos. Política de Retribución. Actualización y seguimiento del Plan Estratégico. Plan de Negocio. Nuevos productos financieros y servicios de Valor Añadido. Priorizar debido a la dispersión geográfica de los socios nuevos servicios que permitan a los socios un contacto directo con la cooperativa evitando el desplazamiento. (Agentes Puntos de Venta Banca móvil etc.). Plan de Marketing. (Imagen comunicación interna y externa.).
Improved coffee processing and marketing <p>In 2014. Agriterra conducted a company assessment of Meru Central Coffee Co-operative Union (MCCCU) leading to a partnership and a first action plan supported by Agriterra in 2015. </p> <p>MCCCU united with Meru North Farmers Co-operative Union and the Coffee estates to jointly manage Meru County Coffee Millers Co-operative Union (MCCMCU) through a mill they have leased from Kenya Planters Co-operative Union (KPCU). </p> <p>In order to improve effectiveness of Agriterra’s support it was decided to consider MCCMCU as a different client of Agriterra and therefore a company assessment was planned. </p> <p>This assessment was conducted in October 2015.The team concluded:<br>That there is a business case to work on together between Agriterra and MCCMCU. The case will be to develop a strategy beyond 2018 that has a bankable business plan where marketing of coffee will be the integral activity for MCCMCU. <br>The mission team advises Agriterra to start a partnership with MCCMCU focusing on the 2 main objectives: (1) Strategic business plan beyond 2018 and (2) Strengthening People & Organization </p> <p>Under project of MCCCU a marketing plan was developed for MCCMCU. This will be an important framework for action plan 2016.</p> <p>Improved coffee processing and marketing.</p> <p>The action plan will focus on improved coffee processing and marketing.</p> <p>MCCMCU has identified the following five objectives and strategies to reach these: <br>1. To reach out to the main specialty coffee importers worldwide and establish the first contacts with them: Send introduction emails/ visit international trade fairs/ Invite importers and roasters to visit MCCMCU <br>2. To increase Meru’s visibility as a specialty coffee supplier in the world<br>Participate in international trade fairs/develop a website <br>3. To ensure that coffees fit with the specific quality needs and requirements of future customers <br>Send coffee samples with standardized labels continuous follow up and communication<br>4. To ensure solid supply of parchment coffee from members to MCCMCU<br>Member mobilization meetings<br>5. To fetch good prices for the producers supplying to MCCMCU <br>Promote quality production to being able to pay to sell the coffee with quality premiums</p>
Starting construction of the chick pea factory and increasing ckickpea and wheat supply to the union <p>Becho Woliso has implemented action plan 2015 adequately. Main achievements were the internal capitalization process. 11.8 million ETB has been mobilized for the upcomming investment in chick pea processing. Though output marketing figures of the Union and PCs slightly increased (from 20371 to 25642 quintal) Becho union is not fully exploiting its potential and needs to improve seriously in this area (with upcoming agriprocessing plans). This is ackowledged by the union. Measures taken are setting up a different output marketing department seperated from input marketing. Board and management will follow-up progress on a monthly basis and additional experts (2) have been hired under this department. As of 2015 Becho has established an agricultural extension and investment department (coopertive development of PCs seed multiplication irrigation/mechanization) as the union believes that embedding extension services within the union is the future.</p> <p>Main targets of action plan 2016 are:<br>- increase output marketing performance of chickpea and other commodities (wheat teff barley) by creating better market linkages. Target 60000 quintal (10% chickpea 5% other commodities like wheat 85% teff)<br>- acquisition of chick pea processing equipment and establishment of factory<br>- assess and develop specific action plan for extension and membership department<br>- PC professionisation and enhancing membership participation and voice of women and youth</p> <p>Looking at the weaknesses and future ambitions of the union and PCs this action plan will focus on: 1) materializing the chickpea agroprocessing plans and accompanying activities in boosting chickpea production and supply 2) improving services and extension delivery through the extension department 2) Professionalizing PCs and increasing membership of youth and women. Main targets of action plan 2016 are:<br>- increase output marketing performance of chickpea and other commodities (wheat teff barley) by creating better market linkages. Target 60000 quintal (10% chickpea 5% other commodities like wheat 85% teff)<br>- acquisition of chick pea processing equipment and establishment of factory<br>- assess and develop specific action plan for extension and membership department<br>- PC professionisation and enhancing membership participation and voice of women and youth</p>
CPNCK valeur ajoutée et professionnalisation de la cooperative de caféiculteurs La CPNCK est une coopérative créée en 2010 avec comme principal objectif d’améliorer les conditions de vie de petits producteurs de café habitant la région d’IDJWI à travers la collecte le traitement et la commercialisation du café de ses membres et autres producteurs. Les activités commerciales de la CPNCK doivent se renforcer pour l’avenir. L’organisation n’acheté plus de 20% des récolte de ses membres et les ventes en 2016 étions moindre de 2015. Il faut chercher pour les acheteurs internationaux et les organisations financières afin de devenir capable de préfinancer la campagne. CPNCK veut professionnaliser ses affaires sa gouvernance et sa gestion financière afin de devenir une coopérative profitable. Agriterra a commencé l’appui de la CPNCK à la fin de l’année 2016 avec une vocalisation sur l’amélioration de la gestion financière et la transparence. CPNCK a arrangé ses états financiers et une expert-comptable a fait un audit des dernières années. En 2017 l’audit sera présenté à l’Assemblée Générale et les activités prévue dans le plan d’action s’agissent la professionnalisation de la gestion financière le démarrage des activités de déparchage et l’intensification des activités commerciales.
Learning and Development The project Learning and Development is created to monitor the key learning and development programmes of global staff. Key programmes are developed based on Agriterra experience of staff. The programmes per year are as follows:Year 1: Onboarding with key elements mini-crash course at regional level and crash course in NLYear 2: LEAP personal leadership programme in collaboration with FrieslandCampina and Better Future. 2020 edition in Eastern Africa. Year 3: Aspire! aimed at improving business advisor advisory knowledge skills and behaviour. Targeted at colleagues with over 2 years of Agriterra experience. These programmes are monitored as multiple events in this project. Year One: Global colleagues fully equipped to be effective and deliver on time in full in budgetYear Two: Regional colleagues act in line with their purpose amp; business case to supply dairy to FrieslandCampina in EthiopiaYear Three: 15% higher effectiveness as business advisor in change trajectories with cooperative clients BackgroundAgriterra aims to invest in the professional development of staff to be more effective and efficient in achieving organisational targets. Mamp;E will take place through measurement of enhanced skills in system (Aspire!) and through evaluation forms. Where possible blended learning (online- and offline components) solutions are chosen for sustainability and cost efficiency. Cross cutting issues will be indirectly touched upon.
Regaining the trust of members through Licencing <p>Aberdare SACCO was a victim of bad governance in the past to an extent it was on the verge of going down. It was in this state when Agriterra came to its rescue with key focus on professionalizing the organization to ensure a sustainable bank so as to offer the best services to farmers as to the members. This year Aberdare focuses on regaining the trust of its members through certification by the SACCO Regulatory Authority</p> <p>The goal of the project is to support the Aberdare to gain the member trust through Licencing by Sacco Regulatory Authority in Kenya.This will be achieved by ensuring quality in audited accounts professional management and governance through policy documents elaboration.</p> <ol><li>Meeting with SASRA official for guidance</li><li>Develop/review HR and Financial management manual as required by SASRA</li><li>Staff Training on Credit Management and customer Care</li><li>Membership education days</li><li>Exchange Visit for Marketing plan implementation</li><li>Develop Job Description for all the managers</li><li>Develop a business Plan based on updated SP according SASRA Guidelines</li><li>Sale of property-land and petrolstation</li><li>Review the Currrent loan products and develop new products if there is need</li><li>Training Board on SASRA Code of Conduct</li><li>Develop a Board Code of Conduct</li><li>Develop a Board Retirement Schedule and state the maximum duration for re-election</li></ol>
Tanzania Scopings Assessments and Audit services in Tanzania This is for Scopings assessments and audit services in Tanzania. and Primary goal is identifying new membership based cooperatives to support and strengthen the cooperative skills on financial government and business skills. Only the best fitting clients we will select for others we construct a waiting list for next year.Agriterra uses strict entry and exit criteria for clients. To become a client cooperatives must have at least 1 000 members (possible to deviate if growth potential can be proven) be able to show a track record in business have realistic ambitions for growth recognize the need for finance (working capital and term loans) and be prepared to change Goal 2020 is to conduct 10 scopings 5 assessment for the individual Agriterra clients. Furthermore this project is also for more overall and combined meetings for our teams and even joint client meeting we have in Tanzania. Mapping of potential new clients the assessment of potential new clients and conducting audit services for clients in Tanzania in 2020.The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessments in Tanzania in order to keep the client portfolio at the same level and perhaps expand the client portfolio. Goal 2020 is to conduct 10 scopings and 5 assessments.
La Mejora Continua de UNICAFEC <p>En los últimos 6 años UNICAFEC en forma progresiva y sostenida ha venido creciendo empresarial y socialmente siendo su actividad principal el acopio proceso y comercialización de cafés de especialidad; sin embargo en paralelo se viene desarrollando una segunda actividad complementaria para incrementar la productividad del café de nuestros asociados a través de la comercialización del Abono Compuesto “UNIACFEC”.</p> <p>Es por ello que en la actualidad surge la necesidad de contar con herramientas de gestión y procesos internos definidos para optimizar nuestros recursos y mejorar la gestión administrativa financiera y de asistencia técnica con el único propósito de consolidarse como una organización sostenible. </p> <p>A través del Proyecto “Mejoramiento de la Estructura Organizacional y Empresarial de UNICAFEC” ejecutado durante el periodo enero – octubre del presente año y financiado por Agriterra se ha logrado resultados importantes que contribuyen a la consolidación de UNICAFEC especialmente en el tema de gestión interna y financiera. </p> <p>Dentro de los principales logros podemos mencionar que se cuenta con un contador interno dedicado exclusivamente a la actualización de la información contable se ha logrado recuperar una importante cantidad de créditos morosos a través del seguimiento personalizado en cuanto a la parte administrativa se ha deslindado funciones más específicas para el apoyo de la gestión interna en la organización. Producto de estudios especializados se cuenta con un panorama más claro sobre la situación tributaria de UNICAFEC de los últimos 4 periodos lo que ha contribuido a tomar una decisión más acertada en cuestión al cambio de personería jurídica de asociación a cooperativa. Por otro lado hoy en día se cuenta con directivos socios líderes y personal que entienden de mejor manera la importancia de una buena gestión financiera dentro de la organización el presidente del consejo directivo y el personal de dirección después de haber intercambiado experiencias con cooperativas exitosas de España cuentan con una visión más empresarial sobre la creación de nuevas unidades de negocio para brindar mejores servicios a los socios. Así mismo se viene ejecutando una consultoría para mejorar los procesos y procedimientos internos de acorde a la nueva estructura de UNICAFEC así como la elaboración de un plan de negocio para la producción de Abonos compuestos. </p> <p>Sin embargo debemos manifestar que como primera experiencia en la ejecución de este tipo de proyecto hemos abarcado demasiadas actividades para el plan de acción propuesto ocasionando atrasos y dificultades para el cumplimiento de algunas actividades planificadas error que se pretende subsanar considerando actividades más prioritarias y concretas en futuros planes de acción. Si bien es cierto en esta primera etapa se ha logrado entender la importancia de contar con una buena gestión financiera a nivel de equipo operativo y presidentes de ambos consejos es necesario llevar este entendimiento a nivel de líderes y socios en general con el propósito de generar confianza y fidelización con la organización.</p> <p>La Mejora Continua de UNICAFEC</p> <p>P.1 Governance: Asesoría especializada legal para el proceso de transformación a cooperativa asegurando que el nuevo estatuto y reglamentos se elaboren en base a la realidad y visión de la nueva cooperativa<br>P.2 Governance: Socialización y motivación de los socios en las bases sobre la transformación a cooperativa (beneficios obligaciones derechos capitalización interna etc.)<br>P.3 Financial management: Consultoria especializada para subsanar las observaciones del estudio especial tributario<br>P.4 Governance: Implementación del programa de sucesión dirigencial<br>P.5 Business: Estudio de factibilidad y plan de inversión para la implementación de un centro de acopio en Puerto Chinchipe<br>P.6 Financial management: Auditoria externa de los Estados Financieros de 2016<br>P.7 Financial management: Asesoria especializada para profesionalización y reglamentación del área de créditos<br>P.8 Production: Capacitación en metodologia de extensión del personal técnico y líderes<br>P.9 Financial management: Participación del administrador en programa de formación de formadores en gestión financiera de Agriterra</p>
Improving the internal operation and administration of Union and PCS Gamo Gofa Farmers Vegetable Fruit Marketing Cooperative Union PLC (GGCU) is located in the city centre of Arba Minch town Gamo Gofa Zone SNNP-Region and is active in 7 of the 15 districts (2 districts for bananas and mangos 5 for apples). Gofa Zone is a well-known area for the production of fruit (bananas mangos and apples) and is a regional centre for fruit trading and processing . The Union was established in 2005 by 7 primary cooperatives (PC's) who represent 477 farmers (26 females) with a capital of ETB 340.000 . Currently the union membership consists of 27 PC's (15 active PC’s) representing over 9 000 farmers (+ 1 500 compared to last year) of which approximately 1 500 are female and a capital of over ETB 8 million (+ ETB 1M). The objectives of the union are focusing on the creation of access to good markets either through direct purchase from the PCs sales to identified buyers or through the facilitation of linkages of PCs and buyers on a commission basis. On the long term the union has the ambition to become involved in processing of the member’s products in order to add value and liberate growers from vicious circle of market fluctuation and price failure. Currently the union is to a minor extend involved in the handling of the produce of its members (5-7%) either PCs or their farmers do sell directly to local traders. - Strengthening the leadership capacity of the union and primary cooperatives - Professionalization of peach tree accounting system and other financial management - Raising 1.5M birr equity capital from farmers - Conduct feasibility studies for Mango value addition - Increase the output marketing of Mango Banana and Apple fruits
Professionalisation of primary cooperatives and SACCO BHAG: Serving 50.000 farmers/members and raise them to Ethiopian middle income and to be a model Union nationwide. Dire Multipurpose Farmersrsquo; Cooperative Societies Union was established in 2009 with founding members of those ldquo;off springsrdquo; (38 multipurpose primary cooperatives) in rural kebeles of Dire Dawa Administration encompassing around 6 825 individual farmers and pastoralists. Its initial capital was Birr 38 000. Currently the union has increased its individual beneficiaries under the member cooperatives to 7700. Its capital has grown from 38 000 Birr in 2001 E.C. to 8 550 151.70 at the end of 2010 E.C. Since its establishment the union has been providing various services for farmers and pastoralists of rural communities. The focus with Dire Dawa for the 3 year project plan is: - To Create PCs which are independant and active (4 PCs and irrigation coops Gabro village and Legebira kebele) ? With own capital store warehouse staff. Can operate independant. Independant business. Fullfill inspection criteria FCA. - Make PCs member of the SACCO. Profitable SACCO business. ? 10 active PC SACCOs connected with the SACCO Union - Increased capital at Union level ? 2 million Birr in two years Priorities for 2020 AP: 1. Further strengthening of 4 selected PCs 2. Creating RSACCO women groups and connect them to the SACCO 3. Land and poultry farm via FACT and capital realisation via IC The BHAG of the organisation is: Serving 50.000 farmers/members and raise them to Ethiopian middle income and to be a model Union nationwide. The goal for this year project is to further strengthen the 4 selected primary cooperatives creating RSACCO women groups and connect them to the SACCO and obtain land and the poultry farm via FACT and generate capital for it via IC. Dire FCU is located in the city state of Dire Dawa in the east of Ethiopia towards Djibouti. The town used to be a busy business center on the route between Djibouti and Addis Ababa. It still is but a bit less although the new train rail should improve the situation. Agriculturally the area is arid and prone to drought spells. There is limited irrigation available. Most common crop is Sorghum and vegetables (onion tomato etc.) in irrigated areas. The area is not very stable and often travel outside the city is limited. The Union focuses on input supply (fertilizer chemicals improved seeds) to their farmers. There is close collaboration between the Union and Hazera (an Israeli seed company) an agronomist on Union level is trained by Hazera and hybrid seeds are sold to the Union. Output marketing is not happening at the moment due to limited surplus from the members and the proximity of the Dire Dawa market to the farmers.The focus with the Union is on their primary cooperatives and the SACCO activities. Furthermore the Union tries to expand its activities via the obtainment of land via a FACT trajectory. Mamp;E of these activities will be done via the audit reports of the Union and the improved activities at SACCO level. Primary cooperatives will be monitored based on their action plans.Sustainability of the project should be guaranteed via the strengthening of the Union and the PCs. The cost sharing principle is implemented and gradually shifted from Agriterra to the Union.Gender will be the focus for this year since we will include more actions on SACCO and women groups here.
Renforcement des capacités organisationnel et financier de l'Union LUnion UMUGAARA est une organisation des riziculteurs qui transforme et commercialise le riz blanc dans linteacute;recirc;t de ses membres. Elle est face aux deacute;fis actuellement multiformes parmi lesquels; labsence des documents de gestion administratifs financiers et le plan marketing strategique. Actuellement son systegrave;me de gestion nest pas informatiseacute; et les bases de donneacute;es pour ses membres et membres actifs en particulier nest pas actualiseacute;e. Les activites du present plan dactions vont ameliorer la position de lunion dans linteacute;recirc;t de ses membres . 1-1: Updated FO strategic plan document -Strategic plan MBO* is up to date (y/n) 1-3: Previous Audit unqualified and not major audit queries unresoved (y/n1-3: Computer accounting systems properly installed and operational (y/n)1-5: Membership registration system is up to date (y/n)1-6: MBO has gender policy in place (y/n)3-1: MBO has clear and well defined BHAG (y/n)3-3: Agreements with private sector (num)4-4: MBO has developed relevant Business plan (y/n) Recruter un consultant pour eacute;laborer le plan daffaires SMART sur 5 ans Elaborer le plan marketing strategiqueElaborer les etats financiers 2019Mise a jour de la base de donnees des cooperatives membres dUmugaara et des representants des cooperatives membres de lUmugaara dans lAGAuditer les etats financiers 2019Installer le logiciel de gestion des stocksParticiper a un evenement et ou foire agricole organisee au BurundiRenforcer les relations commerciales par la contractualisation avec les autres acteurs
Strengthening the cooperative business through capacity building focusing on financial management and governance. P’KWI in full is the Popular Knowledge Women’s Initiative Farmer to Farmer Co-operative Society. Currently PKWI has 2500 households as registered members 60 per cent are women. P’KWI focuses on sunflower and cassava production and value addition as an economic enterprise. As part of the collaboration with Agriterra the cooperative was advised to focus on sunflower production and processing. There is a huge potential for sunflower production in the Eastern region of Uganda where P`KWI is located. The market demand for organic/ vegetable oil from sunflower is very high both locally and in the export market. The cooperative owns a processing facility that is currently not in operation but experience has indicated that if it is revived then the cooperative will be able to generate substantial incomes from sunflower processing and hence increase members` incomes. Efforts are required to strengthen the governance and financial management systems of PKWI improve access to quality inputs like seeds and support the development of a business plan and marketing strategy. 2019: Last year the cooperative has conducted several activities that focussed on identifying PKWI's place in the chain. This year we will develop a business plan based on these findings and there will be a focus on improving the quality and quantity of sunflower seed production. Furthermore we want to focus on a smooth transition of tha farmer groups into newly formed cooperatives with the help of the MyCoop ,modules. Goals 2018 action plan: - improve financial management systems- improve governance systems- Develop a bankable businessplan - improve member commitment - setup of formal youth council 2019: - Develop a bankable business plan - improve member commitment.- Increase farm productivity. - Acquisition of UNBS Q-mark - Formation of a marketing committee. Goals for 2019 Action Plan:1. Improve production (Quality amp Quantity)2. Strengthen groups to form PCs3. Formation of ACE P`KWI intends to transform itself into a model self-reliant agricultural cooperative society that is able to produce and process over 900 MT of organic sunflower in Eastern Uganda in the next five years. Goals 2018 action plan: - improve financial management systems- improve governance systems- Develop a bankable businessplan - improve member commitment - setup of formal youth council 2019 action plan: "main focus will be productiion increases. Furtermore the cooperative will be organizing the current farmer groups into primary cooperatives.P’KWI in full is the Popular Knowledge Women’s Initiative Farmer to Farmer Co-operative Society. Currently PKWI has 2500 households as registered members 60 per cent are women. P’KWI focuses on sunflower and cassava production and value addition as an economic enterprise. As part of the collaboration with Agriterra the cooperative was advised to focus on sunflower production and processing. There is a huge potential for sunflower production in the Eastern region of Uganda where P`KWI is located. The market demand for organic/ vegetable oil from sunflower is very high both locally and in the export market. The cooperative owns a processing facility that is currently not in operation but experience has indicated that if it is revived then the cooperative will be able to generate substantial incomes from sunflower processing and hence increase members` incomes. Efforts are required to strengthen the governance and financial management systems of PKWI improve access to quality inputs like seeds and support the development of a business plan and marketing strategy.P`KWI intends to transform itself into a model self-reliant agricultural cooperative society that is able to produce and process over 900 MT of organic sunflower in Eastern Uganda in the next five years. Goals 2019 action plan:- Successfullly acquire the UNBS Q-mark standard in 2019. - 50% of the members keeping farm records that are shared with the cooperative and other members.- Marketing comittee in place that has the capacity to check quality of the produce brought by members. - Program developed by PKWI focussed on farm takeover. "
Fortalecimiento e innovación de los FEGASERVICIOS de FEGASACRUZ La Federación nació el 14 de agosto de 1966 inicialmente con la razón social de “Asociación de Ganaderos de Santa Cruz de la Sierra” y se transformó en “Federación Departamental de Ganaderos de Santa Cruz” el 26 de julio de 1975 en ocasión de celebrarse el Primer Congreso de ganaderos. FEGASACRUZ es la entidad que representa al sector ganadero del Departamento de Santa Cruz defiende los intereses productivos de sus asociados y contribuye a la seguridad alimentaria del País promoviendo el manejo racional de los recursos naturales. En la actualidad FEGASACRUZ está conformada por 32 asociaciones territoriales emplazadas en los diferentes municipios del territorio cruceño. Asimismo la integran seis asociaciones afines o especializadas las mismas que por su relación con el sector ganadero están afiliadas a FEGASACRUZ. La Organización se sostiene con ingresos por prestación de servicios (70%) al sector ganadero y con los aportes de sus afiliadas (30%). El Proyecto fortalecerá y modernizará los actuales servicios y contribuirá a ampliar su cartera. BHAG Hasta noviembre de 2017 se ha incrementado ingresos en al menos 10% con relación a la gestión 2016 a través de la mejora en la prestación e innovación de servicios (FEGASERVICIOS) de FEGASACRUZ Diseño implementación y capacitación en uso del software de Manejo de Actas de vacunación de Aftosa y otras enfermedades (Alimentación de actas de vacunación Captura generación de base datos y elaboración de estadísticas búsquedas y reportes especiales. Versatilidad para importar y exportar de programas como Excel y otros)Desarrollo de un software Sistema de gestión integral. integrado de contabilidad con los FEGASERVICIOS. Hardware para verificación de marcaEstrategia comercial para desarrollo de mercados internacionales de carne bovina (perfil del profesional: Dominio de desarrollo de mercados internacionales acceso directo a contactos comerciales y comercialización de carnes bovina. Domino de idioma espanhol)Curso de Gestión Financiera básicaCurso de Gestión Financiera EstratégicaCurso de incidencia para el Directorio (FACT)Módulo de tributación para cooperativas y asociaciones de productores agropecuariasDesarrollo de hato ganadero y flujo de cajaGira de aprendizaje sobre la estructura y procedimiento del movimiento animal por SENASA (Paraguay) y MAPA (Brasil)
Improving Rice Milling in Central Dry Zone The cooperative is Township Level cooperative society that is the second level from the bottom. It is like a group of primary cooperative societies. TCS has 158 primary cooperatives and around 28.000 members around 50% are farmers. TCS was founded in 1970 and started with many activities in 1992 the number of activities were reduced. At this moment the main services are microfinance rice milling and Agri supplies. Five board members are also working as management in TCS besides that there are 7 staff workers en 5 temporary workers. The highest position of the staff is chief finance (works more than 40 years for TCS). Access to microfinance is the most added value for members. TCS is looking for advice on how to modernize their milling activities and how to perform better on microfinance (loan recovery). Yes but steps have to be made during the first six monthsKey issues for support are in order of importance:1. Governance (roles and competencies needed) responsibilities of staff and board2. Supervisory Board3. Finance procedures must be there and followed budget planning and cash flow forecast on Business Unit level and total4. Strategic plan In the first six months Sintgaing TCS the Governance training must be held.It is also possible youth members and some chairmen of pcs must be present at this training.After the training serious steps must be made on Governance. The first one is to install a supervisory board in 6 months.After 6 months there is a go or no go for further collaboration with Agriterra.
Eventos auditorias y diversificación de fondos Perú Proyecto marco para la organización de eventos auditorias y diversificación de fondos en Perú Capacitación de miembros de cooperativas y organizaciones de productores/as con las que trabaja Agriterra en Perú Se han planificado: Gestión Financiera 1. Taller de gestión financiera básica 2. Taller de formación de formadores en gestión financiera básica 3. Taller de formación de formadores en gestión financiera estratégica 4. Taller de gestión financiera estratégica5. Taller de formación de formadores en apoyo para los consejos de vigilancia6. Taller de apoyo para los consejos de vigilancia7. Auditorias y evaluaciones de 2 proyectos de 2017 y 11 proyectos de 2018 Marketing 1. Formación de formadores en marketing en Perú2. Piloto del taller de marketing en Perú Giras de estudio 1. Gira de estudio a cooperativas españolas 2. Gira de estudio a cooperativas peruanas Gobernanza 1. Piloto del taller de gobernanza en Perú Diversificación de fondos 1. Apoyo de un practicante para actividades de comunicación marketing y publicidad2. Desarrollo de videos fotos y brochures para promoción y marketing de Agriterra Perú3. Apoyo en el mapeo de oportunidades la preparación y presentación de propuestas para diversificar fondos por consultores externos
African Great Lakes - Scoping Company Assessment Missions Agriterra is a network organization of Dutch agri-employers’ organizations and companies. It has a vision that farmers’ associations and cooperatives can have a positive influence on development through speeding up the process and ensuring a more equal distribution of income and an enhancement of democratic decision making and relations. This vision has become almost undisputed the mechanisms are understood and the mission derived from it the strengthening of farmers’ organizations is the only logical one. The approaches (advocacy entrepreneurship and bankable co-ops) have brought an excellent focus onto the work of Agriterra. This has been achieved over two decades in which the strategy of Agriterra was to obtain funds for farmers’ organizations through inclusion in official development cooperation. In this way Agriterra has been able to fulfil its mission. Agriterra's new strategy that runs from 2016 - 2020 takes advantage of challenges in the business environment builds on the strengths of Agriterra’s past performance and addresses the weaknesses that emerged from an internal analysis. Agriterra’s focus is no longer on capturing funds to grant to farmers’ organizations. Instead it focuses on transfer of knowledge by offering them the hands-on expertise needed to take advantage of the funds available from different sources and to produce financial strategies that underpin their priorities for action in favour of members’ interests. Expertise that is sourced from a vast network of agribusiness and farmers' organisations in the Netherlands and abroad. The adjusted strategy of Agriterra required to take a close view on the quality of the current client portfolio. For this reason screening of all clients took place and as a result it was decided that more than 50% of the clients needed to be phased out leaving a rather limited group of clients that did meet the conditions for future support. Next to Kenya Uganda Ethiopia Peru Tanzania and Indonesia Agriterra is also preparing local presence in Zambia Burundi Rwanda DRC Nepal Vietnam China and Bolivia. These countries have been selected as program countries for Agriterra for the coming years. 80% of resources (financial and human) will be targeting farmer organisations and cooperatives in these countries. T The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessment to the countries in the African Great Lakes Region : Rwanda Burundi and Democratic Republic Congo. This in order to build up a client portfolio of producer organisations and cooperatives with sound development potential and that are in demand of the services Agriterra is able to render. The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessment to the countries in the African Great Lakes Region : Rwanda Burundi and Democratic Republic Congo. This in order to build up a client portfolio of producer organisations and cooperatives with sound development potential and that are in demand of the services Agriterra is able to render.
Healthy cooperative and farmers with organic rice production Koperasi Serba Usaha Andalan Tani Organik Mbay (KSU Atom) is a cooperative of rice farmers located in Mbay District Flores Indonesia. Atom was first established as an association of organic rice farmers in 2009 with the purpose of providing a better market access for rice farmers in Mbay. In 2014 Atom Association changed its status into a producer cooperative and in 2016 Atom further incorporated itself into a Koperasi Serba Usaha (multi-purpose cooperative) and works with 854 farmers of which 91 paid the entrance and savings fee. The primary business of Atom is purchasing non-certified white and red rice. In 2016 Atom purchased 14.8 tons of rice sold 11.4 tons of rice to consumers and earned an estimated margin of Idr 14 935 514 . Aside from selling rice Atom also sells organic fertilizer and operates a small warung (restaurant) on a profit-sharing basis at its office premises. The main focus till now of the cooperative has been on training of farmers in organic growing of rice. This to promote organic production and to increase the number of farmers. In general farmers experience the health advantages to grow organic rice though the extra work should be remunerated with higher margin than the conventional produced rice. The cooperative has 5 staff next to 5 board members and 5 supervisory board members. Although everyone is doing their utmost best and feels very committed to the cooperative no clear job descriptions are in place. As most cooperatives also no strategic plan nor business plan have been developed yet. The cooperative has a bookkeeping in place in Excel though limits to cashbook. This limited bookkeeping system combined with the no financial audit makes it difficult for Agriterra to get an accurate picture of Atom’s financial situation. In terms of governance both Board and Supervisors are enthusiastic and open for new ideas. A governance health check was organized and both board and supervisors admitted the weak points of Atom and expressed their willingness to improve. In order to make the cooperative a well running cooperative. We suggested the cooperative to undergo the following development: Year one (Oct – Dec 2017): Focus will be on the improvement of the bookkeeping system. With implementation of a bookkeeping system it will be more easy for board and supervisory board to monitor the progress and current situation of the cooperative. A training in financial management will help everyone to understand better the importance of good financial bookkeeping. As it is important that board and supervisory board as well as management understand their position and roles a governance training will be carried out. This will also give better understanding the parts which have to be changed in the bylaws. The activities will consist of: • Implementation of bookkeeping system • Financial management training • Governance training Year 2 (Jan – Dec 2018) With a bookkeeping in place it it will be good to have a financial audit carried out. Not only will this give a clear starting point of the balance sheet but also a clear message to the members that the financial data is transparent. To get the members more lined up two trainings will be carried out in which we will train the trainers to secure that more members will benefit of the trainings. One training will focus on producing of organic fertilizer. Although staff and members have been trained in organic fertilizer new techniques can improve the nutrition of the fertilizer and have a larger impact on the produce. Different techniques will be demonstrated and practised to give options to the farmers. As the farmers don’t use pesticides to get rid of the weeds it is a very work intensive process to get rid of the weeds in the field. Under the project the cooperative would like to buy a weeding machine to show farmers the advantages and to give them some experiences. A few machines won’t be enough but it will be a trigger also for farmers to support the cooperative to make it possible to buy more weeding machines. Another important training for the farmers is about cooperative principles. All farmers became once a member of the cooperative but probably don’t think daily about the cooperative principles. But it is important that members also realise what their rights and obligations are. To give the board and management a bit more guidance we suggest to draft a strategic plan for the coming three years. This gives some clear direction for the cooperative where they are heading to. One of the most important things to be done is to secure that the rice is bought against a good price and larger quantities to secure a better margin for the farmers. During a value chain mapping training the cooperative will get more insight where they are standing and what options they have. New buyers will be sought to secure stable and higher prices. During the first year the (supervisory) board received a governance training. This will have given them more insight in what has to be done about governance in the organization. With the workshop of redrafting of the bylaws the cooperative shall go through their bylaws and should adjust to make them in line with the strategic plan as well as new government regulations. Activities 2nd year: • Financial audit • Training on organic fertilizer • Cooperative principles training • Strategic planning • Marketing of product • Redrafting of the bylaws Year 3 (Jan – Dec 2019) The year will start again with a financial audit also for monitoring and evaluation purposes. As the cooperative would like to expand their assets and buy more machinery to support the farmers in their activities a need for investment capital is required next to working capital. As it is difficult to obtain loans if no equity can be shown farmers should be introduced to internal capitalization. After some internal training for staff board and management farmers will be informed about internal capital through socialization. To be able to attract external finance a bankable proposal has to be developed. This proposal will indicate the need for funding for investments in assets like warehouse as well as in machinery and truck. To secure that the cooperative will run well job descriptions will be drafted of staff members. Activities 3rd year: • Financial audit • Internal capitalisation • Socialisation/training of farmer representatives • Business planning/bankable proposal • Job descriptions During all the years coaching will be ongoing. Frequent visits will be made to secure that training sessions will be followed up and problems stopping developments will be overcome. Yearly monitoring reports will be presented about the activities and developments of the cooperative. The 3 years project is targetting for a profitable cooperative with good financial management system and governance in place. Year 1 focused on foundations: financial man training installation of accounting software SOP training and business plan development and governance training. During this Year 1 the cooperatvie is heavely indebted due to mismanagement and left with only several committed members. The accounting software is running but no much use of the financial report. Year 2 will enhance the basic skill: coaching on financial report reading and support on marketing skills. On governance side there should me strenthening on member commitment through bylaws redrafting and cooperative principle training. Machinery investment from agriterra will help them to get more income to maintain a positive cash flow and be able to pay their loan. Goals in 2020:In 2020 activities will be focused to increase production consistency develop Unique Selling Point and building a strong management in coop level. Machineries investment from 2019 is expected to operate in optimal scale with consistent input supply from members. Goal in 2019:Year 2 will enhance the basic skill: coaching on financial report reading and support on marketing skills. On governance side there should me strenthening on member commitment through bylaws redrafting and cooperative principle training. Machinery investment from agriterra will help them to get more income to maintain a positive cash flow and be able to pay their loan. Goal in 2018:KSU Atom is a very new cooperative. Prior to becoming cooperative they are an association. They did not have proper background nor knowledge about running a business organization. Thus this year goal is to improvement bookkeeping system and increasing knowledge of different roles and function within cooperative. In 2020 Agriterra will support KSU Atom in:1. Upscaling of scheduled planting system.2. Increasing production consistency on farmer level.3. Start local production of specialty rice breed to develop unique selling point.4. Audit for FY 2019In 2019 Agriterra will support KSU Atom in:Audit for FY 2018Procuring machineries and equipmentsProvide service in:Bylaws redraftingCooperative principle trainingMarketing supportMarketing trainingIn 2018 Agriterra will support KSU Atom in:Implementing Zahir accounting systemFinancial management trainingGovernance trainingTraining on financial procedures for staff
L'autonomisation de la LSC à travers la transformation la commercialisation du manioc et l'accès au crédit <p>La LSC est en pleine phase de mutation de l’Asbl vers la coopérative agricole elle est en train de s’approcher et comprendre progressivement le marché locale avec les deux filières choisies et dont les études ont démontrés leur rentabilité. Elle a réussi à identifier ses clients potentiels pour ses deux principaux produits dont l’un (Manioc) est certifié par le Service Congolais de Contrôle OCC en sigle après analyse du laboratoire.   En 2016 la LSC a vendu 12.700Kg de Farine de manioc et 1.800Kg de Champignon à ses différents clients tels que ’’TOUT EN EST’’ et les agents d’une institution financière HEKIMA. Toutefois le statut jurique de la LSC devra être reexaminé afin de permettre  son autonomisation à travers la fonction écomomique </p> <p>L'objectif c'est d'autonomiser la LSC à travers la transforamtion la commercialisation et l'accès au crédit.</p> <p>Les objectifs spécifiques :</p> <p>- Un cadre de comptes existe ;</p> <p>- 3 liens d'affaires avec les débouchés sont noués</p> <p><br></p> <p>Le plan d'action 2017 va se focaliser sur :</p> <p>- L'appui à la certification de la farine de manioc et des champignons par l'OCC ;</p> <p>- La formation de l'équipe des finances sur l'usage du logiciel SAGE ;</p> <p>- Mettre en place un cadre des comptes approprié pour faciliter la comptabilité ;</p> <p>- Recruter un conseiller juridique pour définir le cadre légal de la LSC ;</p> <p>- Appuyer le recrutement d'un caissier au sein de l'organisation.</p>
Acting Now DR Congo Africa is currently facing severe food insecurity, with low agricultural productivity being one of the root causes. Factors such as limited access to quality inputs, inadequate extension services, lack of finance, and post-harvest handling issues contribute to low agricultural productivity. Food insecurity is exacerbated by economic, political and demographic shocks, including the war in Ukraine, which has caused rising food and energy prices and lower yields in 2022. Climate change further intensifies food insecurity, with extreme weather events such as droughts and floods impacting crop and livestock production and access to markets. Conflict and insecurity are also major drivers of acute food security issues, leading to population displacement and disrupted livelihoods, depriving people of income sources. Action is needed to relieve acute food insecurity, whilst at the same time structurally transforming food systems. Farmers’ Organisations and its member farmers play a critical role in obtaining this, as they contribute not only to food production, but also to sustained economic growth and climate change mitigation. The Acting Now for Food Security and Resilient Food Systems programme, with funding from the Dutch Ministry of Foreign Affairs (specifically IGG), builds upon its existing strategic partnership with DDE by reinforcing and expanding its efforts on food security, contributing to a more measurable impact on SGD 2 (Zero Hunger). It contributes to improved food and nutrition security (FNS) at the individual farmer level and fosters systemic change in the food system through a total of 82 Farmer Organisations in Burkina Faso, DR Congo, Ethiopia, Ghana, Kenya and Rwanda. As per Agriterra’s core business, Acting Now will work with and through Farmers’ Organisations and cooperatives to build resilient food systems and to make a sustainable change in the lives of smallholder farmers and their communities. Key Activities Acting Now aims to boost productivity, improving incomes and sustainable land management practices through the following key activities: - Trainings and peer-to-peer activities on FNS related topics, such as Good Agricultural Practices (GAP), Regenerative Agriculture, productivity increase at specific value chains and production of compost and bio-inputs. - Establishment of demo plots to promote and train farmers on new or improved farming practices and technologies. - Offering sustainable services through a tailored approach per country that ensures access to seeds, fertilisers, planting material, agri-inputs and extension services. - Strengthening extension services by co-financing the salary of extension officers and agronomists at the FO through Agriterra’s Jobs Jobs Jobs approach - Co-financing investments and innovations to boost agricultural productivity and food security. Placeholder text Farmer Organisations and its member farmers
Good governance and strong financial management system After the tsunami (2004) an MOU (peace agreement) was signed between the separatists (GAM) and the local government in Aceh. This made it possible for investors to come back to the area and build up local businesses. On 16 March 2006 Koperasi Permata Gayo a coffee cooperative was established at Kampung Simpang Utama in Bener Meriah district Aceh Indonesia by 50 farmers with 68 ha of coffee. Financial and logistic support came from an exporter (Mandago) at the beginning. Right now they have about 1 700 members.Since 2009 Permata Gayo exports coffee (green beans), 30% to Europe (to the Netherlands Belgium and Germany) and 50% to the USA. The cooperative has a production of 3.750 m3 ton/year of organic coffee which come from area of 4.221 ha in Aceh (0.5 ha – 2 ha per farmer). They only buy coffee beans from their members when they have contracts with oversee buyers. The cooperative started to sell also roasted coffee directly to hotels unfortunately not with their own name or packaging. Still the coming years it is to be expected that the direct sales will expand further. Obtain finance to invest in the canopy and drying area The year 2014 has been a hectic year for cooperative Permata Gayo. The newly elected board fired the staff and hired new staff. As these new employees were lacking experience and knowledge certificates expired and also buyers were reluctant to work with these newly appointed staff and board members. In September the board decided to resign and temporarily board consisting of one previous board member and the manager continued with activities till elections in March 2017. Although this has caused a setback for the cooperative the future looks bright. The demand for Sumatra coffee is still growing and might grow more in the future when quality will improve.Currently Permata Gayo exports about 80 containers (max. 1.600 tons) which can be covered by the members. As a good processing facility is essential (also during the rainy season) the cooperative has plans to invest in this. One board members provide 15 000 square meters of land for processing and drying capacity for the coffee beans. Further investments are needed like a canopy or greenhouse a drying oven and more drying area. Total estimated investment will be around € 250.000. To attract possible financers a bankable business plan was drafted and one financier is interested to finance. Though the financier put some conditions of which good governance good financial system and written procedures are necessity.Support requested: 1. Set up of financial bookkeep system and staff trained2. Governance and cooperative principles training for delegates and collectors3. Drafting of procedures for financial department4. Financial audit 20155. Bookkeeping training for the collectors6. Training in how settings for laboratory
Improving production and expanding the market for the 'Mt Kenya coffee' brand. MCCCU is a cooperative union formed by 34 primary societies all producing coffee that have in total more than 73 000 active members and more than 120 000 registered members. The union has different business units that contribute to its income streams. However being a coffee union part of its mandate is to support its members (PCs) but moreso the individual farmers to produce more coffee and thus increase their income. This project therefore seeks to strengthen MCCCU's resolve of helping its members through trainings inputs advises and advances among others for them to improve on the quality and quantity of coffee in their farms. In 2018 the union's members recorded an average production increase of 20% comparared to the previous year due to the deliberate interventions measures targeting the farmers. It is expected that in the coming 2 years productivity of coffee from the members will further increase with the same growth rate of about 20%. On the marketing side MCCCU made steps to increase their influence at the local market consumption segment in Kenya by carrying out comprehensive marketing survey and documenting a marketing plan. The results of these initiatives were already realized in 2018 where they were packaging and selling an average of 28 bags a month and expected to be felt further in 2019 the goal being to sell an average of 40 bags of grounded and packaged coffee every month in 2019. Increase coffee production by upto 20% in 2019 Grow the market share for the Mt Kenya coffee Strengthen governance and financial management in MCCCU Project Activities Continuous capacity building of the 34 lead farmers with the following topics: record keeping Soil Nutrition soil testing input and pesticide applications etc. Hire at least one new agronomist Undertake promotional activities such as wet tasting in supermarkets merchandisers promoters gondolas et al Board workshop on govenance to develop board charter and ratify the organiational restructure. Re-align the organitional structure to the 2022 strategy of MCCCU Further impement the marketing plan especially on branding Exchange visit to AFCA
Farmers-Focused Transformation Zambia In 2021, Agriterra entered into a ten-year (2021-2030) strategic partnership with the Directorate-General for International Cooperation (DGIS) of the Ministry of Foreign Affairs in the Netherlands, officially titled “New Decade for Cooperative Agribusiness Development”. In this new programme – by Agriterra called Farmer-Focused Transformation (FFT) – Agriterra concentrates on its core business of strengthening farmers’ organisations and cooperatives and increasing access to finance by (organised) smallholder farmers. Agriterra's core business aligns with the DGIS objectives of ensuring Dutch knowledge and expertise worldwide to achieve the SDGs and to take advantage of new business opportunities, since the Netherlands can make a difference in agriculture for developing countries thanks to the outstanding Dutch position in this sector. As such, Agriterra strives for interventions with long-term perspectives that contribute to the development of a modern, vital agricultural sector which is both economically viable and socially just. This can only be achieved through concrete intermediate results in terms of job creation, mobilizing finance and increasing productivity. Agriterra’s services will maintain a focus on strengthening farmers organisations via three-tracks: farmer-led business, sustainable services and farmer lobby and advocacy. While implementing these three trajectories, Agriterra mainstreams the cross-cutting issues of: gender, youth, and climate. At the beginning of the FFT programme, FFT operations were carried out in 19 countries. From 2022 onwards, the FFT programme focuses exclusively on 12 countries spread through 4 regions (West-Africa, East-Africa, Great Lakes and South-East Asia). The 12 focus countries for FFT include: Ivory Coast, Burkina Faso, Ghana, Ethiopia, Kenya, Tanzania, Rwanda, DR Congo, Uganda, Philippines, Indonesia & Vietnam. The FFT programme focuses on generating evidence-based outcomes for Farmer Organisations via quantifiable KPIs that require systematic tracking and reporting. The overall evidence-based goals envisioned for FFT in its first five years (2021-2025) are: • Goal 1: Support one million farmers through 320 farmers’ organisations. • Goal 2: 50 million euro mobilised because of lobby and advocacy proposals. • Goal 3: 60 million euro mobilised with 70 FOs linked to financial institutions. • Goal 4: 30 new farmer-led enterprises that improve farmers’ access to markets and Agri services. • Goal 5: 10,000 direct jobs supported. • Goal 6: 30,000 people trained (9,000 women and 4,500 youth), with 50 female leadership training courses, 30 youth councils and 20 women’s councils. Farmer Organisations and cooperatives Member Farmers
Farmers-Focused Transformation Colombia In 2021, Agriterra entered into a ten-year (2021-2030) strategic partnership with the Directorate-General for International Cooperation (DGIS) of the Ministry of Foreign Affairs in the Netherlands, officially titled “New Decade for Cooperative Agribusiness Development”. In this new programme – by Agriterra called Farmer-Focused Transformation (FFT) – Agriterra concentrates on its core business of strengthening farmers’ organisations and cooperatives and increasing access to finance by (organised) smallholder farmers. Agriterra's core business aligns with the DGIS objectives of ensuring Dutch knowledge and expertise worldwide to achieve the SDGs and to take advantage of new business opportunities, since the Netherlands can make a difference in agriculture for developing countries thanks to the outstanding Dutch position in this sector. As such, Agriterra strives for interventions with long-term perspectives that contribute to the development of a modern, vital agricultural sector which is both economically viable and socially just. This can only be achieved through concrete intermediate results in terms of job creation, mobilizing finance and increasing productivity. Agriterra’s services will maintain a focus on strengthening farmers organisations via three-tracks: farmer-led business, sustainable services and farmer lobby and advocacy. While implementing these three trajectories, Agriterra mainstreams the cross-cutting issues of: gender, youth, and climate. At the beginning of the FFT programme, FFT operations were carried out in 19 countries. From 2022 onwards, the FFT programme focuses exclusively on 12 countries spread through 4 regions (West-Africa, East-Africa, Great Lakes and South-East Asia). The 12 focus countries for FFT include: Ivory Coast, Burkina Faso, Ghana, Ethiopia, Kenya, Tanzania, Rwanda, DR Congo, Uganda, Philippines, Indonesia & Vietnam. The FFT programme focuses on generating evidence-based outcomes for Farmer Organisations via quantifiable KPIs that require systematic tracking and reporting. The overall evidence-based goals envisioned for FFT in its first five years (2021-2025) are: • Goal 1: Support one million farmers through 320 farmers’ organisations. • Goal 2: 50 million euro mobilised because of lobby and advocacy proposals. • Goal 3: 60 million euro mobilised with 70 FOs linked to financial institutions. • Goal 4: 30 new farmer-led enterprises that improve farmers’ access to markets and Agri services. • Goal 5: 10,000 direct jobs supported. • Goal 6: 30,000 people trained (9,000 women and 4,500 youth), with 50 female leadership training courses, 30 youth councils and 20 women’s councils. Farmer Organisations and Cooperatives Member Farmers
Enhance Organisational development and create vibrancy The Co-operative Alliance of Kenya (CAK) is the National Apex Organization for Kenyas Co-operative Movement. Its membership consists of 300 cooperatives but represents over 20 000 registered Co-operatives drawn from: National Co-operative Organizations (NACOs) Co-operative Unions (County Unions formerly called district coop Unions) and Primary Co-operative Societies. CAK has Kes 640 billion savings; Assets of over KES 800 billion.; About 660 000 persons are directly employed and other 3 000 000 persons derive livelihood from Co-operative related activities. The assesment of CAK was done in 2017 and 1st contract drawn in June 2018. This years plan will focus on activities related to organisational development and creating vibrancy for CAK. This will be achieved through review and development of the main policy documents for the organisation participation in the governance and financial management trainings and preparing them for the national cooperative change through re-organising their governance structure in line with the upcoming coopearative policy which will play a key role in creating their visibility in the counties hence creating an entry point for a possible governance program with county federations. - To create vibrancy for CAK amongst its members- to improve governance and financial practices in CAK Implementation of recommendations of Business plan - mediation centre for alternative dispute resolutionsCrate awareness of changes expected in cooperative sectorStrategic Financial management Governance training
Professionalizing cooperative management and marketing of processed dairy products Adaa Diary Cooperative Society (founded in 1997) is a primary cooperative located in Adaa Woreda Debre Zeit town approximately 100km south from Addis Ababa. The overall purpose of the cooperative is to improve its members’ income through establishment of well-organized access to market system for its members. For this it collects raw milk at a fair price from members and adds value on it by processing and reselling it to consumers using different channels. Adaa has a processing factory where it is able to process around 15.000 liters of milk a day mainly into pasteurized milk. Next to that small amounts of butter cheese and yogurt are made. Currently the daily milk intake is around 2500 liters a day which is rather low compared to some years ago where the cooperative managed to collect around 10.000 liters a day from over 900 members. Reason for the significant drop in production was a serious governance crises in combination with problems in repayment of loans. In 2012 425 members were still determined to save their cooperative by electing a new board to revive the cooperative business. In April 2014 Agriterra conducted a company assessment at Adaa and decided based on this assessment to support Adaa in strengthening the cooperative. While working with Adaa on the 2014 Action Plan it turned out that there was still severe board interference within the daily management of the cooperative. Therefore it was only partly possible to implement the Action Plan. Because little development was visible Agriterra together with the Regional Cooperative Promotion Agency addressed its severe concern on the future of Adaa. Fortunately Adaa and various governmental stakeholders started to address the governance problems at hand and after 3 special General Meetings a new board was elected in August 2015 and roles and responsibilities were clearly outlined and bylaws and cooperative regulations adapted. As a results of the changes within Adaa Agriterra offered Adaa its support in a second Action Plan for 2015. Unfortunately at the start of the 2015 Action Plan the general manager was arrested on suspision of corruption. At that moment also several staff and board members resigned resulting in a management crisis. Agriterra in negotiation with Adaa agreed to put the Action Plan on hold. Now at the start of 2016 Adaa has settled its management problems including the hiring of a new manager and other staff. Agriterra has indicated that it is willing to develop a new Action Plan for 2016 in order to start afresh but this is supposed to be the final phase-out Action Plan unless Adaa shows significant progress and positive atttitude towards working with Agriterra in 2016. The 2016 Agriterra action plan will focus on the following key critical areas:- Strengthening the overall governance capacity of board control committee and management.- Increasing the active membership from 175 farmers to 250 and the daily milk intake from 3500 liters to 5000 liters.- Accessing 2 million Birr working capital loan and increase own internal capital in order to realize on time milk payment to farmers and to buy various inputs.- Increase output marketing of high quality processed dairy products through developing and implementing sound branding and marketing strategy.- Developing a HR manual and facilitate implementation of sound HR structure and procedures. - Strengthening the overall governance capacity of board control committee and management. - Increasing the active membership from 175 farmers to 250 and the daily milk intake from 3500 liters to 5000 liters. - Accessing 2 million Birr working capital loan and increase own internal capital in order to realize on time milk payment to farmers and to buy various inputs. - Increase output marketing of high quality processed dairy products through developing and implementing sound branding and marketing strategy. - Developing a HR manual and facilitate implementation of sound HR structure and procedures. The 2016 Agriterra action plan will focus on the following key critical areas:- Strengthening the overall governance capacity of board control committee and management.- Increasing the active membership from 175 farmers to 250 and the daily milk intake from 3500 liters to 5000 liters.- Accessing 2 million Birr working capital loan and increase own internal capital in order to realize on time milk payment to farmers and to buy various inputs.- Increase output marketing of high quality processed dairy products through developing and implementing sound branding and marketing strategy.- Developing a HR manual and facilitate implementation of sound HR structure and procedures.
Danish Refugee Council Humanitarian Partnership Agreement 2017 In 2017, Denmark contributed 145 mio. DKK to Danish Refugee Council in support of Danish Refugee Council's response to the needs of displacement and conflict-affected people. The 2017 Humanitarian Partnership Agreement (HPA) between the Danish Refugee Council and the Danish Ministry of Foreign Affairs covers four regional programmes in: West Africa; Horn of Africa & Yemen; Middle East & North Africa; Central and South West Asia. Furthermore, the HPA covers four country programmes in: Central African Republic; Sudan; South Sudan; Myanmar. Finally, the HPA includes three thematic programmes on: Flexible Emergency Response; Policy; and Diaspora. Danish Refugee Council's programmes are implemented within DRC’s international mandate – the protection of refugees and internally displaced people and the promotion of durable solutions, and in support of Denmark's Strategy for Development Cooperation and Humanitarian Action "The World2030" . The 2017 Humanitarian Partnership Agreement covers three programme platforms: 1) Response to emergency 2) Solutions to Displacement 3) Addressing the Root Causes of Displacement
DMDP, Red Barnet, Bangladesh This project offers Danida the opportunity to invest in the upfront cost of upskilling 4,000 deprived young men and women living in the urban slums of Dhaka to access decent jobs in the global freelance coding market generating $6.7m in freelance income, & support them to become active and productive citizens. The development of a revolving impact fund will upskill a further 3,700 deprived youths in the project period & another 28,900 youths by year 10, financed by student repayments. A strong group of cmmercial and non-commercial partners within the ICT-sector will ensure the execution. The project leverage the long track record of upskilling and job-placement of deprived youths by Save the Children, the successful deployment of the 'Earn-and-Learn' platform by Coders Trust and the proven project design capabilities of the parties & Accenture. The Danida Market Development Partnerships programme (DMDP) is designed to support commercially oriented partnerships for sustainable market development in developing countries. In addition to reporting on individually determined outputs and outcomes, all DMDP projects report on five key programme indicators. These five indicators are the same for the whole project portfolio, enabling strategic and programme level monitoring, and aggregation of results. At the programme level, three key outcomes which are related to three of the five key programme indicators, have been chosen for results reporting: Outcome 1: Increased employment (decent jobs) for women, men and youth. Outcome 2: Increased income opportunities from improved market linkages. Outcome 3: Additional capital raised (investment leverage). This project offers Danida the opportunity to invest in the upfront cost of upskilling 4,000 deprived young men and women living in the urban slums of Dhaka to access decent jobs in the global freelance coding market generating $6.7m in freelance income, & support them to become active and productive citizens. The development of a revolving impact fund will upskill a further 3,700 deprived youths in the project period & another 28,900 youths by year 10, financed by student repayments.
Training Seminar on Performance Audit with Environmental Perspective At the request by the State Audit of Vietnam (SAV), a training seminar will be held on 25-26 October 2016 with participation of two experts from the State Auditor of Denmark. The seminar¿s objective is to improve SAV¿s capacity in carrying out performance audits with environmental perspective, an area where SAV has not had much experience and skills. The seminar will be organized in the form of an interactive training with group work sessions with a view to create a targeted and practice-oriented learning environment where participants are inspired to develop approaches and tools for concrete audits. Around 40 audit experts and staff of SAV are expected to attend the training. The Embassy and SAV will co-fund the seminar. The activity is committed in the action plan 2016 under the Vietnam-Denmark Comprehensive Partnership Agreement. Though with small funding, the project is expected to contribute to improvement of economic governance in Vietnam.
Real-Time Evaluation of Mali Country Programme 2017-2022 The real time evaluation (RTE) was terminated in 2020. A study of Danida's experiences with RTEs can be found at: https://um.dk/en/danida-en/results/eval/eval_reports/publicationdisplaypage/?publicationID=4021B051-AA99-4F26-84B5-4792616D45E4 The purpose of the RTE is to provide independent evidence regarding the achievement of outcomes and regarding relevant changes in the programme context in relation to key engagement areas. This assessment is primarily intended for the country programme management (the embassy and the national authorities in Mali) and should allow them to revise the theory of change and adapt the interventions accordingly. The real-time evaluation is distinguished from the programme monitoring work (including the work of the M&E team) primarily by being external to the programme management and in having a focus on assessing higher level results (outcomes and outcome to objective levels), and in assessing developments in selected risk factors and assumptions for the programme. It is envisaged that the RTE will particularly relate to the thematic programmes for peaceful coexistence and for decentralisation and focus on the following engagements: • The Fund for Reconciliation and Resilience of Civil Society (FAMOC), • The Centre for Humanitarian Dialogue and • Decentralisation in Sikasso. During the last year of the programme (2022), the RTE Team will provide a summative assessment related to the RTE focus areas of the programme.
Explorer 2016 Breeders of Denmark A/S Danida Innovation & Business Explorer (DIBE) offers financial support to Danish companies, including start-ups, that wish to investigate concrete business opportunities contributing to the achievement of the Sustainable Development Goals and the Paris agreement. Breeders of Denmark has signed the cooperation contract with the local company. With the support of this Danida program, it was possible to spend more time on follow up of the deliveries of animals. As a result, the local customer believed in the company and quality of animals, which resulted in the signed cooperation for long term. Breeders of Denmark is the first European pig genetic company achieving this in Uganda. Breeders of Denmark got the opportunity to supply first breeding stock to a new initiative in pig production in Uganda, it is now that we need to transfer our knowledge and expertise to this young and underdeveloped pig producing country. We want to prepare the country to be ready to develop a nucleus and grandparents lines and prepare farmers to professionalize raising breeding stock and work with high quality material with commercial sales of live animals as our strategic aim creating employment and turnover.
Safe and Healthier Work Places and Improved Labour Dispute Settlement in Myanmar (Phase II) The Strategic Sector Cooperation on Occupational safety and Labour dispute settlement is a peer-to-peer cooperation between Danish Ministry of Employment and the Myanmarese Ministry of Labour, Immigration and Population. Through the project, the Myanmarese ministry will improve its capacity for work place inspections and dispute settlement at work place level to support the implementation and enforcement of Myanmar’s legislation regulating labour organization and settlement of disputes. A Strategic Sector Cooperation (SSC) is a partnership aiming at improving sector framework conditions in a partner country. The initiative is a flexible and adaptive instrument for exchanging experiences, learning and capacity building, which builds on a consolidated strong relationship and trust between the involved authorities. The commitment to finance the Danish authorities’ participation is sequenced in phases; an inception phase of approximately one year resulting in a project document; followed by phase one, two and –if need be – a phase three during which the cooperation is deepened and developed. All SSC partnerships are supported by a sector advisor at the embassy, who impel progress and stir the partnership in the direction agreed upon. Annually, the SSC projects deliver a report on project progress and results achieved. Progress on selected outputs are displayed in openaid. The Strategic Sector Cooperation on Occupational safety and Labour dispute settlement aims to ensure safer and healthier work places and improved labour dispute settlement in Myanmar by: - Updating strategies and increasing capacity in terms of staff knowledge and tools available for implementing the legal framework for occupational safety and health - Increasing capacity and improving working methods at township conciliation bodies for settling labour disputes at work level.
Denmark's contribution to the 18th replenishment of the International Development Association (IDA18) Based on the latest updated version of the World Bank Group Corporate Scorecards (Source 1-3), The World Bank Annual Report 2020 (Source 4) alongside the Danish organisational strategy for the World Bank (Source 5), the following results can be noted in relation the Danish priorities: • Concerning target 1 of “ending extreme poverty”, extreme poverty has continued its decline. The World population that lives on less than USD1.9/day has decreased from the 2011 baseline of 13,5% (Source 5:10) to 8.4% in 2019 (Source 1: Goals) . For recent regional updates on extreme poverty, see source 4. • In relation to target 2 on ‘promoting shared prosperity’, the income growth is indicated by the 40% poorest in each country. The growth rate has decreased from the 2011 baseline of 3.6% (Source 5:10), to 2.0% in 2019 (Source 1: Goals). • Regarding target 3 on CO2eq emissions reductions per year, improvements have been made since the FY15-17 baseline. The emissions reductions reached app. 15 million CO2eq/year in 2011 (Source 5:10), whereas the latest Corporate Scorecard update shows a 194 million CO2eq/year emissions reduction in FY19-FY22 (Source 2: Resilience). For recent regional updates on CO2 emissions, see source 4. • With reference to target 4, client feedback on WB effectiveness and the impact on development results improvements has improved. The WB score was 6.9 out of 10 in the 2013 baseline (source 5:10), and 7.1 in 2022 (source 3: Supporting Clients [...]). The Danish motivation for supporting IDA18 is ending extreme poverty in the world’s poorest countries, strengthening efforts made to address FCV – particularly in Africa – as well as addressing climate change. To learn more about current IDA18 work, please see: ida.worldbank.org/en/replenishments/ida18-replenishment Sources: 1) tinyurl.com/scorecardt1 2) tinyurl.com/scorecard2 3) tinyurl.com/scorecard3 4) tinyurl.com/WBannualreport 5) tinyurl.com/DanidaWB IDA18 supports clients in achieving and protecting their development goals amidst intense vulnerabilities and crises. The IDA18 overarching theme is “Investing in Growth, Resilience and Opportunity” for the world’s poorest countries. With IDA clients facing a myriad of complex and interrelated challenges, IDA18 helps to advance five special themes to: (i) address the challenges of Fragility, Conflict and Violence; (ii) respond to the threats of Climate Change; (iii) advance Gender and Development goals; (iv) support Jobs and Economic Transformation; and (v) pursue principles of good Governance and Institutions.
Syrien-Irak 2019-2021. UNDPPA (2021 - 30748) Partneren benytter en anden rapporteringsmetode, end den RFI faciliterer. Efter aftale med ELK beskrives UNDPPA's rapporteringsmetode derfor kort nedenfor, ligesom at årsrapporten for 2021 kan tilgås her: https://dppa.un.org/sites/default/files/dppa_multi-year_appeal_annual_report_2021.pdf Filen 'UNDPPA_Results_Framework-as of 30 June 2021.pdf' (se PMI) illustrerer DPPA's rapporteringsmetode for perioden 2020-2022: tre overordnede målsætninger med hertilhørende undermål. 'Goal 1: Contribute to prevent and resolve violent conflict and build resilience' har 9 undermål. 'Goal 2: Strenghten partnerships for prevention and resilience' har 9 undermål. 'Goal 3: Achieve a learning, innovative working culture that takes forward the vision of the Secretary-General' har 8 undermål. The UN Special Envoy for Syria (UNDPA) is one of the engagements supported under the theamatic area Peacebuilding and Justice where support is aimed at efforts to reach an inclusive political solution, which promotes accountability for crimes committed during the conflict. The work of the Office of the Special Envoy for Syria promotes a peaceful solution to the Syrian crisis under the mandate established by resolution 2254 (2015). The Danish contribution is channelled through the UN Department of Political and Peacebuilding Affairs (UNDPPA).
DIHR project: Human Rights Education Agenda Setting 2017-2018 Human rights education is an important contribution for the effective realization of all human rights. In light of the principle ‘leave no one behind’ there is a need to advance the monitoring, documentation and implementation of Human Rights Education with regard to target 4.7 as well as the World Programme for Human Rights Education. The project in question will advance the international agenda on human rights education by qualifying the data collection on human rights education related to the World Programme on Human Rights Education target 4.7. This will enable DIHR to develop an indicator framework, which will make the indicator for human rights under target 4.7 operational and compatible with national reporting on the World Programme on Human Rights Education. The work on the indicator framework, including the piloting in at least two countries including Denmark, will be converted into key policy messages, which can be communicated by the Danish UN Mission and discussed by government representatives and decision-makers, thereby entailing both visibility and impact.
SSC Strengthening intellectual property rights in the Islamic Republic of Iran Strategic Sector Cooperation on intellectual property rights Between Denmark and he Islamic Republic of Iran, Phase I The Strategic Sector Cooperation on intellectual property rights is a peer-to-peer cooperation between the Danish Patent and the Iranian Trademark Office and the Intellectual Property Center. The objective of the Strategic Sector Cooperation is to enhance efficiency and effectiveness in registration, management and enforcement of intellectual property rights in the Islamic Republic of Iran. To consolidate the development of the Iranian Economy and spur employment, Iran has made it a priority to improve their business and entrepreneurial environment. the Islamic Republic of Iran has emphasized that this would include strengthening the protection of the intellectual property rights in Iran, which is considered a key prerequisite for generating innovation and attracting knowledge-intensive enterprises. The sector cooperation will therefore focus on: strengthening the capacity of human and administrative resources in the Intellectual Property Center of Iran; Reinforce institutional capacity within and interaction between intellectual property actors in Iran; align Iranian intellectual property legislation and guidelines to existing international best practices and norms; and increase awareness on intellectual property rights to relevant users and Iranian consumers.
SSC Health and Safety of Workers in Bangladesh , phase II The Strategic Sector cooperation on Occupational Health and Safety is a peer-to-peer cooperation between the Danish Working Environment Authority and The Bangladesh Department for Inspection of Factories. Through the project, the Department for Inspection of Factories will improve the quality of inspections, with focus on essential Occupational Safety and Health issues, enforcement of the law, motivation of companies and activation of Safety Committees. A Strategic Sector Cooperation (SSC) is a partnership aiming at improving sector framework conditions in a partner country. The initiative is a flexible and adaptive instrument for exchanging experiences, learning and capacity building, which builds on a consolidated strong relationship and trust between the involved authori-ties. The commitment to finance the Danish authorities’ participation is sequenced in phases; an inception phase of approximately one year resulting in a project document; followed by phase one, two and –if need be – a phase three during which the cooperation is deepened and developed. All SSC partnerships are sup-ported by a sector advisor at the embassy, who impel progress and stir the partnership in the direction agreed upon. Annually, the SSC projects deliver a report on project progress and results achieved. Progress on selected outputs are displayed in openaid. The Strategic Sector Cooperation on Occupational Health and Safety in Bangladesh aims to contribute to framework conditions that improve the health and safety for workers in Bangladesh by: - Improving enforcement of the law, motivating companies and activating of Safety Committees -using inspection resources in a targeted way by focusing on the most important sectors and issues - improving management.
Dansk-Arabisk Parterskabsprogram (DAPP) 2017-2021 The strategic programme objective is that ‘ Public institutions, civil society and businesses advance governance standards and provide economic opportunities’. The programme has six engagements under the two thematic programmes: Governance Objective: Governance standards enhanced by right-holders and duty-bearers - with engagement outcomes including: · Human Rights: Human rights standards enhanced and human rights defenders, torture prevention and religious dialogue strengthened · Gender Equality: Legal reform to recognise equality, including in the distribution of resources, equal political participation and prevention of violence enhanced · Free Media: Independent media strengthened and reform of regulatory frameworks enhanced. Economic opportunities Objective: Economic opportunities for young men and women improved - with engagement outcomes including: · Labour Market and Social Dialogue: Flexible labour markets, decent jobs and social dialogue enhanced · Youth Participation and Employment: Youth - men and women - civic engagement strengthened and employment opportunities improved · Entrepreneurship and Access to Finance Engagement: Youth entrepreneurship skills and mentoring strengthened and access to finance improved.
Core contribution to the International Organization for Migration (IOM) 2021-2022 Denmark has the following overall goals for the duration of this strategy: - IOM’s incoming Director General will undertake a functional review of the Organization - The Organization will undergo the MOPAN assessment - The Organization will elaborate a new organization strategy/strategic priorities in consultation with member states as well as accompanying impact indicators/a results framework. - More member states will provide core funding for IOM - IOM will establish stronger internal governing, accountability and oversight mechanisms ensuring cross-cutting system wide quality control and coherence - IOM will institute system wide results-based management - IOM will continuously focus on strengthening anti-corruption efforts and efforts to combat sexual exploitation and abuse and sexual harassment. - IOM will ensure communication of Danish support for IOM as appropriate. - A mid-term review of the present strategy will be carried out in the fall of 2019
DMDP 2016 – Enhancing crop yield and profitability in Kenya through biological plant protection The project is a partnership between CARE Denmark, Chr. Hansen and CARE Kenya, CGA and Nairobi University to advance sustainable and resilient agriculture in Kenya, by introducing the biological plant protection and inoculant product, NEMIX® C4 on sugarcane, potatoes maize and flowers. The goal is to support farmers, especially smallholders, with safe technologies that enable them to increase their profit and strengthen their development opportunities. The project will develop local competencies by working with Kenyan partners to conduct efficacy trials, local distributors, farmers and their organisations to implement activities. Values will be generated for farmers by increasing their yield, for the distributor through increased sales, for the science and local communities through capacity support and for the environment by decreasing the use of harmful chemicals. More decent jobs as a result of safer working environments are anticipated. The Danida Market Development Partnerships programme (DMDP) is designed to support commercially oriented partnerships for sustainable market development in developing countries. In addition to reporting on individually determined outputs and outcomes, all DMDP projects report on five key programme indicators. These five indicators are the same for the whole project portfolio, enabling strategic and programme level monitoring, and aggregation of results. At the programme level, three key outcomes which are related to three of the five key programme indicators, have been chosen for results reporting: Outcome 1: Increased employment (decent jobs) for women, men and youth. Outcome 2: Increased income opportunities from improved market linkages. Outcome 3: Additional capital raised (investment leverage). To contribute to growth in the agriculture sector in Kenya through resilient and sustainable agricultural production
Særlig aftale mellem UM og BRS 2018 The special agreement between the Danish Ministry of Foreign Affairs (MFA) and the Danish Emergency Management Agency (DEMA) covers; - Flexible funds of DKK 5 million for acute relief assistance - Extraordinary humanitarian support DEMA has for a number of years received grants from the MFA for use in connection with international missions to humanitarian crisis, to which DEMA has received a request to contribute. These missions are, in most cases, part of a response to an acute humanitarian disaster or crisis, which is why it is crucial that DEMA can quickly secure approval of funding for these efforts. On an annual basis, these efforts typically amounted to up to DKK 5 million. Against this background, since 2013, the MFA and DEMA have entered into an annual agreement that provides for a flexible pool of funds of DKK 5 million on an annual basis. The flexible funds are managed in accordance with ”Retningslinjer for anvendelse af midler fra den fleksible pulje til Beredskabsstyrelsens akutte internationale humanitære indsatser” (see annex) This appropriation note forms the basis for the agreement between DEMA and the MFA for the year 2018. Rapid assistance in the case of acute international humanitarian crises.
Kenya - SSC on Green Growth in the manufacturing Sector The Strategic Sector Cooperation on Green growth in the manufacturing sector is a peer-to-peer cooperation between the Danish Environmental Protection Agency and the Kenyan Ministry of Environment and Ressources / Kenyan Ministry of Industry, Trade and Cooperatives. Through the project, the Kenyan authorities will strenghen the regulatory and institutional framework for enabling circular economy based manufacturing processes in industries and parks, with focus on solid waste and waste water. A Strategic Sector Cooperation (SSC) is a partnership aiming at improving sector framework conditions in a partner country. The initiative is a flexible and adaptive instrument for exchanging experiences, learning and capacity building, which builds on a consolidated strong relationship and trust between the involved authorities. The commitment to finance the Danish authorities’ participation is sequenced in phas-es; an inception phase of approximately one year resulting in a project document; followed by phase one, two and –if need be – a phase three during which the cooperation is deepened and developed. All SSC partnerships are supported by a sector advisor at the embassy, who impel progress and stir the partnership in the direction agreed upon. Annually, the SSC projects deliver a report on project progress and results achieved. Progress on selected outputs are displayed in openaid. In order to prepare a phase 2 of the SSC cooperation, phase 1 has been extended to 2021. The preperation of phase 2 is expected to be finalised in medio 2021. The Strategic Sector Cooperation on Green Growth in the manufacturing Sector aims to support and strenghen opportunities for Kenya to pursue green growth in its manufacturing Sector through: -Introducing new policy measures to accommodate use of industrial solid waste and waste water as a ressource; -Regulatory environmental schemes based on circular economy practices guide the establishment of new industrial parks in Kenya, as stipulated in Kenya's Industrialization Transformation Program; -Strengthening enforcement and compliance schemes towards a higher degree of voluntary schemes and collaborative activities with the regulated companies.
World Bank Women Entrepreneurs Finance Initiative (We-Fi) The objective of We-Fi is to address financial and non-financial constraints faced by women-owned/led small and medium firms in IDA and IBRD eligible countries and territories. Thus, We-Fi is relevant for SDGs 1, 5 and 8 and the facility is compatible with Denmark’s strategy ‘The World 2030’. With its clear focus on women-led enterprises, We-Fi has the potential to be a very relevant initiative through which Denmark can promote both the gender equality priorities and focus on strengthening the SME sector in developing countries. The We-Fi aims to achieve this by leveraging more than USD 1 billion in commercial and interna-tional financial institution finance for entities that provide women entrepreneurs with access to debt, equity, venture capital, insurance products, capacity building, networks and mentors, and opportunities to link with domestic and global markets; and for governments to improve the business environment for women-owned/led small and medium firms. Since We-Fi is a multi-donor financial intermediary fund it is not possible to attribute specific outputs to the Danish financing. Therefore, it is not possible to develop a results framework or theory of change specifically for the Danish support. Instead the Danish contribution is based on We-Fi’s theory of change (see annex 3), while reporting on the facility’s progress will follow the overall We-Fi results framework (see annex 2). Trough participation in the Governing Commit-tee Denmark will be able to influence the further development of the We-Fi results frame and promote the establishment of a base line for monitoring of results. The Facility Level Results Framework includes a mix of output indicators capturing the financial mobilization objectives and the improved capacity of institutions to serve female SMEs, as well as intermediate outcome indicators – such as number, sales/profits, and employment creation, of the final beneficiaries. The Governing Committee may adapt tracking and monitoring
Danish Energy Agency Energy Partnership Programme (DEPP) 2017-20 The DEPP programme is implemented through the Danish Energy Agency and partner institutions in Mexico, Viet Nam, China and South Africa. The aim of the programme is to assist the four countries with their transition to a low carbon economy and support them in implementation of the Paris agreement. The support is based on Denmark’s long standing experience on energy transition away from a fossil fuel economy. Also, the DEPP builds on a well tested government-to-government modality of cooperation featured by: A Memorandum of Understanding outlining shared government goals for the cooperation; provision of technical advisory support including from the DEA and the Danish power system operator and offering counterparts wider access to acquaint with Danish experience, expertise and technology solutions; daily programme presences in-country through Denmark’s embassy and through the posting of international Long-Term Advisors with key-partner institutions and; wider anchoring of programme objectives and results through high-level participation in programme steering and high-level policy dialogues. Inclusive, sustainable growth - and development is one of the strategic objectives of Denmark’s Strategy for Development Cooperation and Humanitarian Action. Economies in transition and emerging economies are considered key players to achieve the global Sustainable Development Goals. The development strategy underlines the importance of providing support for their sustainable development, as they demand expertise, knowledge, technologies and investments to make appropriate strategic choices. Energy is in this regard a priority sector where Denmark has particular knowledge, resources and interests. The strategy also points to the relevance of building strategic partnerships and government-to-government cooperation to promote common agendas such as climate change. The four DEPP partnerships countries appears in the development strategy among the countries where partnership initiati
2019 Explorer Orana A/S Danida Innovation & Business Explorer (DIBE) offers financial support to Danish companies, including start-ups, that wish to investigate concrete business opportunities contributing to the achievement of the Sustainable Development Goals and the Paris agreement. This project aims at forming a cooperation with Wanda Agriculture, a local Kenyan company, with the goals of: 1) Establishing a fresh fruit processing factory in Kenya, that produces banana and mango fruit pulp 2) Entering into a cooperation with smallholder farmers and establishing own organic banana farms hereunder training smallholders in organic farming. 3) Creating jobs in poor rural areas, particularly for women 4) Reducing hunger and poverty in rural area of Taveta in Kenya 5) Taking care of children when parents are at work 6) Utlize fruit which otherwise will go to waste 7) Creating economic growth in Kenya 8) To build a state-of-the-art factory that is environmentally sustainable 9) Building partnerships to ensure the above goals. Forming of a cooperation with Wanda Agriculture, a local Kenyan company. Establishment of fresh fruit processing factory for production of banana and mango fruit pulp.
Least Developed Countries Fund The LDCF has been successfully providing services tailored exclusively to Least Developed Countries (LDCs) which face challenging circumstances to adapt to the impacts of climate change. The LDCF remains the only fund entirely dedicated to supporting climate adaptation action in LDCs. LDCs access financing for projects from the LDCF for the preparation and implementation of National Adaptation Programmes of Action (NAPAs) and the National Adaptation Plan (NAP) process, through project investments and enabling activities. The goal of the LDCF Adaptation strategy is to strengthen resilience and reduce vulnerability to the adverse impacts of climate change in developing countries, and support their efforts to enhance adaptive capacity. To achieve this goal, the strategy emphasizes three strategic objectives for the LDCF: • Objective 1: Reduce vulnerability and increase resilience through innovation and technology transfer for climate change adaptation Objective 2: Mainstream climate change adaptation and resilience for systemic impact; and • Objective 3: Foster enabling conditions for effective and integrated climate change adaptation.
Thematic Programme Governance and State Building - SCP 2019-2023 Somaliland Development Fund: A basic economic development recovery programme to bring economic opportunity and long-term stability to Somaliland. This programme contributes to the SDGs by rehabilitating basic economic assets, improving government capability to manage them, and supporting livelihoods in one of the hardest and most complex environments. Joint Programme on Local Governance and Decentralised Service Delivery: Objective is to create more effective local governance systems that are responsive to people’s need and aspiration, inclusive and resilient to crisis have an important role to play in delivering improved quality of life, reducing inequalities and forming resilient state-society relationships based on shared understanding of respective roles and responsibilities. Supported under the UN Multi Partner Trust Fund Joint Programme for Human Rights: to strengthen the nexus between human rights, children’s rights and women’s rights on one hand and Human rights, security and justice institutions on the other hand implemented through the Ministry of Women and Human Rights Development and other institutions with support of UNSOM, UNICEF and UNDP. Supported under the UN Multi Partner Trust Fund The Constitutional Review Support Project: 1) Deepening federalism and state-building, supporting conflict resolution and reconciliation and preparing for universal elections. 2) accelerate structural tranformations for sustainable development. Supported under the UN Multi Partner Trust Fund The objective of TP1 is defined as: “Government ability at state, regional and local level enhanced to respond to the development and resilience needs of in particular women, youth and marginalised groups in an equitable, transparent, accountable and participatory manner.”
ICNL support to strategic plan 2017-2022 Denmark’s core grant to ICNL will help realize Denmark’s development strategy and contribution to the SDGs through safeguarding and expanding civic space. In partnership with ICNL, Denmark will bolster its contribution to protect and expand civic space under its commitment to promote human rights, democracy and gender equality. Strategic engagement with ICNL will: • Expand Denmark’s reach to a vast network of governments, experts and civil society organizations who are the frontrunners in tackling the challenge of closing civic space. This enhances Denmark’s access to and influence on key international agendas and results while underpinning Danish values and expertise embedded in the Danish development sector. • Facilitate Denmark’s engagement and help increase Denmark’s visibility and influence in multilateral fora including the UN Human Rights Council, the Community of Democracies and others. • Strengthen the information and analytical basis available to the Ministry, country missions, Danish and local civil society partners to develop and implement strategies addressing civic space. • Create strong synergies with Denmark’s engagement in priority countries, where ICNL also works with local partners to protect and support civil society. • Facilitate on-the-ground dialogue among Denmark, Danish development actors and country partners – government and civil society – to protect and expand civic space.
Support to the Monitoring, Verification & Compliance Mechanism The objective of the development cooperation is to support the African Union Commission and the implementation of their Monitoring, Verification and Compliance Mechanism (MVCM) that was established in January 2023. The establishment of the MVCM is a result of the Agreement for a Lasting Peace through a Permanent Cessation of Hostilities between the Government of the Federal Democratic Republic of Ethiopia and the Tigray People’s Liberation Front – the TPLF (the Agreement) on 2 November 2022; and the Declaration of the Senior Commanders on the Modalities for the Implementation of the Agreement for Lasting Peace Through a Permanent Cessation of Hostilities (the Declaration) on 12 November 2022. Through the Agreement and Declaration, the Parties of the conflict has agreed to permanently end the conflict, by rejecting violence as a means to resolve political differences. This involves the commitment to end all forms of hostilities, including hostile rhetoric, as well as disarmament, and demobilization of the TPLF combatants.
Country Programme 2016 - 2020 / TP 2 - Promoting Economic Development The objective to which the Thematic Programme contributes is:. More productive and efficient small and medium scale agribusinesses and an increased agricultural sector contribution to GDP and employment in Palestine. The program will contribute to more market oriented, productive, competitive, profitable and resilient agribusinesses, capturing a larger share of the local and external markets, with improved income and employment in the agriculture sector and increasingly contributing to sustainable economic growth. TP2 aims to develop more productive and efficient small and medium scale agribusinesses hereby increasing agricultural sector contribution to GDP and employment in Palestine.The two Development Engagements will provide support to selected value chains, including high value fruits, vegetables, herbs, cereals, legumes and dairy. The Thematic Programme addresses the National Development Plan 2014-2016 strategic objective relating to investment for employment creation, balanced economic development and improved competitiveness as well as to entrepreneurship among women and youth.
Global Equality Fund (GEF) - Phase III The third contribution builds on the achievements developed and implemented by Denmark’s first and second contributions to the Fund. The Global Equality Fund is a public-private partnership that supports innovative and impactful civil society programs that promote and protect the human rights of LGBTI people around the world. The GEF’s global reach is significant with extensive local networks supporting civil society organizations and human rights defenders in more than 90 countries. Drawing its strength from the support and partnership of a diverse international coalition of dedicated governments, businesses and foundations, the GEF amplifies local LGBTI voices and movements committed to creating an environment in which human rights and equality are fully embraced and enjoyed by all. The Danish funding supported the Art & Global Health Center (ArtGlo) in Malawi. ArtGlo engages health care workers and people training as health workers at training institutions in an interactive workshop program in order to directly impact the quality of services and treatment provided to minority groups, including LGBTI people.
The 14th replenishment of the African Development Fund (ADF14) Based on the Bank’s ADER 2021, measured against corresponding results from ADER 2020, the following results can be reported in relation to select Danish priorities* – both for all African countries and for ADF (African Development Fund) countries only. • DK priority climate change and green growth: Improvements over baseline regarding ‘access to electricity’ as well as ‘installed renewable capacity’ (cf. Table 1 in ADER 2021), while ‘Access to safely managed drinking water services’ deteriorated (cf. Table 9 in ADER 2021 and ADER 2020). Compared to 2019, where 54 percent of the population in all African countries had ‘access to electricity’, the score in 2020 remained the same at 54 percent. Meanwhile, access to electricity in ADF countries increased from 37 percent in 2019 to 42 percent in 2020. ‘Installed renewable capacity’ increased from 43 GW in 2019 to 46 GW in 2020, and from 23 GW to 24GW in ADF countries. ‘Access to safely managed drinking water services’ has deteriorated from a baseline of 72, and remained at 66 percent both in 2019 and 2020 in all African countries, and at 56 percent both in 2019 and 2020 in ADF countries. • DK priority inclusive development and job creation for youth: Improvements over baseline and vis-à-vis 2019 regarding ‘population living below the poverty line’, while ‘youth unemployment rate’ remained stable and the corresponding rate for ‘young women’ deteriorated (cf. Table 9 in ADER 2021 and Table 9 in ADER 2020). ‘Population living below the poverty line’ decreased from 40 percent in 2019 to 34 percent in 2020 in all African countries and from 43 percent in 2019 to 42 percent in 2020 in ADF countries. Measured against 2019, the ‘youth unemployment rate’ increased from 12 to 14 percent in 2020, while the corresponding rate for young women increased from 12 to 17 percent in the same period. In ADF countries, the youth unemployment rate increased from 7.3 percent in 2019 to 8 in 2020, while the rate for young women inc Den 14. genopfyldning af ADF skal bidrage til gennemførelse af AfDB’s tiårs strategi (2013-2022). Strategien tager bl.a. udgangspunkt i, at Afrika som helhed har haft 10-15 år med relativt høje vækstrater, om end udgangspunktet var beskedent og der fortsat er en række store udfordringer på kontinentet. AfDB har udpeget de følgende fem tematiske hovedprioriteter, som sammen med FN's verdens- og klimamål samt strategien vil være styrende for ADF’s arbejde: energi, landbrug, regional integration, industrialisering og øget livskvalitet for de ca. 1,1 mia. mennesker på det afrikanske kontinent. Dertil kommer fire tværgående prioriteter: skrøbelighed, god regeringsførelse, ligestilling og klima.
Real-Time Evaluation of Sustainable Coastal Fisheries, Myanmar The Evaluation Department (EVAL) has introduced the concept of Real-Time Evaluation (RTE) as an approach to enhance the evaluative work by enabling data collection concurrent with the development intervention and to increase the usability of the evaluation interim findings by making it possible to provide feed-back to operational management during implementation. The pilot nature of the Danida engagement on Sustainable Coastal Fisheries warrants a careful implementation process, and the Danish Embassy in Yangon considers the RTE as an additional tool in this regard. The RTE will supplement the output monitoring undertaken by the engagement management by assessing progress towards achievement of outcomes, primarily at community level. Furthermore, the RTE will assess key risks and assumptions related to the achievement of engagement outcomes and objectives, and contribute to a continued assessment of the overall theory of change for the engagement. The purpose of the RTE will therefore be to provide input for learning during the implementation process and document the intervention towards the end of the four years.
Study on the promotion and protection of freedom of religion or belief The study will include the following components: • Based on a definition of the right to FORB, the study will provide an overview of how the degree of FORB (e.g. in a country) can be compared using a set of key indicators; • Based on a description of the main factors influencing FORB, a tentative theory of change (illustrated graphically) will be elaborated; • Based on a schematic overview of key actors and initiatives, these will be analysed in the context of the tentative theory of change, including identification of best practices and lessons learned as well as gaps and inconsistencies; • Schematic overviews of existing guidelines and tools and current intiatives of research and analysis within the area, which will be used for the curent research agenda in relation to FORB. The study will be desk-based and based on available and relevant research, evaluations of former initiatives and documentation on existing initiatives from Danida and other relevant actors in the field.
DMDP 2018 – WeGrow Increasing innovation and livelihoods in agriculture in Ghana WeGrow – Digitising Rural Communities – is a partnership between CARE, BLUETOWN ApS (hereinafter: Bluetown), UNITI Networks Ltd (hereinafter: UNITI) and local strategic partners. WeGrow promotes digital transformation as an enabler for development by driving the adoption of digital agricultural content and services for Ghanaian farmers that will ensure more sustainable and resilient production and improved market linkages for smallholder farmers. The project will test the commercial viability of agricultural and other livelihood-focused content on BLUETOWN’s LOCAL CLOUD, a new innovative platform for distribution of digital content to be developed and managed by commercial content providers. Finally, the project will drive increased participation in the digital economy by facilitating access to smartphones and adoption of digital services across agriculture, health, finance, and education. SDG8 is targeted by promoting inclusive and sustainable economic growth through increased productivity in the agricultural sector, brought about by technological upgrading, innovation as well as improved resource efficiency and climate resilience in agricultural production. The Danida Market Development Partnerships programme (DMDP) is designed to support commercially oriented partnerships for sustainable market development in developing countries. In addition to reporting on individually determined outputs and outcomes, all DMDP projects report on five key programme indicators. These five indicators are the same for the whole project portfolio, enabling strategic and programme level monitoring, and aggregation of results. At the programme level, three key outcomes which are related to three of the five key programme indicators, have been chosen for results reporting: Outcome 1: Increased employment (decent jobs) for women, men and youth. Outcome 2: Increased income opportunities from improved market linkages. Outcome 3: Additional capital raised (investment leverage). To contribute to enhanced livelihoods of rural communities through digital inclusion making agriculture attractive for future generations of farmers in Ghana
IMS Lot CIV strategic partnership 2018-2021 IMS has selected three indicators from our institutional results framework (2020-23) providing an indicative frame of our overall engagement. The indicators aggregate results across programmes and interventions at outcome as well as output-level with progress towards outcomes. The indicators are derived from the following two IMS institutional outcomes: Outcome 1) Resilient public interest media produce and distribute ethical, inclusive content that audiences trust and civic/civil organisations use to further human rights and accountability and to promote positive social, political, and cultural change Outcome 2) Safety mechanisms and measures protect media workers of all genders, mitigate the risks they face and address impunity. The purpose of IMS is to further good journalism in countries affected by armed conflict, human insecurity and political transition. IMS supports production and distribution of media content that meets internationally recognised ethical standards and work to ensure safe media environments with sound laws for journalists.
CISU Climate pool funds (2018-2021) CISU – Civil Society in Development – is an independent association of 270+ Danish civil society organisations (CSOs). All members are, together with partners, actively engaged in development work in Asia, Africa, Latin America, or Eastern Europe - either as their main engagement or as part of their activities. The Civil Society Fund supports interventions carried out in cooperation between Danish organisations and their partners in Asia, Africa, Latin America, or Eastern Europe and covers interventions working towards all 17 UN Development Goals. The Civil Society Fund contributes to enabling poor and vulnerable groups to make their own efforts towards improving conditions which they see as important, relevant, and necessary, and which – structurally and in the longer term – help advance their lot in society at the local, national, and global level. This specific grant contributes to climate action with the following results: - Civil Society in developing countries advocate effectively and strategically on behalf of poor and climate vulnerable groups - National and community-level climate change policies, planning frameworks and information systems - Danish civil society climate action, and climate features strongly in the Civil Society Fund with relevant results. Danish Civil Society Organisation’s capacity to work with climate capacity building and advocacy with partners is strengthened Learn more at: https://www.cisu.dk/puljer/civilsamfundspuljen - Civil Society (CS) in developing countries strengthened to advocate effectively and strategically on behalf of poor and climate vulnerable groups: app. 235.000 people from vulnerable and marginalised target groups have increased their resilience to climate change - National and community-level climate change policies, planning frameworks and information systems – especially with a view to adaptation - are strengthened - CISU Civil Society Fund effectively supporting Danish civil society climate action, and climate features strongly in the Civil Society Fund with relevant results. Danish Civil Society Organisation’s capacity to work with climate capacity building and advocacy with partners is strengthened.
Seminar om klimaforandringer, skrøbelighed og konflikt 28.01.2019 The purpose of the seminar is to strengthen knowledge in the area of climate change, fragility and conflict. The linkages between climate change, fragility and conflict are complex and have been the subject of often-speculative assumptions. This seminar aims to improve the basis for Danish development and humanitarian policy on these issues by presenting evidence, findings and experiences from real-world studies, and discussing the operational implications for policy and practice. In doing so, the seminar also intended to bring down silos between humanitarian, development and peace practitioners. The purpose of the seminar is to strengthen knowledge in the area of climate change, fragility and conflict. The linkages between climate change, fragility and conflict are complex and have been the subject of often-speculative assumptions. This seminar aims to improve the basis for Danish development and humanitarian policy on these issues by presenting evidence, findings and experiences from real-world studies, and discussing the operational implications for policy and practice. In doing so, the seminar alspo intended to bring down silos between humanitarian, development and peace practitioners.
DMDP 2018 – Sustainable Integration of Philippine Smallholder Farmers into the Global Cacao Value Chain Southern Philippines has a persistent rural poverty problem due to small farm plots, ageing farmers, lack of knowledge and general lack of economic opportunities. This project will contribute to the achievement of SDG 8 by creating sustainable income opportunities for smallholder farmers in the Philippines by developing a more robust and diversified agri-industry based on sourcing from smallholder farmers. The project will develop a clear pathway for farmer groups to commercially engage in the global cocoa value chain of Mars and Kennemer Foods. More specifically, Mars and Kennemer Foods have developed a unique mutually beneficial program providing farmers with technical support and long-term financing. The project will support 1,000 smallholder farmers in participating in the grower program. Support provided by PBSP in collaboration with other the partners includes establishing collaborative models and structures among smallholder farmers to build voice, create economies of scale, increasing technical know-how, and access to finance for planting cacao within an integrated cropping system. The Danida Market Development Partnerships programme (DMDP) is designed to support commercially oriented partnerships for sustainable market development in developing countries. In addition to reporting on individually determined outputs and outcomes, all DMDP projects report on five key programme indicators. These five indicators are the same for the whole project portfolio, enabling strategic and programme level monitoring, and aggregation of results. At the programme level, three key outcomes which are related to three of the five key programme indicators, have been chosen for results reporting: Outcome 1: Increased employment (decent jobs) for women, men and youth. Outcome 2: Increased income opportunities from improved market linkages. Outcome 3: Additional capital raised (investment leverage). The project aims at creating sustainable income opportunities for smallholder farmers in the Philippines by developing a more robust and diversified agriindustry, which is based on sourcing from smallholder farmers.
SSC on Sustainable and Smart Cities between the City of Aarhus (DK) and the City of Tshwane (South Africa) The Strategic Sector Cooperation on Sustainable and Smart cities is a peer-to-peer cooperation between Aarhus Municipality and the City of Tshwane. Through the project, the City of Tshwane will improve its technical capacity in relation to integrated urban planning and development of safe and inclusive neighborhoods and public spaces, promotion of non-motorised traffic, storm water management and improved water supply. A Strategic Sector Cooperation (SSC) is a partnership aiming at improving sector framework conditions in a partner country. The initiative is a flexible and adaptive instrument for exchanging experiences, learning and capacity building, which builds on a consolidated strong relationship and trust between the involved authorities. The commitment to finance the Danish authorities’ participation is sequenced in phases; an inception phase of approximately one year resulting in a project document; followed by phase one, two and –if need be – a phase three during which the cooperation is deepened and developed. All SSC partnerships are supported by a sector advisor at the embassy, who impel progress and stir the partnership in the direction agreed upon. Annually, the SSC projects deliver a report on project progress and results achieved. Progress on selected outputs are displayed in openaid. The Strategic Sector Cooperation on Sustainable and Smart Cities aims to introduce principles of integrated sustainable development and smart cities in South Africa through: -Improved capacity of the administration of City of Tshwane to plan and develop the city into a sustainable and inclusive city. -Introduction of interdisciplinary work methods and inclusive planning processes. -General guidelines for urban management, which can be replicated in other districts and municipalities. -Concrete plans developed for upgrading of the Salvokop district into a sustainable neighborhood with improved access for non-motorised transport, integrated storm water management, improved management of drinking water system, safe public spaces etc.
NDC Partnership 2018-2020 The NDC Partnership is a coalition of countries and institutions sharing a set of guiding principles and working in a coordinated manner to advance climate action and sustainable development through the implementation of Nationally Determined Contributions (NDCs) under the 2015 Paris Climate Agreement. Leading up to COP26 in 2021, the objective of the support is that Member countries advance achievement of mitigation and adaption targets in line with Paris Agreement and commit to higher ambitions, over time, for greenhouse gas reduction and enhanced resilience mechanisms, ensuring climate-development linkage. Key results will be: Support to implementation strategies and raising of ambition Nationally Determined Contribution (NDC partnership plans); enhanced country engagement and coordination across government agencies and country stakeholders; improved coordination between Member countries and development partners, matching country climate needs (demand) with resources (supply) within NDC Partnership Plans; increased country access to knowledge re-sources, capacity building support initiatives and peer to peer learning and increased access to climate finance by Member countries due to more bankable NDC’s. Link to the 2020 annual report of the NDC-Partnership: https://ndcpartnership.org/partnership-action-pia-2020-report Accelerating the implementation of NDC’s under the Paris Agreement and promoting ambitious climate action. Further, to improve the regulatory environment and thereby attract private investors to climate and clean energy sectors in developing countries.
Opportunity Bank The project consists of an IFC senior loan of up to Euro 4 million to Opportunity Bank Montenegro (OBM, bank, or the company) for the purpose of financing an expanding loan portfolio. Loans will be made to micro and small business clients in line with OBMs strategy to finance the growth of micro and small businesses. OBMs management expects to fund the growth of the loan portfolio partly from externally borrowed funds and partly by mobilizing savings. Opportunity Bank Montenegro (OBM) was founded in April 2002 to finance the growth of micro and small enterprises in Montenegro and to offer safe savings services to the Montenegrin public. OBM is a licensed and regulated full service bank that provides loans to both existing businesses and start-ups. Loan sizes range from EUR 500 to EUR 10,000 for micro-entrepreneurs and generally up to EUR 100,000 (with a present average loan size of EUR 30,000) for small enterprises. Opportunity Bank Montenegro is the successor to Microcredit Montenegro (MCM), which was founded in 1999 as a non-government, non-profit organization offering loans to small-business entrepreneurs in Montenegro. MCM's primary target clients were entrepreneurs and farmers who lacked the financial means necessary to develop their business. MCM has made a total of more than 10,000 loans to trade, service, manufacturing, and agricultural clients. The existing clients of MCM have mostly become clients of OBM, and MCM has ceased to grant new loans.
Montenegro Mall Under a public-private partnership (the Partnership) with the Municipality of Podgorica (the Municipality), Gintas Construction Contracting & Trade Inc., Turkey (Gintas or the sponsor) will be developing prime retail space in central Podgorica. The sponsor and the Municipality have agreed to terms whereby the sponsor will construct a multi tenant, open-air market (bazaar) which will be owned by the Municipality, and in return for this work, the sponsor will receive adjacent land to develop its own modern shopping mall (the project or the Mall). The project will be the first of its kind in Montenegro and will introduce new retail standards and best practices in the country. Within an overall site area of over 50,000 square meters(m2), the sponsor will rebuild an existing 13,000 m2 bazaar site called Velika Pijaca, to be owned and operated by the Municipality. The remaining area of over 37,000 m2 will be for the project. Once the project is complete, the shopping mall will accommodate mixed use leaseable area including a hypermarket, large stores, retail shops, and office space. The shopping mall will offer cinemas, entertainment facilities, an outdoor entertainment square, open and covered car parking, a food court, restaurants and cafés. The project will increase the revenue stream of the Municipality of Podgorica, provide private sector management experience to the Municipality and the environment, and contribute towards increased taxes to the national government. In addition, the project will: - provide new shops for direct employment to more than 900 people in addition to indirect jobs. - have a multiplier effect on the local economy and generate demand for a wide range of goods and services from food to building materials to security and maintenance personnel. - supply quality commercial space and introduce a mixed-use shopping mall in Montenegro, which will set standards for offices and commercial centers. - result in the remediation of the hygienic conditions of the old bazaar and set the standards for the region.
NLB Montenegro The proposed project aims to increase access to finance for SMEs in Montenegro through a EUR10 million senior loan to NLB Montenegrobanka a.d. Podgorica (NLB Montenegrobanka or the Bank) to be on-lent to SMEs. NLB Montenegrobanka is a leading commercial bank in Montenegro and part of the NLB Group. This project is part of a regional facility for NLB Group that aims to provide term loans for an aggregate amount of EUR90 million to subsidiaries of NLB for on-lending/on-leasing to SME borrowers in several countries across the Balkans including FYR Macedonia, Bosnia and Herzegovina, Serbia, Montenegro, and Bulgaria. The proposed IFC loan will support SME lending activities of the Bank in the rather underdeveloped market of Montenegro, where private sector credit/GDP is at a lower level compared to EU. Through this project, IFC will contribute to expanding access to term finance and support SMEs capital investment plans. The project is a good example of IFCs strategy to support intra-regional investments by a bank based in a transition country (albeit one that is now an EU member) into other countries in its region. The successful implementation of the project will help an experienced strong local sponsor to grow further as a regional player, and facilitate transfer of capital and modern banking practices from Slovenia into the lesser developed markets in the region.
Podgorica Roads The proposed IFC investment would help the City of Podgorica finance the construction of the first phase of the South-Western Bypass from the junction with the Podgorica-Cetinje Highway to the junction with the Podgorica- Petrovac Highway. A portion of the IFC loan would be used to re-finance existing debt that the City contracted in the midst of the 2009 crisis for other capital expenditures. Given the central location of Podgorica along the main road axes connecting different cities within Montenegro and providing access to neighboring countries, a targeted investment in the roads sector is expected to improve national and international connectivity, reduce travel times and vehicle operating costs and contribute significantly to local economic growth. By keeping transit traffic out of the city, the Project is also expected to help reduce air and noise pollution and road crashes along the existing network. The first tranche of IFC investment will allow the City to refinance expensive existing debt, thus reducing the cost of financing its capex and improving its debt servicing capacity.
Flood Early Action through provision of Multipurpose Cash Assistance (MPC) for at-risk households in wider areas in Malakal, Upper Nile State ltpgtThrough this action, HDC seek to provide Multipurpose Cash Assistance (MPCA) to a total of 6,000 individuals (1,000 HHs) displaced population in Malakal IDPs camps and wider areas. This project follows the recommendations of South Sudan Cash Working Group and will transfer to the target households $ 360 (Survival Minimum Expenditure Basket) for three months in two rounds of $ 180 each covering one month and a half to meet their most standing needs as well as support ltspan style="color:#030303"gtthe recipient households to take preparatory actions to lessen the undesirable impacts of potential floods, thus enhancing their resilience. lt/spangtThe MPCA value is agreed in the allocation strategy and each recipient households will be provided same value of transfer during the two rounds due to uniformity of their vulnerabilities. A credible financial service provider will be contracted to undertake the cash transfers to the beneficiaries. The implementation of this response will be closely coordinated with other sectorial agencies in the area to ensure there is no overlapping and double targeting of the beneficiaries as well as ensures harmonized targeting criteria and transfer values. The geographical focus of this response will be in Malakal and the participation of the affected communities will be ensured throughout the intervention cycle. Project implementation will be guided by endorsed CWG guidelines, and HDC will abide by the Do No Harm principle, as well as ensure gender-sensitive targeting and inclusion of persons with disabilities and older personslt/pgt
Provision of cash assistance to mitigate the risk of forced relocation of IDPs in Abyei Administrative Areas ltp class="MsoNormal"gtltspan class="normaltextrun"gtltspan style="font-family: Arial, sans-serif color: black background-color: white"gtSince January 2023, International Organization for Migration (IOM), in partnership with Care for Children Old Age in South Sudan (CCOSS), are already working together on a CERF funded project at the Bubchok and Nyinkuach IDP sites, providing shelter, WASH, NFI and cash assistanceltigt.lt/igt lt/spangtlt/spangtlt/pgt ltp class="MsoNormal"gtltspan class="normaltextrun" style="font-size: 14px"gtltspan style="font-family: Arial, sans-serif color: black background-color: white"gtDuring IOM DTM bio-metric registration dated September 2022, Nine Hundred Eight Two (982) households / 2,382 individuals were registered. However, new influx from Mayom county in Unity State andlt/spangtlt/spangtltspan style="font-size: 14px"gt lt/spangtltspan class="normaltextrun" style="font-size: 14px"gtltspan style="font-family: Arial, sans-serif color: black background-color: white"gtfrom Rumammer county in Abyei had since then arrived at the two sites and were reported by DTM. The total number of the IDPs householdsnbspat both sites is estimated to be 2,395 as reportednbspby RRC. The figure will benbspverified duringnbspIOM DTM. Bio-metric registration which is ongoing as of April 2023. All IDPs currently staying in two sites are facing eviction from their temporary shelters. The Government plans to relocate them to Titie, a village near Abyei center and the UNISFA checkpoint. The people have different preferences for where they want to go, and some of them may face protection risks during the relocation process.lt/spangtlt/spangtlt/pgt ltp class="MsoNormal"gtltspan class="normaltextrun"gtltspan style="font-family: Arial, sans-serif color: black background-color: white"gtnbsplt/spangtlt/spangtltspan style="font-size: 14px" class="normaltextrun"gtltspan style="font-family: Arial, sans-serif color: black background-color: white"gtThe project aims to provide urgent multisectoral support to these first groups of displaced people who fled inter-communal violence in Abyei in February and March 2022. Through this project, IOM and CCOSS will assist the initial 982 households (2,382 individuals) in Bubchok and Nyinkuach IDP sites with cash assistance to cover their transportation and other needs, such as food, water, shelter, health, and education.nbsplt/spangtlt/spangtltspan style="background-color: white color: black font-family: Arial, sans-serif"gtAs per the strategy, every household will get the local currency equivalent of $772.lt/spangtlt/pgtltp class="MsoNormal"gtltspan class="normaltextrun"gtltspan style="font-family: Arial, sans-serif color: black background-color: white"gt The IDPs can choose to integrate in the local community, return to their villages of origin, or resettle in other villages in Abyei. The project will provide a platformnbspfor consultations with local authorities,nbsphost communities as well as the IDPs to determine the most realistic integration/relocation plan, mitigating the risk of conflict between IDPs and the landowners. IOM and CCOSS will also coordinate with other humanitarian actors and UNISFA to ensure the protection and security of the IDPs during the relocation process.lt/spangtlt/spangtltspan class="eop"gtltspan style="font-family: Arial, sans-serif color: black background-color: white"gtnbsplt/spangtlt/spangtlt/pgt ltp class="MsoNormal"gtltspan class="normaltextrun"gtltspan style="font-family: Arial, sans-serif color: black background-color: white"gtnbsplt/spangtlt/spangtltspan style="background-color: white color: black font-family: Arial, sans-serif"gtThe cash assistance value is based on the MEB package and the sectoral package for shelter and transportation, as set by the allocation strategy. lt/spangtltspan style="font-size: 14px background-color: white color: black font-family: Arial, sans-serif"gtltspan class="normaltextrun"gtltspan style="background-image: initial background-position: initial background-size: initial background-repeat: initial background-attachment: initial background-origin: initial background-clip: initial"gtnbsplt/spangtlt/spangtlt/spangtltspan style="font-size: 14px background-color: white color: black font-family: Arial, sans-serif"gtThe project will ensure active participation of beneficiaries and communities in the processes and activities. It will use feedback, FGDs, KIIs and household surveys to identify needs and design interventions. It will also hire casual workers and volunteers from local communities, especially women, youth and persons with disability. The project will use S-NFI Cluster recommended AAP tools to monitor and improve the quality of service provision.nbspltbrgt lt/spangtlt/pgtltp class="MsoNormal"gtltspan style="font-size: 14px background-color: white color: black font-family: Arial, sans-serif"gtThe project will be implemented jointly by IOM and CCOSS, who have the staff and expertise to continue supporting the affected communities. IOM has a permanent presence in the area, technical expertise as CWG co-lead, strong ME experience and linkages with the local authorities. CCOSS has a strong presence in the area, community linkages and direct access to their areas. These strengths complement each other and make them well positioned to implement the project. IOM and CCOSS will also coordinate with other humanitarian actors and UNISFA to ensure the protection and security of the IDPs during the relocation process.lt/spangtlt/pgtltp class="MsoNormal"gtltspan style="background-color: white color: black font-family: Arial, sans-serif"gt lt/spangtlt/pgtltp class="MsoNormal"gtltspan style="background-color: white color: black font-family: Arial, sans-serif"gt lt/spangtlt/pgtltp class="sceditor-nlf"gtltbrgtlt/pgt
Integrated Health and Nutrition Emergency Preparedness and Response to Flood affected vulnerable population in Rubkona County Unity State, South Sudan ltp style="mso-margin-top-alt:automso-margin-bottom-alt:auto text-align:justifyline-height:normal" class="MsoNormal"gtThe key indicators for health and Nutrition status of populations in South Sudan are on decline namely, under-five (U5) mortality, infant mortality, and neonatal mortality rates estimated to be 98, 63 and 40 per 1,000 live births, respectively, reflecting a heavy disease burden. Maternal mortality ratio is over 789 per 100,000 live births – one of the highest maternal mortality ratios in the world. Nutrition indicators across the country are also very poor. Infants and young children are affected by poor feeding practices that are detrimental to child nutrition, including inadequate breastfeeding practices, the inappropriate introduction of complementary foods, and poor dietary diversity.lt/pgt ltp style="mso-margin-top-alt:automso-margin-bottom-alt:auto text-align:justifyline-height:normal" class="MsoNormal"gtFactors contributing to poor health and nutrition outcomes include limited access to health, nutrition and WASH facilities, inadequate equipment and materials, lack of essential medical and nutrition supplies, limited access to delivery services, low immunization coverage, inadequate staffing, as well as limited knowledge on among health and nutrition workers. lt/pgt ltp style="mso-margin-top-alt:automso-margin-bottom-alt:auto text-align:justifyline-height:normal" class="MsoNormal"gtProtracted conflicts and persistent floods remain the two key drivers of vulnerability in South Sudan leading to internal displacement of populations. In 2023, Unity state is at risk of another catastrophic flooding. Flooding is expected to put 500,000 people at risk of further displacement, loss of livelihoods, disease outbreaks, food insecurity, and psychological distress. This will increase pressure for humanitarian services. With projections of likelihood of persistent floods in 2023, it is imperative the humanitarian agencies should prepare and scale up response to the increased humanitarian needs. lt/pgt ltp style="mso-margin-top-alt:automso-margin-bottom-alt:auto text-align:justifyline-height:normal" class="MsoNormal"gtThe aim of this Integrated Health and Nutrition Emergency Preparedness and Response project is to enhance the capacity and be able to provide multi-sectoral lifesaving assistance to flood affected vulnerable people in Rubkona county of Unity State. Health interventions will reach out to 17,120 (7,656 women, 1,246 girls, 7,066 men and 1,153 boys) while nutrition interventions will reach out to 1,484 (209 SAM, 501 MAM U5 and 774 PLWs). The proposed interventions will be provided through integrated mobile health and nutrition outreach as well as static facilities. Mobile Health services will be conducted within Rubkona County targeting flood affected populations while static health services will be provided in Sector 2 PHCC run by WRSS in Bentiu IDP camp, in Rubkonte Payam. Meanwhile similar health activities will be implemented by IRC in Bentiu. Nutrition services will be provided in Rotriak Sector 8 and Sector 16 IDP settlement site, in Budang Payam. Overall activities implementation will be done in collaboration and coordination with the sub-national Health and Nutrition clusters, other health Implementing partners and the State Ministry of Health in Unity State.lt/pgt ltp style="mso-margin-top-alt:automso-margin-bottom-alt:auto text-align:justifyline-height:normal" class="MsoNormal"gtNutrition interventions will be provided within 4 months while health interventions will be implemented within 6 months. This project will lay foundation for longer term intervention in the targeted areas.lt/pgt ltp class="sceditor-nlf"gtltbrgtlt/pgt
Early Action WASH Intervention for expected floods in Rubkona and Bentiu Counties in Unity State ltp style="text-align:justifyline-height:115%" class="MsoNormal"gtltspan style="font-family: Arial, sans-serif color: black"gtRecurrent floods, drought, and conflict within South Sudan continue to heighten the critical humanitarian situation where 9.4 million people nationwide and 500,000 people in Unity State are in dire need of lifesaving assistance, which is exacerbated by the Sudan crises where over 65,000 newly displaced refugees, returnees, and asylum seekers have entered the country and over 5,000 have entered Unity Statelt/spangtlta href="#_edn1" style="font-family: Arial, sans-serif"gtltspan style="color:blue"gt[i]lt/spangtlt/agtltfont face="Arial, sans-serif"gt. Four years of consecutive flooding have destroyed lives, livestock, farmlands, and damaged lt/fontgtltfont color="#000000" face="Arial, sans-serif"gtwater points, leading to the consumption of contaminated flood waters and damaged sanitation facilities which have increased open defecation and risks of water-borne diseases like the recent Cholera and HEPE outbreaks. lt/fontgtltfont color="#000000" face="Arial, sans-serif"gtRubkona County hosts over 250,000 internally displaced persons (IDPs) from across Unity State in Bentiu and 6 satellite IDP camps within Rubkona and Bentiu Towns and new Rotriak and Tharwangyela settlements which has been impacted by previous flooding that has not receded. The area is already grappling with insufficient safe water access, inefficient water systems which are less than three liters per person per day, 2% sanitation coverage, and a lack of WASH NFIs, shelter, food, and health services. With an anticipated displacement population increase from 69,112 to 180,000 from Sudan to South Sudan with one-third settling into Unity State by September, limited WASH infrastructures and resources in health, nutrition, and education are stretched to the limit, leading to further food insecurity and extreme poverty levels, sanitation-related diseases, childhood illnesses, and cyclical violence outbreaks.ltbrgtlt/fontgtltspan style="font-family: Arial, sans-serif color: black"gt lt/spangtlt/pgt ltp style="text-align:justifyline-height:115%" class="MsoNormal"gtltfont face="Arial, sans-serif" color="#000000"gtMercy Corps (MC)lt/fontgtltfont face="Arial, sans-serif" color="#000000"gt will take early action towards the expected flooding to lt/fontgtltfont face="Arial, sans-serif" color="#000000"gtprovide 55,000 (18,480 women, 14,520 men, 9,680 boys, and 12,320 girls) flood and conflict-affected individuals including 5,760 persons with special needs (PSNs) who are at risk of WASH-related diseases in Rubkona and Bentiult/fontgtltfont face="Arial, sans-serif" color="#000000"gt needing immediatelt/fontgtltfont face="Arial, sans-serif" color="#000000"gt, equitable life-saving WASH services. MC will support 12,934 people in Sector 1 and 19,028 in Sector 4 Bentiu IDP camp, 9,200 in Bentiu Town, 4,752 in Site D, 7,800 in Nhialdiu, and 1,286 in Ding Ding. The calculations for these targets are based on populations in those sectors which are areas MC operates and has experience in.ltbrgtltbrgtlt/fontgtltfont face="Arial, sans-serif" color="#000000"gtMC will provide surface water treatment systems, rehabilitate existing water sources with flood resistance barriers, and support household water treatment combined with water quality monitoring to ensure that target participants access sufficient and safe water for drinking and domestic needs.lt/fontgtltfont face="Arial, sans-serif" color="#000000"gt MC will train 10 handpump mechanics and 10 gender-friendly water management committees for locally-led and sustainable operation and mlt/fontgtltfont face="Arial, sans-serif" color="#000000"gtaintenancelt/fontgtltfont face="Arial, sans-serif" color="#000000"gt structures. Alt/fontgtltfont face="Arial, sans-serif" color="#000000"gtdditionally, MC will rehabilitate and reinforce existing latrines in flood-prone areas and construct 20 communal latrine blocks and 30 household latrine stances to ensure access to safe and dignified sanitation facilities even during floods. lt/fontgtltfont face="Arial, sans-serif" color="#000000"gtMC will procure household WASH kits including pre-positioning contingency WASH stock and WASH NFIs to distribute to at-risk populations alongside promoting hygiene and sanitation practices for adequate and equitable access to clean and safe water supply, and dignified sanitation services with integrated gender and protection mainstreaming. lt/fontgtltspan style="color: rgb(0, 0, 0) font-family: Arial, sans-serif"gtThe interventions will reduce and prevent WASH-borne and WASH-related diseases, and reduce the risk of violence against WASH facility users, especially women, children, and people living with disabilities, to restorelt/spangtltspan style="color: rgb(0, 0, 0) font-family: Arial, sans-serif"gt dignity to beneficiarieslt/spangtltspan style="color: rgb(0, 0, 0) font-family: Arial, sans-serif"gt in the expected flooding. Currently, Mercy Corps has a physical and operational presence in Bentiu and Rubkona implementing USAID-funded WASH programming with technical expertise in the WASH sector and active Master Supplier agreements for rapid procurements within short notice, which will ensure immediate activity implementation upon the awarded grant.lt/spangtltfont face="Arial, sans-serif" color="#000000"gtltbrgtlt/fontgtlt/pgtltdiv style="mso-element:endnote-list"gt lthr width="33%" size="1" align="left"gt ltdiv id="edn1" style="mso-element:endnote"gt ltp class="MsoEndnoteText"gtlta title="" name="_edn1" href="#_ednref1"gtltspan class="MsoEndnoteReference"gtltspan style="line-height: 107%"gt[i]lt/spangtlt/spangtlt/agt ltspan class="MsoEndnoteReference"gtltspan style="font-family: Arial, sans-serif color: black background-color: white" lang="EN-GB"gtltspan style="line-height: 107% background-color: white" lang="EN-GB"gt[i]lt/spangtlt/spangtlt/spangtltspan class="normaltextrun"gtltspan style="font-family: Arial, sans-serif color: black background-color: white" lang="EN-GB"gt (May 21, 2023lt/spangtltspan style="user-select: text-webkit-user-drag: none-webkit-tap-highlight-color: transparent"gt. UNHCR).lt/spangtlt/spangtlt/pgt ltspan style="user-select: text -webkit-user-drag: none -webkit-tap-highlight-color: transparent white-space: pre-wrap" data-ccp-props="{"gtlt/spangtlt/divgt lt/divgt ltp class="sceditor-nlf"gtltbrgtlt/pgt
Empowering Vulnerable Children: Holistic Support and Child Protection Outreach ltpgtThe proposed IRC Child Protection (CP) response aims to enhance basic CP services for returnees from Sudan and IDPs in Rubkona and Guit Counties. The program will target 10,085 individuals (2627 Men, 2618 Women, 2420 Girls and 2420 Boys) from returnees, IDPs and host communities in these counties. The program will provide both mobile and static response to prevent and respond to abuse, neglect, exploitation, and violence against children in Rubkona (Returnees site in the old commissioner compound in Bentiu town, IDP sites DE) and Guit Counties (Guit town, Kuergeng Dadok payams). The program will also complement existing IRC’s CP intervention in Rotriak returnees’ site in Rubkona County. The project aims to provide a holistic CP response for children who have suffered from family separation, abuse, exploitation, or violence. It has four components: (1) Comprehensive case management: for 400 (200 B, 200 G) children who will receive direct support while 338 children receive cash assistance in line with their case plan and others will be referred for different services as per the referral pathway, Family Tracing and Reunification (FTR) for at least 30 unaccompanied and/or separated children, and access and referral to services. (2) Psychosocial-Support (PSS) and Social Emotional Learning (SEL): 2240 (1120 B, 1120B) children will access three Safe Healing and Learning Spaces (SHLS) and recreational games at the community level, 200 (60M,140 F) caregivers/foster parents will participate in Families Make the Difference (FMD) parenting skills training, and 150 (75 B and 75 G) adolescents and 150 (45 M, 105F) caregivers will benefit from Supporting Adolescents and their Families in Emergency (SAFE) training. (3) Community-based Child Protection Network (CBCPN): The project will strengthen the CP structure and community outreach and awareness on CP and GBV risks and prevention measures to 7000 individuals. And (4) Child-friendly complaint mechanism: the project will strengthen the compliant mechanism in Rubkona and establish it in Guit County. The project also aims to strengthen the child protection system in Unity State by building the skills and knowledge of project staff, government officials, local partners and service providers. The IRC, as the co-chair of the Child Protection Area of Responsibility (CPAoR), will conduct trainings for 60 participants on topics such as child protection principles, case management, Psychological First Aid (PFA) and SHLS/SEL. The trainings will enhance the quality and sustainability of the child protection services in the area. The project will be managed by the CP Manager, who is currently leading the Sudan Response in Rotriak, with technical support from the CP Coordinator in Juba and a team of new field staff, including a Deputy CP Manager, two Case Management Officers, two Psychosocial Support Officers, one ME Officer, five Case Workers and four Social Workers.ltbrgtlt/pgt
Lifesaving WASH Services to Returnees from Sudan, Rubkona County, Unity State ltpgt lt/pgtltp style="margin-bottom:9.95pt" class="MsoNormal"gtltspan style="" lang="EN-US"gtThe project aims to improve access to safe water and sanitation for most vulnerable returnees, refugees and host community in Rubkona County, Unity State to avoid the deterioration of already existing WASH vulnerabilities in areas facing the influx of returnees from current crisis in Sudan. This will be achieved by drilling of new boreholes and construction of latrines in areas where the returnees have integrated with Internally Displaced Persons (IDPs). The project will provide lifesaving WASH assistance to 17,000 (7,650 male, 9,350 female) beneficiaries in Rotriak, Bentiu IDP camp, Site E and D2 in Rubkona County, Unity State, South Sudan. lt/spangtltspan lang="EN-US"gtlt/spangtlt/pgt ltp style="margin-bottom:9.95pt" class="MsoNormal"gtIn Rotriak, Concern will drill 2 new boreholes equipped with solar water yard to provide access to safe water (as per sphere standards) to about 9,000 people (one borehole of 2.5 horse power serving 4,500 people). Concern will engage with state ministry and target community in the beginning of the project to ensure that the local authority and community take the responsibility of managing the new boreholes. The Water Management Committees (WMCs) will be formed and trained to ensure routine operation and maintenance (OM) of the solar water systems. The influx of returnees is likely to deteriorate already poor sanitation conditions in existing IDPs (Bentiu IDP camp-Sector 5, Site E and D-2), therefore, Concern will newly construct 10 blocks of latrines (40 stances) in targeted IDP camps. Each block with 4 stance gender segregated latrines will provide access to safe sanitation to about 2,000 beneficiaries in targeted IDP camps. In Bentiu IDP camp, Concern has dedicated cleaners (supported by other donor) to ensure routine cleaning of the latrine. While in Site E and D2, Concern will continue to promote assigning the latrine to specific number of household to ensure routine cleaning and OM. 30 blocks (ltspan style="font-family: Arial, sans-serif color: black" lang="EN-US"gt120 stances) of latrines will be repaired ltbrgtto provide access to safe sanitation to about 6,000 beneficiaries in targeted IDP camps . The latrine for PWDs will also be rehabilitated/repaired considering their specific needs.lt/spangt lt/pgtltp style="margin-bottom:9.95pt" class="MsoNormal"gtConcern is among the lead WASH agencies in Unity State with standing MoU signed with State Ministry of Housing, Land and Public Utilities (SMoHLPU) to ensure timely and quality assistance to vulnerable communities. Concern will leverage from established linkages and relationship with the community and local authorities to ensure community ownership throughout the project. Given the short duration of the project and humanitarian imperative, Concern will seek waiver from tendering process from its HQ to select pre-identified contractor from Bentiu to ensure timely drilling of boreholes and construction of latrines.lt/pgtltp class="sceditor-nlf"gtltbrgtlt/pgt
Strengthening Capacity for public health response to address health insecurities among the population affected by acute food insecurity, floods and Conflict in 6 priority counties in South Sudan. ltp class="MsoNormal" style="text-align:justify"gtThe World Health Organization (WHO) is proposing a project titled “Strengthening Capacity for public health response to address health insecurities among the population affected by acute food insecurity, floods and Conflict in 6 priority counties in South Sudan. The proposed project will be implemented in Fangak, Leer, Canal/Pigi, Mayendit, Akobo and Kapeota East counties to address the health consequences orchestrated by multiple shocks in response to the South Sudan Humanitarian Fund (SSHF) 2023 Reserve Allocation 4. The project’s main aim is to contribute to the reduction of preventable morbidity and mortality resulting from the effects of acute food insecurity in Fangak, Leer, Canal/Pigi, Mayendit, Akobo and Kapoeta East. Through the allocation, WHO will provide emergency medicines as part of the health response to support the following health partners (International Medical Corps (IMC), World Relief (WR), Health Care Foundation Organization (HFO), Children Aid (CSS), Save the Children International) to respond to the health consequences of acute food security, it will also increase capacity for outbreak monitoring, verification, investigation, and response through the deployment of nbspRapid Response Teams (RRTs) to investigate suspected outbreaks, ramp up laboratory capacity to support sample collection and transportation for further laboratory investigation, provide rapid diagnostic kits as well as community case definition and tools for community-based surveillance to boost timely detection. Finally, the project will provide integrated primary health services using the emergency mobile medical teams in Kapoeta East. Consequently, a total of 271,013 comprising 109,190 Men, 29,024 boys 104,913nbspnbspnbspnbspnbsp women and 27,886 girls will be reached. The project will ensure strong collaboration and coordination with the Ministry of Health at the state level, the County Health Department (CHD) and emergency health partners funded through this allocation to ensure the consistent and sustained availability of core pipeline medicines, capacity building of healthcare workers and operation of the emergency mobile medical teams in Kapoeta.lt/pgt ltp class="sceditor-nlf"gtltbrgtlt/pgt
Provision of multipurpose cash assistance to mitigate flood risks in Bentiu, South Sudan ltp class="MsoNormal"gtThe project aspires to contribute to preventing, reducing and responding to the needs of flood-affected and flood prone communities in Rubkona and Bentiu through multipurpose cash assistance (MPCA). With SSHF's financial support, IOM will provide MPCA to 8,750 people (1,458 households) in Rubkona and Bentiu to reduce flood risk. The cash distribution will help them cope with the rainy season and meet their needs. The assistance will also support the cash programming and the local economy in the country. The MPC assistance value is fixed by the allocation strategy. One-time assistance of three months of full SMEB ($120*3) will be transferred through financial service providers (FSP) in Bentiu and Rubkona. Rubkona and Bentiu have functional markets, so cash and voucher assistance is feasible and fast for urgent assistance. IOM will implements the project directly as it has a large operational base and is a leading agency providing cash, shelter, WASH and CCCM support to the IDPs.ltbrgtIn South Sudan, IOM is the co-lead and host of the Interagency CWG and is committed to improving the strategic, technical, and operational skills of the IOM team, partners, and Cash community of practice on quality humanitarian programming through CVA interventions. At sub-national level, IOM leads the CWG group. IOM has been implementing cash programs in South Sudan since 2016 and has trained cash experts, developed detailed SOPs, and signed contracts with Financial Service Providers for cash disbursement. In the last year, IOM assisted over 117,000 people with CVA in Bentiu, Rubkona, Malakal, Pibor, Twic, Wau, Raga, Bor, Abyei and Fangak. IOM will use the CWG guidelines and internal CBI protocol/SOPs prepared by IOM at the global level. IOM understands that due to the critical nature of the project and the cash provision, the project monitoring and evaluation will be strong and timely. To measure results and monitor the process, the project will conduct a rapid and post-distribution monitoring with a representative sample of beneficiaries. Rapid monitoring will be done at all stages of the project activities and key recommendations will be applied to improve the project quality.ltbrgtlt/pgtltp class="MsoNormal"gt IOM will take a holistic approach by ensuring complementary activities with other Clusters (sectors). Protection mainstreaming is central to this project so that project teams and partners follow the principle of doing no harm. Participation of the affected communities will be ensured through meetings with representatives of all social groups and FGDs. The project will also establish a complaint Feedback Mechanism to address complaints and track their status lt/pgt ltp class="sceditor-nlf"gtltbrgtlt/pgt
Improving Preparedness and Response Capacities of Health Facilities in Bentiu and Malakal ltp style="mso-margin-top-alt:automso-margin-bottom-alt:auto line-height:normal" class="MsoNormal"gtltspan style="font-family:quotArialquot,sans-serifmso-fareast-font-family: quotTimes New Romanquotmso-font-kerning:0ptmso-ligatures:nonemso-ansi-language: #2000mso-fareast-language:#2000"gtRecurring floods have severely affected the same communities in Unity State every year. Flooding continued into 2022, displacing around 347,000 people who fled to higher lands. Recurrent flooding coupled with active conflict and inter-communal fighting in neighboringnbspstates has increased the number of displaced people in Unity and Upper Nile States. As of October 2022, the number of internally displaced persons (IDPs) in Bentiu town stood at 102,811 people according to IOM's Displacement Tracking Matrix (DTM). Flooding in Unity and other states has destroyed community livelihoods with farmland submerged in water, and left health facilities overwhelmed.lt/spangtlt/pgt ltp style="mso-margin-top-alt:automso-margin-bottom-alt:auto text-align:justifyline-height:115%" class="MsoNormal"gtltspan style="font-family:quotArialquot,sans-serif mso-fareast-font-family:quotTimes New Romanquotmso-font-kerning:0ptmso-ligatures: nonemso-ansi-language:EN-USmso-fareast-language:#2000" lang="EN-US"gtFlood-induced displacement of communities and the congestion it has caused have increased the vulnerability of affected people. Health facilities in Unity and Upper Nile states are overwhelmed with increasing number of vulnerable women, girls, men, and boys seeking for immediate health services including maternal and reproductive health services. The increasing needs have depleted the medical supplies including reproductive health supplies in these facilities which comprises their ability to continue providing reproductive health services.lt/spangtltspan style="font-family:quotArialquot,sans-serifmso-fareast-font-family:quotTimes New Romanquot mso-font-kerning:0ptmso-ligatures:nonemso-ansi-language:#2000mso-fareast-language: #2000"gtlt/spangtlt/pgt ltp style="mso-margin-top-alt:automso-margin-bottom-alt:auto text-align:justifyline-height:115%" class="MsoNormal"gtltspan style="font-family:quotArialquot,sans-serif mso-fareast-font-family:quotTimes New Romanquotmso-font-kerning:0ptmso-ligatures: nonemso-ansi-language:EN-USmso-fareast-language:#2000" lang="EN-US"gtAs more flooding is expected during the rainy season, this project will support the pre-deployment of Inter-Agency Reproductive Health Kits (IARH) in Bentiu and Malakal hubs where IDPs from flooded areas are hosted. The pre-deployment of these supplies will improve the preparedness and response capacities of health facilities in flood-affected areas during the anticipated crises.lt/spangtltspan style="font-family:quotArialquot,sans-serifmso-fareast-font-family:quotTimes New Romanquot mso-font-kerning:0ptmso-ligatures:nonemso-ansi-language:#2000mso-fareast-language: #2000"gtlt/spangtlt/pgt ltp style="mso-margin-top-alt:automso-margin-bottom-alt:auto text-align:justifyline-height:115%background:white" class="MsoNormal"gtltspan style="font-family:quotArialquot,sans-serifmso-fareast-font-family:quotTimes New Romanquot color:blackmso-color-alt:windowtextmso-font-kerning:0ptmso-ligatures:none mso-ansi-language:EN-USmso-fareast-language:#2000" lang="EN-US"gtThis project will complement ongoing UNFPA projects in Unity and Upper Nile States as well to improve access to and utilization of Reproductive Health (RH) services for ltbgt107,582 lt/bgtbeneficiaries in Malakal (ltbgt39,103lt/bgt) and Bentiu (ltbgt68,479lt/bgt). The project will have three main components:lt/spangtltspan style="font-family:quotArialquot,sans-serif mso-fareast-font-family:quotTimes New Romanquotmso-font-kerning:0ptmso-ligatures: nonemso-ansi-language:#2000mso-fareast-language:#2000"gtlt/spangtlt/pgt ltp style="mso-margin-top-alt:automso-margin-bottom-alt:auto margin-left:36.0pttext-align:justifytext-indent:-18.0ptline-height:115% background:white" class="MsoNormal"gtltspan style="font-family:quotArialquot,sans-serif mso-fareast-font-family:quotTimes New Romanquotcolor:blackmso-color-alt:windowtext mso-font-kerning:0ptmso-ligatures:nonemso-ansi-language:EN-USmso-fareast-language: #2000" lang="EN-US"gtØnbsp Procurement and prepositioning of IARH kits at Bentiu and Malakal hubs. These supplies will be available and accessible to health facilities in Unity and Upper Nile states that support services to vulnerable women, men, boys, and girls affected by the floods.lt/spangtltspan style="font-family:quotArialquot,sans-serifmso-fareast-font-family:quotTimes New Romanquot mso-font-kerning:0ptmso-ligatures:nonemso-ansi-language:#2000mso-fareast-language: #2000"gtlt/spangtlt/pgt ltp style="mso-margin-top-alt:automso-margin-bottom-alt:auto margin-left:36.0pttext-align:justifytext-indent:-18.0ptline-height:115% background:white" class="MsoNormal"gtltspan style="font-family:quotArialquot,sans-serif mso-fareast-font-family:quotTimes New Romanquotcolor:blackmso-color-alt:windowtext mso-font-kerning:0ptmso-ligatures:nonemso-ansi-language:EN-USmso-fareast-language: #2000" lang="EN-US"gtØnbsp Routine monitoring of the timely procurement, pre-positioning, and distribution of IARH and improving access and utilization of affected women, men, boys, and girls to these humanitarian supplies.lt/spangtltspan style="font-family:quotArialquot,sans-serifmso-fareast-font-family:quotTimes New Romanquot mso-font-kerning:0ptmso-ligatures:nonemso-ansi-language:#2000mso-fareast-language: #2000"gtlt/spangtlt/pgt ltp style="mso-margin-top-alt:automso-margin-bottom-alt:auto margin-left:36.0pttext-align:justifytext-indent:-18.0ptline-height:115% background:white" class="MsoNormal"gtltspan style="font-family:quotArialquot,sans-serif mso-fareast-font-family:quotTimes New Romanquotcolor:blackmso-color-alt:windowtext mso-font-kerning:0ptmso-ligatures:nonemso-ansi-language:EN-USmso-fareast-language: #2000" lang="EN-US"gtØnbsp Effective coordination with Health Cluster partners in the Unity and Upper Nile states providing life-saving RH services. lt/spangtltspan style="font-family:quotArialquot,sans-serifmso-fareast-font-family:quotTimes New Romanquot mso-font-kerning:0ptmso-ligatures:nonemso-ansi-language:#2000mso-fareast-language: #2000"gtlt/spangtlt/pgt ltp style="mso-margin-top-alt:automso-margin-bottom-alt:auto text-align:justifyline-height:normal" class="MsoNormal"gtltspan style="font-family: quotArialquot,sans-serifmso-fareast-font-family:quotTimes New Romanquotmso-font-kerning: 0ptmso-ligatures:nonemso-ansi-language:EN-USmso-fareast-language:#2000" lang="EN-US"gtltbrgt UNFPA will maintain closer coordination with health cluster and with the RH working group at national and sub-national levels.lt/spangtlt/pgtltp class="sceditor-nlf"gtltbrgtlt/pgt
Life Saving response through the prepositioning and provision of emergency Shelter and NFIs support to flood affected Areas ltp style="margin-bottom: 8pt line-height: 107%" class="MsoNormal"gtOver a decade, South Sudan continues to experience national and sub-national-level conflicts that have destabilized the country, forcing over 8.9 million people to flee their homes in search of protection and physical security. An estimated 2,229,657 people are internally displaced within South Sudan, additionally there are 1.924,368 returnees. The situation caused by conflict has been exacerbated by consecutive years of flooding since 2019, current economic crisis, and Covid-19 impacts eroding the communities’ resilience, thus, creating a dire need for emergency shelter and NFIs, which have been ranked as the second highest priority after food. According to the 2022 Inter-Sectoral Needs Analysis (ISNA) findings in 2023, the number of people in need of S-NFIs increased from 2.43 million in 2022 to 2.93 million people in 2023. This increase is partly attributable to the after-effects of the large-scale displacements caused by conflict and floods in 2022. The situation is particularly dire in Warrap, Jonglei, Western Equatoria and Unity States where populations are subjected to repeated waves of violence and seasonal flooding (IOM DTM).nbsplt/pgtltp style="mso-margin-top-alt:autoline-height:106%" class="MsoNormal"gt Through this project, the International Organization for Migration (IOM) Core Pipeline will implement a lta name="_Hlk133303871"gtLife Saving response to expected floods in South Sudan through the prepositioning of essential S-NFIsnbsp supplies at key logistic warehouse hubs in Juba, Bentiu, Bor, Malakal, Rumbek and Wau, to supportnbspfrontline emergencynbsp Shelter and NFIsnbsp fornbsppopulations displaced by floods.ltbrgtltbrgtlt/agtlt/pgtltp style="margin-bottom: 8pt line-height: 107%" class="MsoNormal"gtThe provision of Emergency Shelter and NFIs through the IOM Core Pipeline support to Shelter and NFI Cluster partners is targeted to reach a total of 30,000 households and 180,000 individuals.nbspIOM has a dedicated Core Pipeline team that manages both S-NFI pipeline and provides strong support to the Clusters in coordinating procurement, transportation and warehousing of critical SNFInbsp supplies. Furthermore, IOM Core Pipeline works with international and national S-NFI clusternbspnbsppartners in implementing provision of SNFI support to communities impacted by displacement. Working with national partners is in line with the SSHF strategy to enhance the national organizations’ capacity and participation in the planning and implementation of humanitarian response interventions.nbspltbrgtltbrgtltspan style="font-size: 14px"gtThe request for 6 months project period is necessitated by the need to facilitate procurement processes for S-NFI supplies, which in most cases take more than 3 months as IOM Core Pipeline relies on global supply chains for most supplies. To facilitate response, once the proposal is approved IOM will release available supplies from its stocks and then replenish those stocks with new supplies to be bought under this project.lt/spangtlt/pgtltp class="sceditor-nlf"gtltbrgtlt/pgt
Provision of integrated Health and Nutrition interventions for the vulnerable population affected by increased violence, displacement and food insecurity in Canal-Pigi of Jonglei State, South Sudan ltp class="MsoNormal" align="justify" style="text-align:justifytext-justify:inter-ideograph"gtltspan style="mso-spacerun:'yes'font-family:Calibrifont-size:11.0000pt"gtIMC UK's proposed project will provide critical lifesaving integrated health and nutrition services to the conflict-affected, internally displaced people (IDPs) and host populations in Canal-Pigi County, Jonglei State. lt/spangtltspan style="mso-spacerun:'yes'font-family:Calibrimso-bidi-font-family:Arial font-size:11.0000pt"gtlt/spangtlt/pgtltp class="MsoNormal" align="justify" style="text-align:justifytext-justify:inter-ideograph"gtltspan style="mso-spacerun:'yes'font-family:Calibrifont-size:11.0000pt"gtThe integrated health response will support an estimated 21,586 people over a twelve-month period (6870 Women, 4137 Girls, 6605 men, 3974 Boys). Specifically, health will reach 17,500 individuals. The activities will involve the deployment of mobile medical teams to provide essential life-saving care and referral support services to lt/spangtltspan style="mso-spacerun:'yes'font-family:Calibrifont-size:11.0000pt"gthard-to-reachlt/spangtltspan style="mso-spacerun:'yes'font-family:Calibrifont-size:11.0000pt"gt vulnerable populations thereby reducing the pressure on existing facilities, support existing health facilities by prepositioning medicines and medical commodities in anticipation of the isolation of health facilities by flooding or conflicts, and improve the capacity of frontline health workers to respond to shocks. Essential health services will focus on delivering maternal and child healthcare and elements of MISP (Minimum Initial Service Package) in emergencies service packages, communicable and non-communicable diseases treatment, treatment for injuries and basic first aid, active and passive disease surveillance, and response, maintaining the supply of rapid diagnostic tests, lt/spangtltspan style="mso-spacerun:'yes'font-family:Calibrifont-size:11.0000pt"gtand expand the Mental Health and Psychosocial Support (MHPSS), and GBV response services (Clinical Management of Rape).lt/spangtltspan style="mso-spacerun:'yes'font-family:Calibrifont-size:11.0000pt"gtlt/spangtlt/pgtltp class="MsoNormal" align="justify" style="text-align:justifytext-justify:inter-ideograph"gtltspan style="mso-spacerun:'yes'font-family:Calibrifont-size:11.0000pt"gtThe proposed nutrition response will reach 11,526 direct beneficiaries (including 854 men, 2561 women, 3974 boys and 4137 girls) over 12 months in the targeted counties. lt/spangtltspan style="mso-spacerun:'yes'font-family:Calibrimso-bidi-font-family:Arial font-size:11.0000pt"gtlt/spangtlt/pgtltp class="MsoNormal"gtltspan style="mso-spacerun:'yes'font-family:Calibrifont-size:11.0000pt"gtThe proposed nutrition response will focus on the early detection and treatment of girls and boys under 5 and pregnant and lactating women (PLW) affected by severe and moderate acute malnutrition (SAM and MAM), Promotion of optimal breastfeeding and complementary feeding practices, monitoring and supervision visits to improve the quality of care at the nutrition sites, capacity building of frontline health workers through job training (OJT) and mentoring and supporting of the community nutrition volunteers to undertake home visits. Through this funding, IMC will strengthen and rehabilitate 8 nutrition sites (5 static and 3 outreaches) through the establishment of OTP/TSFP sites in Pigi/Canal. The nutrition and health activities will be integrated, through close coordination and joint programming. The project will further complement, build on the ongoing nutrition response and strengthen IMC UK's existing interventions in Pigi-Canal.lt/spangtlt/pgtltp class="sceditor-nlf"gtltbrgtlt/pgt
Scale-up of lifesaving integrated nutrition interventions among under five children and women affected by emergency levels of food insecurity in Fangak County ltpgtThrough the project, Action Against Hunger seeks to provide integrated nutrition services to 20,966 (women 4830, girls 5215, men 5256 and boys 5665) direct beneficiaries in Fangak in line with SSHF Reserve 4 allocation priorities. The project seeks to ltspan style="line-height: 107%"gtsave lives through scaling up of lifesaving integrated nutrition interventions among under five children and women affected by emergency levels of food insecurity in Fangak County.lt/spangt Action Against Hunger will provide nutrition preventive and treatment across 2 stabilization centres (SCs) (Keew and Phom) and 10 nutrition sites (Bolbel, Dakding, Juaibor, Kamel, Keew, Kuerkan, Kuerkang, Palie, Phom and Tamboung). Of the ten sites, 6 nutrition sites will be static and the remaining 4 will be in the form of outreach.ltbrgtThe 12 sites under the proposed project will be supported from old Fangak and Paguir in Fangak County. Of these sites one SC and 4 nutrition sites will be accessed through Paguir office while the remain 6 nutrition sites and 1 SC will be accessed through Old Fangak office. This is for all base and programme related costs. The teams of program and support will be divided between these two bases to implement the project. lt/pgtltpgtAction Against Hunger will offer these life-saving interventions through detection and treatment of children under five years (U5) with sever acute malnutrition (SAM) and moderate acute malnutrition (MAM) and pregnant and lactating women (PLW) with (MAM). In addition, prevention of malnutrition in children U5 and PLWs will be offered through integrated package of maternal infant young child nutrition (MIYCN). During provision of these interventions, Action Against Hunger will coordinate with the county health department (CHD) and state ministry of health (SMOH). Subsequently, Action Against Hunger will provide hygiene promotion services and distribute WASH kits to caregivers of children under five years with sever acute malnutrition (SAM) and pregnant and lactating women (PLW). This will be done in coordination with WASH cluster and the priority will be given to returnees considering that the WASH cluster core pipeline for the kits are currently being prioritized for this group of vulnerable persons.ltbrgtAction Against Hunger has given special consideration to the specific protection risks and possible vulnerabilities of the targeted community, including access barriers experienced by women, girls, older persons, and persons with disabilities cultural and societal gender norms for which it will conduct awareness raising on protection. Specific measures taken to ensure safe and dignified delivery of nutrition services in this project include providing a gender-sensitive intervention targeting girls and pregnant and lactating women through gender based violence awareness creation. Furthermore, Action Against Hunger will training community nutrition volunteers on protection awareness and referral pathways.ltbrgt ltbrgt ltbrgt ltbrgtlt/pgt
Provision of Life saving WASH Assistance to Mitigate against the Impact of Flood on vulnerable Households in Bentiu, Rubkona and Malakal. ltpgtWith the onset of 2023’s rainy season, the risk of floods i.e. damage and water-borne disease outbreaks in the severely flooded IDP camps and sites in Bentiu and Rubkona, and the highly vulnerable to flood risks Malakal Protection of Civilians (PoC) site is very high. To mitigate against the impact of the floods, this project will focus on preparedness activities geared towars increasing the robustness of existing safe water and sanitation infrastructure in Bentiu, Rubkona IDP camp and Malakal PoC. The main project activities will revolve around flood preparedness and flood-resilient infrastructure upgrades and will be divided into five components: (1) Upgrade of water supply infrastructure for the rainy season for displaced population in Malakal, Bentiu and Rubkona, (2) Upgrade of sanitation infrastructure (latrines and bathing shelters, and collection, disposal, and treatment of fecal matter) for displaced population in Malakal, Bentiu and Rubkona. (3) Maintenance of fecal sludge management infrastructure and services (desludging and waste stabilization ponds) for displaced population in Malakal, Bentiu and Rubkona. (4) upgrade of solid waste management infrastructure and services (desludging and waste stabilization ponds) for displaced population in Malakal, Bentiu and Rubkona, and (5) Prepositioning of WASH NFIs and EICs materials for hygiene promotion for displaced population in Malakal, Bentiu and Rubkona. The main outputs of this project are to ensure that during the rainy season: (1) 15L/p/d of safe water for domestic use is provided to 132,911 displaced individuals in IDP camps and sites in Bentiu and Rubkona, and Malakal PoC site, (2) 1,100 latrines are maintained and functional, (3) the collection and disposal of 500 m3 of faecal matter per day through desludging services is operational, (4) uninterrupted access to fecal sludge and solid waste management services and infrastructure for the entire population in IDP camps and sites in Bentiu and Rubkona, and Malakal PoC site (203,880 individuals), and (5) risk communication, community engagement and hygiene promotion with a special focus on flood preparedness and water-borne disease outbreaks for 132,911 displaced population in IDP camps and sites in Bentiu and Rubkona, and Malakal PoC site. lt/pgt
Emergency health intervention to crisis affected populations in Fangak County ltpgtltspangtPersistent flooding and precarious conflicts have convoluted to negative impacts on the general food security, health, and well-being of the people in Fangak County, Jonglei State. Floods have displaced populations, devastated farms and livestock, and reduced access to humanitarian services, including health. Floods have destroyed health, water, hygiene, and sanitation facilities and thereby limiting access to health. Conflicts that have persisted as cattle raids, revenge killings, and conflict over resources have resulted in population displacement and reduced access to farms for food production as well as other humanitarian services. The recent conflict in Sudan dissipated an influx of returnees to South Sudan, some of whom have made their way to Fangak thereby compromising an already weak health system in the county. The results have been poor health outcomes across the county.lt/spangtltbrgtlt/pgtltpgt lt/pgtltpgtltspangtThe aim of this intervention is to provide lifesaving essential health care services and instill resilience in access to health for vulnerable populations within Fangak County. This will increase access to essential healthcare services, reduce excess morbidity and mortality, enhance resilience, and promote humanitarian-development linkages. Services will be offered through two static health facilities at Toch in Marieng Payam and Chotbora in Old Fangak. This Project will also support mobile health services in hard-to-reach areas or in places where the population has settled due to flood or conflict-related displacement. lt/spangtlt/pgtltpgt lt/pgtltpgtltspangtThe project will target 67,144 beneficiaries (Female:34,915 Male: 32,229). Services to be provided include outpatient consultations through both static facilities and outreach services, Antenatal care, safe delivery and neonatal care, disease lt/spangtsurveillanceltspangt, wound care, health education at the facility and community level, screening for malnutrition, and lt/spangtimmunization services. The project will also recruit and train health workers and volunteers from the community to ensure access to services even during periods of displacement. lt/pgtltpgt lt/pgtltpgtIn implementation, the project will ensure quality programming by ensuring equity and inclusion, especially for marginalized sections of the population. Given that various sociocultural norms and practices limit women’s access to reproductive, maternal, and child health services, special attention will be accorded to community sensitization against search through home health promoters. with a high risk of exposing women and girls to gender-based violence through their participation in project activities, the project has in-built accountability mechanisms including policy on the prevention of sexual exploitation and abuse. WRSS has also established a complaints and feedback mechanism that will be used to collect feedback and complaints and adapt project implementation to meet community needs. lt/pgtltpgt lt/pgtltpgtThis project will be implemented in close collaboration with partners from other sectors including WASH, Nutrition, and protection to ensure integrated and comprehensive access to quality health services. Through participation in national, sub-national, and county coordination mechanisms, the project will avoid duplication of services and ensure maximum impact to beneficiaries. lt/pgtltpgt lt/pgtltpgtThe project will work very closely with County Health Department and locally recruited staff to build their capacity so that they can take over service provision and continue to offer services even beyond the project period.lt/pgtltpgt lt/pgtltpgtVarious reports will be generated and shared including weekly IDSR through the DHIS 2/EWARS system, and monthly and quarterly project report through which progress on project implementation will be monitored, documented, and shared. The Project will be implemented in Fangak County, Jonglei State South Sudan for a period of 12 months starting July 2023. lt/pgtltpgt ltbrgtlt/pgt
Transportation of refugees and asylum-seekers from border points to established refugee camps for Emergency Response to the Sudan Situation ltpgt ltp class="MsoNormal"gtWith SSHF funding, this project will focus on the transportation of 2,000 refugees and asylum-seekers from border points to refugee camps/settlements. As of 27 June 2023, over 18,300 individuals arriving from Sudan have sought asylum in South Sudan. The Emergency Response Plan to the Sudan Situation projects a total of 60,000 refugees and asylum-seekers to arrive by end of October 2023.ltbrgtlt/pgtltp class="MsoNormal"gt lt/pgtltp class="MsoNormal"gtThe Sudan-South Sudan border points are in remote areas with little services available. The priority of the emergency response has been to expedite onward transport away from borders to areas of return, nearby refugee camps or countries of origin as applicable. Refugees and asylum-seekers in need of international protection will need transportation to designated refugee-hosting areas, as stipulated by the host government. At the same time, there is very limited transportation options provided by the government or private couriersnbspfrom border points/transit centers to designated refugee camps.nbspAs such, this project will provide refugees and asylum-seekers safe transport to established refugee camps/settlements, enabling access to essential protection and assistance services while also decongesting border areas and transit centres.nbspltbrgtlt/pgtltp class="MsoNormal"gtltbrgtltspan style="font-size: 14px"gtAs part of the South Sudan emergency response to the Sudan crisis, UNHCR and the Commission for Refugee Affairs (CRA) have been working in four main locations in Juba, Central Equatoria, Maban, Upper Nile, Jamjang, Unity/Ruweng Administrative Area and Wedwil, Northern Bahr-el-Ghazal providing protection and essential services to newly arriving refugees and asylum-seekers.nbspnbsplt/spangtltspan style="font-size: 14px"gtRefugees and asylum-seekers who arrive in Juba usually self-organize their movement. At the current rate of arrival and assuming conflict dynamics in Sudan do not change significantly, it is projected that the majority of refugees and asylum-seekers will be transported to lt/spangtltspan style="font-size: 14px"gtnbsplt/spangtltspan style="font-size: 14px"gtrefugee camps in the Maban area (Upper Nile State), the JamJang area (Ruweng Administrative Area) and the Wedwil site (Northern Bahr el-Ghazal) in South Sudannbspby year-end.lt/spangtltbrgtlt/pgtltbrgtltbrgtltp class="MsoNormal"gtThis project will transport refugees along three main routes which are the eastern route (Renk, Paloich Malakal to Maban refugee camps in Upper Nile State), central route (Panakuach Rubkona of Unity State to Jamjang refugee camps in Ruweng Administrative Area), western route (Kiir Adem, Majokyinthiu, Abyei to the newly establishednbspWedwil site in Northern Bahr-el-Ghazal). Together with CRA,nbspUNHCR will work with AAHI to implement this project. UNHCR willnbspcoordinate and organize the overall operation at border/reception points, transportation by road for refugees and asylum-seekers, and drop-off/refugee reception management at the three destinations AAHI will support UNHCR innbspfleet management and providing logistical support for twonbspdestinations (Jamjang and Maban camps). ltbrgtlt/pgtltp style="" class=""gtltbrgtlt/pgtlt/pgt
Improvement of access to water supply at Nutrition sites and WASH minimum package to mitigate high levels of food insecurity for IDPs, host communities, returnees in Canal Pigi, Jonglei state. ltpgtlt/pgtltpgtltspangtPolish Humanitarian Action (PAH) proposes a comprehensive WASH response integrated with Nutrition projects, with a specific focus on:lt/spangtlt/pgt ltpgtltspangt- the water supply at nutrition facilities through drilling of 11 new boreholes (based on geophysical recommendations)lt/spangtlt/pgt ltpgtltspangt- upgrading of 5 high yielding boreholes to water yards with the distribution points extended to the catchment areas of the nutrition facilities,ltbrgt- installing 2 dual water systems for upgraded water yards.lt/spangtlt/pgt ltpgtltspangt- rehabilitation of 2 boreholes at or nearby nutrition sites,lt/spangtlt/pgt ltpgtltspangt- excavation and protection of 5 shallow wells,lt/spangtlt/pgt ltpgtltspangt- construction of 5 blocks/2 stances and 5 blocks/4 stances of sanitation facilities with hand washing at nutrition sites,lt/spangtlt/pgt ltpgtltspangt- provision of WASH kits for 2950 SAM beneficiaries, identified by Nutrition partners,lt/spangtlt/pgt ltpgtltspangt- hygiene promotion with multisector messaging on WASH, Nutrition, FSL and Health to 31,000 peoplelt/spangtlt/pgt ltpgtltspangt- provision of 1650 MHM kits for women and girls as part of GBV and protection mainstreaming component.lt/spangtlt/pgt ltpgtltspangtThe activities will be implemented to address the needs of the most vulnerable people affected by high GAM rates in Canal Pigi in Jonglei state. PAH will implement the WASH activities while mainstreaming protection throughout. The WASH Nutrition package of activities – is aimed at reducing the high rates of malnutrition and ensuring future resilience and self-sustainability for a total of 31,000 beneficiaries in Canal Pigi (ltspangtWunlem/Pigi, Nyinthok/Khorfulus, Mareng, Alam/Maat and Kaldak Payams)lt/spangt. PAH is already coordinating with nutrition partners on the ground (especially IMC), which is implementing nutrition programming at the nutrition facilities and will continue to coordinate and cooperate in this project to ensure the required WASH gaps are holistically addressed at the nutrition facilities. PAH in coordination with the partners in Canal Pigi will work on improving access to safe water supply and sanitation infrastructures at the nutrition sites.lt/spangtltspangt Additionally, PAH will cooperate closely with other partners from all the sectors working in the area.ltbrgtPAH will improve the quality of WASH services provided to children with SAM and MAM, including children with disabilities. ltbrgt At the community level in the catchment areas of the nutrition facilities where WASH and sanitation infrastructure are established or rehabilitated, PAH will improve the access to safe and sufficient water for domestic use and personal hygiene, promote practices of safe sanitation and hygiene aiming at reducing the risks of malnutrition through integrated WASH, Nutrition and mainstreamed gender-based violence response. Where applicable, the WASH NFIs for SAM and MAM cases will be provided through cash voucher programming to empower the local market in Canal Pigi, however, this is will be done based on feasibility study. lt/spangtltspangtlt/spangtlt/pgt ltpgtltbrgt lt/pgtltpgtltspangtPAH management and MEAL unit will ensure quality aid by monitoring the achievements of the project. The primary aim of the monitoring is to check whether humanitarian principles, beneficiary accountability, SPHERE standards and Do No Harm principles are met. Monitoring purposes within the project are also to assess regularly whether the indicators of the project will be met timely and where necessary recommend solutions to aid informed decision making and to provide monitoring findings to help report the attainment of indicators to the donor.lt/spangt To ensure effective records of feedback/complaints from the beneficiaries for follow-up, PAH team through the project and MEAL staff will establish accessible complaint response and feedback mechanism (CRFMs) such as use of complaint forms, complaint desks, hotlines, complaint boxes and complaint committees based on the area of applicability. Complaints and feedback will be registered, followed up with the communities on an ongoing basis and will be entered into database in excel, analyzed for reporting, and used to adjust project activities.lt/pgtltpgtlt/pgt
Integrated WASH and Nutrition intervention in Kapoeta East County, Eastern Equatoria State” ltpgtltspan style="color: black font-family: Arial, sans-serif"gtIn 2022 South Sudan experienced early flooding and droughts, devastating effects adding to the calamity of previous years. The impact of droughts and floods, linked to the effects of climate change, are affecting the gains made in expanding WASH infrastructure. Increased population displacements due to subnational violence place an extra burden on existing WASH infrastructure in IDP sites and put a strain on scarce resources for the operation and maintenance of WASH services.lt/spangtltbrgtlt/pgt ltp class="MsoNormal" style="margin-bottom:9.95pt"gtltspan style="font-family: Arial, sans-serif color: black"gtLimited access to safe water, sanitation, and hygiene services contributes to the high prevalence of malnutrition, water-borne diseases, poor menstrual health/hygiene management, risk of GBV at water points, absenteeism from school, and school dropout. Women and girls have specific WASH risks and needs, for example, they may face an increased risk of GBV when collecting water, accessing, and using communal latrines: in 2020 more than 20% of people using water facilities reported safety concerns, including violence and discrimination, particularly in IDP sites and other crowded settlements. This proposed project will mainly focus on Kapoeta East County in Eastern Equatoria State, South Sudan.lt/spangtlt/pgt ltp class="MsoNormal" style="margin-bottom:9.95pt"gtltspan style="font-family: Arial, sans-serif color: black"gtKapoeta is mainly arid with sparse desert vegetation. For a long time, Kapoeta has been a subject of adverse humanitarian crises ranging from internal migrations due to hunger to lack of basic WASH services, particularly water supply. This crisis is driven by multiple intertwining factors identified during the assessment. Among them was the changing climate patterns that led to drought in the last three years. The three years drought wiped away crops on which food security depends and this has deepened the rates of malnutritionnbspin the county. High food insecurity, lack of adequate WASH services and inadequate maternal and childcare practices are key drivers of malnutrition in Kapoeta. Outside of humanitarian assistance, communities in Kapoeta could not produce food due to the impact of climate change while the lack of pasture due to the prolonged dry season has pushed the remaining livestock to distant places in search of pasture and water. Lack of static humanitarian presence, services, and perennial water sources have aggravated the situation. The estimated vulnerable population in Kapoeta East is 38,000 people. Based on the humanitarian need in Kapoeta East in Eastern Equatoria State, UNICEF will provide intervention in water supply and nutrition services both in communities and nutrition centers.lt/spangtlt/pgt ltp class="MsoNormal" style="margin-bottom:9.95pt"gtltspan style="font-family: Arial, sans-serif color: black"gtUNICEF will provide host communities in Kapoeta East with life-saving WASH services through the rehabilitation of the Jie dam, the Motorization of high-yielding boreholes with solar power pumps, the rehabilitation of non-functional water facilities in communities and Nutrition centers. The intervention will ensure sustainability through the training of pump mechanic technicians and Water User Management Committees. A total of 38,000 people willnbspbe reached with safe water in Kapoeta East. lt/spangtlt/pgt ltp class="MsoCommentText"gtltspan style="font-family: Arial, sans-serif color: black"gtFor Nutrition interventions,nbspUNICEF will implementnbsplt/spangtltspan class="normaltextrun"gtltspan style="font-family: Arial, sans-serif color: black"gttwo main components, i) a nutrition-specific component that will focus on identifying and treating active cases of severe acute malnutrition and, ii) and on preventive lt/spangtlt/spangtltspan style="font-family: Arial, sans-serif color: black"gtservices, provided to the targeted 11,495 children 6-59 months,nbsppregnant and lactating women. UNICEFlt/spangtltspan style="font-family: Arial, sans-serif color: black"gtnbspwill work with its Implementing partner,nbspAndre Foods South Sudan (AFSS) whonbsplt/spangtwill screen, treat children with wasting, and provide counseling servicesltspan style="font-family: Arial, sans-serif color: black"gt.lt/spangtlt/pgtltdivgtltspan style="font-family: Arial, sans-serif color: black"gtltbrgtlt/spangtlt/divgt ltp class="MsoCommentText"gtltspan style="font-family: Arial, sans-serif color: black"gtFor WASH interventions, UNICEF will work through its Implementing partnernbspNorwegian Refugee Council (NRC)nbspinnbspcommunity entry and engagement, capacity building of volunteers,nbsplt/spangtltspan style="color: rgb(0, 0, 0) font-family: Arial, sans-serif"gthygiene promotional activities,nbsplt/spangtltspan style="color: rgb(0, 0, 0) font-family: Arial, sans-serif"gtdistribution of WASH hygiene kits to SAM/MAM families, andnbsprehabilitation of the Jie dam. For the rehabilitation of lt/spangtltspan style="font-family: Arial, sans-serif color: black"gtbroken-down water facilitiesnbspand the conversion to solar-powered motorized systems, UNICEF will harness the capacity of the private sector as it involves heavy equipment.lt/spangtlt/pgtltp class="sceditor-nlf"gtltbrgtlt/pgt
Early and Anticipatory Action for Flood prone communities in Malakal and Rubkona Counties ltp style="" class=""gtltbrgt lt/pgtltp style="mso-margin-top-alt:automso-margin-bottom-alt:auto text-align:justifyline-height:normal" class="MsoNormal"gtltspan style="font-size:12.0pt font-family:"gtThe World Health Organization (WHO) is proposing a project titled “Early and Anticipatory Action for Flood-prone Communities in Malakal and Rubkona Counties in South Sudan”. The proposed project will be implemented in Malakal and Bentiu counties to help communities prepare for floods in response to the South Sudan Humanitarian Fund (SSHF) 2023 Reserve Allocation 3. The project’s main aim is to contribute to the reduction of preventable morbidity and mortality resulting from the effects of floods and the associated risk of infectious and epidemic-prone diseases in the target locations of Malakal in Upper Nile state and Bentiu in Rubkona county in Unity State. The project will support preparedness and early action for 104,438 (Women 40,519, Girls 10,715, Men 42,020, boys 11,184) among them 70,396 from Malakal and 34,040 from Rubkona who are likely to face challenges due to the anticipated floods. Through the funding, WHO will procure and preposition emergency health kits in Malakal and Rubkona hubs to increase capacity for prompt response by health partners it will also ensure capacity for outbreak detection and response by training and deploying of RRTs and Technical officers to investigate disease alerts and provide initial response whenever they occur, the project will also capacitate healthcare workers on outbreak detection and response as part of floods preparedness. lt/spangtlt/pgtltp style="" class=""gt ltbrgtlt/pgtltp class="sceditor-nlf"gtltbrgtlt/pgt
Provision of life-saving primary health services to returnees from Sudan, IDPs and their host communities in Rubkona and Guit Counties of Unity State ltpgtltspan style="font-size:8.0ptmso-bidi-font-size:10.0pt font-family:"gtCASS will establish a static PHCU+ and deploy 2 mobile clinic teams to reach people cut off from access to health services in Budang Payam in Rubkona County targeting 22,062 people (women 6,177, girls 5,074, men 5,516 and boys 5,295) and in Watnyotne Payam in Guit County targeting 8,932 people (women 2,486, girls 2,061, men 2,240 and boys 2,151) and Kadet Payam in Guit County targeting 9,006 people (women 2,389, girls 2,167, men 2,246 and boys 2,204) of Guit County. lt/spangtlt/pgtltpgtltspan style="font-size:8.0ptmso-bidi-font-size:10.0pt font-family:"gtltspan style="font-size:8.0ptmso-bidi-font-size:10.0ptfont-family:"gtCASS will ensure the provision of lifesaving essential health services through a static primary health care facility including referrals to secondary health care facilities and linking to community health services through mobile clinic/outreach services. The project will also support prevention and treatment of communicable and non-communicable diseases, provision of Mental Health and Psychosocial Support (MHPSS) services, strengthening the provision of Basic Emergency Obstetric and Newborn Care (BEmONC) services including refresher training of staff on all aspects of BEmONC services. The will also support a robust community-based awareness of health issues and support procurement of basic medical supplies. The project targets 40,000 Individuals which will include Returnees, IDPs and populations in their host communities.lt/spangtlt/spangtlt/pgtltpgtltspan style="font-size:8.0pt mso-bidi-font-size:10.0ptfont-family:"gt The Interagency Emergency Health Kit (IEHK) supplies will be provided by WHO upon request and approval by the Health Cluster Coordinator. lt/spangtlt/pgtltpgt ltbrgtlt/pgt
Life saving Protection assistances to Returnees, Refugees, and other vulnerable host communities in Renk and Melut Counties affected by the conflict in Sudan. ltpgtThis project seeks to scale up on the ongoing protection monitoring activities as well as strengthen referral pathways, provide cash and non-cash protection assistance for persons with critical needs, and where appropriate, provide urgent case management to the vulnerable returnees and refugees in Renk and Melut. This action is designed against the backcloth of increasing influx of displaced population due to current armed conflict in Sudan. The humanitarian situation in the border entry points and temporary transit sites in Renk and Melut continues to deteriorate due to the absence of adequate basic services and limited onward transport options, with thousands of displaced populations remain stranded. Consequently, majority of the displaced persons remained stranded in the transit centres in Renk with deteriorating vulnerabilities, particularly among persons of concerns such as women, children, including unaccompanied, girls, elderly, persons with disabilities and chronic illness. Protection risks and needs has heightened with highly anticipatory risk of sexual exploitation and abuse due to the living conditions, economic hardship women and girls are exposed. In line with the 5th reserve allocation for South Sudan response to Sudan crisis, this action will collect protection data and information related to the personal security of the displaced persons, including incidents of GBV, sexual violence and abuse, and other forms of human rights violations targeted on communal background against the displaced persons. The evidence stemming from the continuous protection risk monitoring will be shared with relevant stakeholders to inform humanitarian interventions and support efforts to improve the personal and collective security of individuals, particularly women, children, including unaccompanied, girls, elderly, persons with disabilities and chronic illness in the transit centres, entry points, informal settlement sites and host communities.lt/pgtltpgtltbrgtThe following actions will be undertaken: a) protection monitoring and sharing of protection related information b) referral of cases to available services provided by existing operational partners, and c) provision of individualized cash and non-cash protection assistance to persons with specific needs (PSNs) and advocacy at actors’ level for cases as well providing linkages with other services. The project will ensure that referrals and information are shared with the informed consent of the individuals. Greatest safeguards will be put in place to protect the confidentiality of information and ensure the safety and security particularly of survivors of violence and sexual abuse. To achieve these objectives, this action will establish a static and mobile protection monitoring team that will provide services at the entry points and transit centres, as well as provide outreach to monitor, identify and document specific protection risks, and needs of displaced persons in the informal settlement sites and those integrated within the host communities. The team will analyze information collected on the ground, triangulate with results of collective methodologies such as FGDs and key informant interviews and produce reports to inform re-alignment services, scale-up access to essential services through strengthen referral pathways as well as increasing awareness among the target population on protection related risks including GBV, sexual exploitation and abuse.ltbrgtlt/pgt
Rehabilitation of critical supply route to maintain humanitarian access in Bentiu, Unity State. ltpgtltspan style="font-family: Arial, sans-serif color: black" lang="EN-GB"gtltbrgt ltspan lang="EN-GB"gtThe traditional access to Bentiu, Unity State has been through Mayom-Tumor to Kilo 30-Bentiu. lt/spangtWith Bentiu for the last 3 years being completely surrounded by water, access for this road through investments in dikes and road compaction will enable truck deliveries for UNMISS, humanitarians and commercial traders into Bentiu. The only alternative form of transportation is use of the river involving trans-shipment at Manga which is up to 5 times more expensive than road and limits the size of cargo that can be moved (no bulk fuel). Road is the major access way for humanitarians, UNMISS and commercial traders in an increasingly short dry season to support the Bentiu IDP population. ltbrgtlt/spangtlt/pgtltpgtltspan style="font-family: Arial, sans-serif color: black" lang="EN-GB"gtltbrgtlt/spangtlt/pgtltpgtltspan style="font-family: Arial, sans-serif color: black" lang="EN-GB"gtAn alternative road into Bentiu from Mayom is being proposed by WFP for rehabilitation under this allocation. This proposed alternative road runs north of the traditional access route and is situated on a higher plain than the current main route and hence is less prone to devastating floods than the lower altitude main route traditionally used. This road was brought to the attention of WFP and UNMISS by state authorities early in 2023. The entire length of the alternative road is 82 km and commences at 1.7km offset from the road to Sudan at 42 Km from the junction of Kilo 30-Mayom road which has previously been upgraded. Access to Mayom from the alternative route is conservatively for 10 months of the year at a minimum. The state authorities have cleared the bush/removed trees on 55km of the new road and graded/flattened these sections. The soil is black-cotton however with predicted rainfalls and drying out periods, even with this substrate base plus the rehabilitation of the swamp section, WFP expects that this road will be passable up to September conservatively whereas the current Mayom-Kilo30 road is foreseen to become impassable in June. The existing road to Bentiu (Mayom – Kilo 30 road) is low in a flood plain, meaning it will suffer more from any flood water, the complete reliance on dikes makes it vulnerable to sabotage (which occurred in 2023) and longer term will require yearly investments in embankments and road maintenance. lt/spangtlt/pgtltpgtltspan style="font-family: Arial, sans-serif color: black" lang="EN-GB"gtltbrgtlt/spangtlt/pgtltpgtltspan style="color: black font-family: Arial, sans-serif"gtThis project proposal will address the swamp section covering rehabilitation of 27km and 10 water crossing points with a depth between 0.6-1.5m, in addition to the inclusion of dikes, culverts and embankment construction which will facilitate the movement of critical humanitarian commodities and commercial trade, critical to keep markets functioning, in and out of Unity State. Note that full rehabilitation of the 55km at a projected cost of an additional USD 7.7 million to make it all-weather access up to 10 months of the year is outside the budget of this project.lt/spangtltbrgtlt/pgt ltp class="sceditor-nlf"gtltbrgtlt/pgt
Living-saving NFIs and semi-transitional shelter assistance to vulnerable returnees displaced by Sudan crisis in Malakal, Upper Nile State_South Sudan ltpgtltfont face="Arial, sans-serif"gtThis intervention aims to respond to the critical and urgent shelter and NFIs needs of returnees in Malakal displaced due to the ongoing Sudan crisis and focus on reducing their vulnerabilities and protection risks associated with exposure to harsh living conditions. The action reinforces the priorities and objectives of the South Sudan Humanitarian Fund (SSHF) reserved allocation 6, the South Sudan Emergency Response Strategy to Sudan Crisis, and S/NFI cluster strategy. It specifically addresses the shelter and NFI needs of those returnees with the most standing and critical needs. The intervention is informed by the grim outlook of the returnees’ situation in the settlement sites in Malakal, necessitating the need to provide the most urgent and context-adapted shelter assistance to reduce suffering, enhance privacy, and protection of at-risk groups, particularly vulnerable women, children, girls, elderly and persons with disabilities/chronic illness. The action contributes to the core strategic objective (2) of the South Sudan Emergency for Sudan crisis to provide protection and services to the most vulnerable South Sudanese returnees through a multisectoral response. It contributes directly to the shelter and NFI cluster strategic objective of the Sudan crisis response. The project will provide locally appropriate and sustainable shelter solutions to conflict-affected people building on the ongoing experience of HDC and other S/NFI cluster partners, particularly IOM, ADA and UNHCR in Malakal. This response will be delivered through a coordinated structure, involving the returnees, the community leaders, local authorities, the state S/NFI cluster, and actors to ensure coherence and integrated service delivery. Key activities will include distribution of NFIs to 1000 HHs (7,000 individuals-4550 women, 738 girls, 732 boys and 980 men-PwDs and older persons), construction of semi-transitional shelters for 186 households (1302 individuals-912 women, 137 girls, 136 boys and 117 men, particularly the persons with disabilities, those with chronic illness, and older persons). Along with these core activities, HDC will mainstream core protection activities such as Housing, Land and Property rights and legal act awareness raising, GBV risk mitigation, as well as prevention of sexual exploitation and abuse, including awareness on the reporting protocols and service providers. lt/fontgtlt/pgt

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