The document provides details of the Kesogon Self Help Group's beekeeping community project proposal in Kitale, Kenya. The group aims to economically empower more rural community members through beekeeping. Their goals are to recruit and train 100 new beekeepers, purchase starter kits for them, and increase annual honey production and sales. They request funding to purchase 10 starter kits at Ksh 152,000 each for a total of Ksh 1,520,000. If successful, they estimate annual honey sales of Ksh 3,000,000.
NSCC: A Leading, Trusted National Consortium of Cooperatives that Helps Empo...jo bitonio
This document summarizes the operations of the Nueva Segovia Consortium of Cooperatives (NSCC) in the Philippines. NSCC operates as a secondary cooperative serving member cooperatives in the provinces of Ilocos Sur, Ilocos Norte, La Union, Pangasinan, and Benguet. It was established in 1992 and provides services including financial assistance, skills training, product marketing, and partnership programs with local governments and organizations. NSCC has grown significantly over the years and now has over 90 member cooperatives and assets of over 1 billion pesos. It has received numerous awards recognizing its contributions to cooperative development.
This document outlines the 2018-2022 Philippine Cooperative Medium-Term Development Plan (PCMTDP). The plan was formulated by the Cooperative Development Authority (CDA) and aims to promote cooperative development. It has a vision of building a globally competitive and resilient cooperative industry. The plan contains 6 strategic goals: enhancing the policy environment, improving governance, developing human capital, increasing competitiveness, improving access to finance, and expanding access to markets. Each goal contains desired outcomes and options for actions to work towards those outcomes over the 5 year period.
Plan Bee Project to Empower 20 Women in Chitral Proposal 10_12_2016Hashoo Foundation USA
The objective of the project is to contribute to women’s social and economic empowerment through honey bee farming training to increased their capacity and participation in Income Generation Activities (IGAs), to provide for themselves and their families, and enroll their children in school.
Target Beneficiaries:
Direct Beneficiaries: 20 women
Indirect Beneficiaries: 140 (men, women & children) would be indirect beneficiaries of selected marginalized women family members from targeted area.
In this module, you find out if you have what it takes to be a STEM entrepreneur and if having your own business is the right professional choice for you.
We introduce you to an online series of 7 assessments so you can define your goals and what steps you need to take to acquire them.
It doesn’t’ stop there, you will reflect on if you have the right personality traits and qualities considered compatible with a successful entrepreneur. You will discover what motivates you, what makes you tick and how resilient you are.
You will learn formal approaches to validating and incubation STEM entrepreneurship ideas.
Proposal for Youth Skills training and Empowerement Programs OPENBernard Mugume
1. The document describes a project by Focus Youth Forum to provide vocational skills training, entrepreneurship programs, and sensitization to youth in Kampala, Uganda over 5 years.
2. The project aims to train youth in various vocational skills like carpentry, tailoring, agriculture to reduce unemployment, vulnerability, and empower youth.
3. Over the 5 years, the project aims to mobilize and sensitize over 12,000 youth, reduce youth unemployment by 60%, and establish vocational training centers.
The document outlines seven principles of cooperatives:
1. Voluntary and open membership for all who meet membership qualifications regardless of attributes.
2. Democratic structures with one member, one vote and elected officers and managers.
3. Limiting interest on member share capital to prevent domination by wealthy members.
4. Equitable sharing of cooperative surplus or savings through member-decided allocation.
5. Education of members and the public on cooperative principles and techniques.
6. Promotion of cooperation between cooperatives locally, nationally, and internationally.
7. Concern for sustainable community development through member-approved policies.
This document provides an overview of the cooperative movement in Ethiopia. It discusses the historical context of traditional cooperative practices in Ethiopia and the establishment of cooperatives as legal institutions in the 1960s. Under socialist rule from 1974-1991, cooperatives were formed to assist with collective ownership policies, though this violated cooperative principles. Currently there are over 37,000 primary cooperatives and 245 unions in Ethiopia working in various sectors like agriculture, housing, and savings. However, the cooperative sector faces challenges like a lack of comprehensive policy and strategy, low leadership capacity, and lack of access to finance. The document examines the roles, impacts and best practices of cooperatives as well as opportunities and constraints for future growth.
NSCC: A Leading, Trusted National Consortium of Cooperatives that Helps Empo...jo bitonio
This document summarizes the operations of the Nueva Segovia Consortium of Cooperatives (NSCC) in the Philippines. NSCC operates as a secondary cooperative serving member cooperatives in the provinces of Ilocos Sur, Ilocos Norte, La Union, Pangasinan, and Benguet. It was established in 1992 and provides services including financial assistance, skills training, product marketing, and partnership programs with local governments and organizations. NSCC has grown significantly over the years and now has over 90 member cooperatives and assets of over 1 billion pesos. It has received numerous awards recognizing its contributions to cooperative development.
This document outlines the 2018-2022 Philippine Cooperative Medium-Term Development Plan (PCMTDP). The plan was formulated by the Cooperative Development Authority (CDA) and aims to promote cooperative development. It has a vision of building a globally competitive and resilient cooperative industry. The plan contains 6 strategic goals: enhancing the policy environment, improving governance, developing human capital, increasing competitiveness, improving access to finance, and expanding access to markets. Each goal contains desired outcomes and options for actions to work towards those outcomes over the 5 year period.
Plan Bee Project to Empower 20 Women in Chitral Proposal 10_12_2016Hashoo Foundation USA
The objective of the project is to contribute to women’s social and economic empowerment through honey bee farming training to increased their capacity and participation in Income Generation Activities (IGAs), to provide for themselves and their families, and enroll their children in school.
Target Beneficiaries:
Direct Beneficiaries: 20 women
Indirect Beneficiaries: 140 (men, women & children) would be indirect beneficiaries of selected marginalized women family members from targeted area.
In this module, you find out if you have what it takes to be a STEM entrepreneur and if having your own business is the right professional choice for you.
We introduce you to an online series of 7 assessments so you can define your goals and what steps you need to take to acquire them.
It doesn’t’ stop there, you will reflect on if you have the right personality traits and qualities considered compatible with a successful entrepreneur. You will discover what motivates you, what makes you tick and how resilient you are.
You will learn formal approaches to validating and incubation STEM entrepreneurship ideas.
Proposal for Youth Skills training and Empowerement Programs OPENBernard Mugume
1. The document describes a project by Focus Youth Forum to provide vocational skills training, entrepreneurship programs, and sensitization to youth in Kampala, Uganda over 5 years.
2. The project aims to train youth in various vocational skills like carpentry, tailoring, agriculture to reduce unemployment, vulnerability, and empower youth.
3. Over the 5 years, the project aims to mobilize and sensitize over 12,000 youth, reduce youth unemployment by 60%, and establish vocational training centers.
The document outlines seven principles of cooperatives:
1. Voluntary and open membership for all who meet membership qualifications regardless of attributes.
2. Democratic structures with one member, one vote and elected officers and managers.
3. Limiting interest on member share capital to prevent domination by wealthy members.
4. Equitable sharing of cooperative surplus or savings through member-decided allocation.
5. Education of members and the public on cooperative principles and techniques.
6. Promotion of cooperation between cooperatives locally, nationally, and internationally.
7. Concern for sustainable community development through member-approved policies.
This document provides an overview of the cooperative movement in Ethiopia. It discusses the historical context of traditional cooperative practices in Ethiopia and the establishment of cooperatives as legal institutions in the 1960s. Under socialist rule from 1974-1991, cooperatives were formed to assist with collective ownership policies, though this violated cooperative principles. Currently there are over 37,000 primary cooperatives and 245 unions in Ethiopia working in various sectors like agriculture, housing, and savings. However, the cooperative sector faces challenges like a lack of comprehensive policy and strategy, low leadership capacity, and lack of access to finance. The document examines the roles, impacts and best practices of cooperatives as well as opportunities and constraints for future growth.
Introductory message by Ken Lohento, (CTA, ARDYIS Project) at the Centre for Development Innnovation (CDI)'s Market Access Short Courses - Wageningen University, Netherlands, January 2016
What role can agri-entrepreneurship and farming innovations play to engage young people in the agricultural sector?
Self Help Group (SHG) Movement in India has been recognized as an effective strategy for mobilization and empowerment of rural people, particularly poor women and other marginalized groups.
The document provides information on assistance to cooperatives from various government agencies and private organizations. It begins by outlining the objectives of familiarizing participants with NGAs/LGUs/POs that provide assistance and informing them of different programs and existing agreements so cooperatives can access the appropriate support. It then discusses various government agencies that have cooperative programs focused on areas like credit, agriculture, labor, and shelter. Private organizations that provide assistance are also profiled. The document emphasizes the importance of coordination, collaboration, and maintaining communication between cooperatives and support providers.
The document discusses strategic planning for cooperatives. It provides information on developing a cooperative's vision, mission, goals, objectives and operating values as part of the strategic planning process. The board is responsible for strategic planning and setting policies while the manager implements tactics to achieve the goals and objectives set by the board. Goals and objectives should be SMART (specific, measurable, attainable, relevant and time-bound). Strategic planning helps guide a cooperative from its current state to its desired future.
This document summarizes the key concepts and principles of cooperatives. It defines cooperatives according to Philippine law as autonomous associations that help members achieve social, economic, and cultural needs through equitable capital contributions and risk/benefit sharing. The document traces cooperatives back to Rochdale, England in 1844 and outlines the International Cooperative Alliance's seven principles of voluntary membership, democratic control, member economic participation, autonomy, education/training, cooperation among cooperatives, and community concern. It distinguishes different types of cooperatives in the Philippines according to the law.
The ETF good practice series shares 12 case studies of innovative human capital development approaches in ETF partner countries. This document summarizes a "Successful Start" startup business support program in Armenia that provides training, business plan development support, access to financing, and follow-up coaching to startup entrepreneurs, with a focus on women and youth. The training is based on an internationally accredited methodology and includes modules on self-awareness, goal-setting, strategy, and experience. Since 2005, the program has trained over 100 participants and helped launch over 50 startups, with a survival rate of 67.7%, exceeding the national average.
Community Engagementand Capacity Buildingin Cultural PlanningEmily Robson
Presentation delivered by Kohl, Community Animator
Ontario Healthy Communities Coalition at The Ontario Rural Council's "Economies in Transition" municipal cultural planning forum in Brockville on November 17, 2008.
A cooperative is a business owned and controlled equally by its members who use its services. To form a cooperative society in India, at least 10 people with common economic goals submit an application and bye-laws to the state registrar. If approved, the registrar issues a registration certificate. Cooperatives have features like open membership, democratic control, and distribution of surplus. Examples of cooperative societies include consumer cooperatives to provide goods at reasonable prices, producer cooperatives to support small producers, and credit cooperatives to provide loans to members.
The document discusses cooperative societies, which are voluntary associations formed to protect members' common economic interests. A cooperative society operates for the benefit of its members, not for profit. It defines a cooperative society as people joining together equally and voluntarily to promote their economic interests through mutual assistance instead of competition. The basic philosophy is service over profit, mutual help over competition, self-help over dependence, and moral solidarity over unethical practices.
BESIDES the cooperatives and other forms of organisations, there is yet another form of enterprise which is organised voluntarily by the members themselves to meet a variety of their needs. The Self-Help Groups [SHGs] are such organisations which are formed, nourished and managed by the members themselves.
The SHGs, people’s voluntary and informal institutions, are organised as viable alternative to achieve the objectives of rural development and to get community participation in rural development programmes. These are similar to traditional group activities in all communities. It is a new form of a movement which aims at reducing the incidence of poverty through the provision of easy credit. In case of self-movement, thrift and credit are the entry points of activity. Micro-finance or provision of financial services to low-income households, have come to be accepted in policy implementation as the most efficacious intervention to alleviate poverty, enhancing agricultural production and developing local leadership.
A Self-Help Group is an informal organisation of not less than 10 and not more than 20 people from the poorer section of the village society, organised, owned, operated and controlled by the members in a democratic manner, based on solidarity, reciprocity, common interest and resource pooling. Self-Help Group is a social design in which people participate by making themselves socially and economically accountable to each other. All SHGs are not necessarily linked to lead/focal bank because they do not need external credit except the support from their sponsoring organisations.
SHGs have been promoted under various programmes and by various development agencies. It has been found that SHGs can serve the needs of the small farmers better than the cooperatives. It is believed that Self-Help Groups are a sub-system of cooperatives.
We are identifying strategies for rural women to generate self-sufficient and sustainable incomes. After doing extensive investigation, we settled on the manufacturing of honey. We planned WellBee and decided to make it a microfinance effort.
We discovered that honey extraction is a practical source of extra money for rural women. They can set up artificial beehives on their fields and get an extra income of over Rs 40,000. The yield from farming is also increased by honeybees. As a result, women may assist farmers while also enhancing their quality of life with the additional income from Wellbee.
Delinquency control & capital build up for cooperativesefferson ramirez
The document discusses strategies for controlling delinquency and building capital in cooperatives. It outlines common reasons for borrowing and delinquency, such as sickness, job loss, or natural disasters. To minimize delinquency, cooperatives should provide continuous education to members on cooperative principles and financial responsibilities. They should also properly evaluate loan applications. Some strategies for capital build up include cooperative education, raffle draws tied to share purchases, annual dues, and voluntary savings programs like door-to-door collections or salary deductions. Maintaining sufficient capital is important for cooperatives to provide services to members and remain self-financed enterprises.
CETF Allocation, Remitance, and Utilization Best Practices and Impacts.pptxjo bitonio
This document summarizes a study on the allocation, utilization and remittance of cooperatives' Education and Training Fund (CETF) to federations in the Philippines from 2015-2019. Key findings include that most cooperatives comply with allocating at least 10% of net surplus to CETF, around half of which is remitted to federations while half remains local. Federations utilize CETF for member training, financial services, consultancy and other assistance. Best practices identified are flexibility, use of technology, and partnerships to better serve members. The study aims to provide recommendations to improve CETF practices and strengthen relationships between federations and affiliates.
The San Joaquin Multi-Purpose Cooperative was founded in 1984 with 17 members and a small capital contribution to provide economic opportunities and address needs in the community. Over decades, the cooperative expanded its operations and services, including a credit program, gas station, rice mill, and store locations. This growth allowed the cooperative to help more members and receive government recognition as a top performing cooperative. Today, with over 3,800 members, the cooperative continues to pursue its mission through diverse business lines and community programs.
The document summarizes key provisions of Republic Act No. 11364 or the Cooperative Development Authority Charter of 2019. It outlines that the Cooperative Development Authority is now an attached agency of the Department of Trade and Industry for policy coordination. It describes the CDA's powers, functions, and responsibilities including developmental, regulatory, and adjudicatory functions. It also discusses the composition and roles of the CDA Board of Directors and the Administrator and Deputy Administrators.
The WFP Strategic Plan for 2008-2011 outlines 5 strategic objectives to guide the organization's work over that period: 1) save lives and protect livelihoods in emergencies, 2) prevent acute hunger and invest in disaster preparedness, 3) restore and rebuild lives after conflicts/disasters, 4) reduce chronic hunger and undernutrition, and 5) strengthen countries' capacities to reduce hunger. The plan represents a shift from WFP being solely a food aid agency to having a more robust set of tools like vouchers and cash to flexibly respond to hunger needs. Success requires partnerships with governments, other UN agencies, NGOs, and the private sector.
The document provides an overview of the state of the cooperative movement globally and in the Philippines. Some key points:
1) Cooperatives employ over 100 million people worldwide and help secure livelihoods for nearly half the world's population.
2) In the Philippines, there are over 18,000 registered cooperatives with over 7 million members and total paid-up assets of over 35 billion pesos as of 2010.
3) The prospects for growth of the cooperative movement in the Philippines are bright due to government support, increasing assets and membership, and potential for cooperation among cooperatives. However, challenges remain such as competition, some unions within cooperatives, and a need for more participative management practices.
Sample proposal on women's microenterprise developmentFida Karim 🇵🇰
This document proposes a project to provide training and support to help Palestinian women start microenterprises and build financial independence. The project would provide business skills training to over 200 women, help establish 100 new businesses, and create 300 new jobs. It would expand an existing program that has helped Palestinian women increase their income through skills training, business management education, and support for starting small businesses like bakeries and greenhouses. The proposal outlines the challenges Palestinian women face in accessing economic opportunities and the need for this project.
PPCP's (Private, Public and Community Partnerships) are the future of development. Moving from AID to trade is the best route forward for developing countries. This presentation looks at PPCP's and offers a real life example of how Environment Africa is developing sustainable communities using this model
The document discusses a summer training project report on micro-finance in India that was undertaken at District Central Co-Operative Bank Ltd. It provides an overview of the organization, including its history and functions. The report examines various aspects of micro-finance in India such as key players, self-help groups, microfinance models, and issues facing the microfinance sector.
Introductory message by Ken Lohento, (CTA, ARDYIS Project) at the Centre for Development Innnovation (CDI)'s Market Access Short Courses - Wageningen University, Netherlands, January 2016
What role can agri-entrepreneurship and farming innovations play to engage young people in the agricultural sector?
Self Help Group (SHG) Movement in India has been recognized as an effective strategy for mobilization and empowerment of rural people, particularly poor women and other marginalized groups.
The document provides information on assistance to cooperatives from various government agencies and private organizations. It begins by outlining the objectives of familiarizing participants with NGAs/LGUs/POs that provide assistance and informing them of different programs and existing agreements so cooperatives can access the appropriate support. It then discusses various government agencies that have cooperative programs focused on areas like credit, agriculture, labor, and shelter. Private organizations that provide assistance are also profiled. The document emphasizes the importance of coordination, collaboration, and maintaining communication between cooperatives and support providers.
The document discusses strategic planning for cooperatives. It provides information on developing a cooperative's vision, mission, goals, objectives and operating values as part of the strategic planning process. The board is responsible for strategic planning and setting policies while the manager implements tactics to achieve the goals and objectives set by the board. Goals and objectives should be SMART (specific, measurable, attainable, relevant and time-bound). Strategic planning helps guide a cooperative from its current state to its desired future.
This document summarizes the key concepts and principles of cooperatives. It defines cooperatives according to Philippine law as autonomous associations that help members achieve social, economic, and cultural needs through equitable capital contributions and risk/benefit sharing. The document traces cooperatives back to Rochdale, England in 1844 and outlines the International Cooperative Alliance's seven principles of voluntary membership, democratic control, member economic participation, autonomy, education/training, cooperation among cooperatives, and community concern. It distinguishes different types of cooperatives in the Philippines according to the law.
The ETF good practice series shares 12 case studies of innovative human capital development approaches in ETF partner countries. This document summarizes a "Successful Start" startup business support program in Armenia that provides training, business plan development support, access to financing, and follow-up coaching to startup entrepreneurs, with a focus on women and youth. The training is based on an internationally accredited methodology and includes modules on self-awareness, goal-setting, strategy, and experience. Since 2005, the program has trained over 100 participants and helped launch over 50 startups, with a survival rate of 67.7%, exceeding the national average.
Community Engagementand Capacity Buildingin Cultural PlanningEmily Robson
Presentation delivered by Kohl, Community Animator
Ontario Healthy Communities Coalition at The Ontario Rural Council's "Economies in Transition" municipal cultural planning forum in Brockville on November 17, 2008.
A cooperative is a business owned and controlled equally by its members who use its services. To form a cooperative society in India, at least 10 people with common economic goals submit an application and bye-laws to the state registrar. If approved, the registrar issues a registration certificate. Cooperatives have features like open membership, democratic control, and distribution of surplus. Examples of cooperative societies include consumer cooperatives to provide goods at reasonable prices, producer cooperatives to support small producers, and credit cooperatives to provide loans to members.
The document discusses cooperative societies, which are voluntary associations formed to protect members' common economic interests. A cooperative society operates for the benefit of its members, not for profit. It defines a cooperative society as people joining together equally and voluntarily to promote their economic interests through mutual assistance instead of competition. The basic philosophy is service over profit, mutual help over competition, self-help over dependence, and moral solidarity over unethical practices.
BESIDES the cooperatives and other forms of organisations, there is yet another form of enterprise which is organised voluntarily by the members themselves to meet a variety of their needs. The Self-Help Groups [SHGs] are such organisations which are formed, nourished and managed by the members themselves.
The SHGs, people’s voluntary and informal institutions, are organised as viable alternative to achieve the objectives of rural development and to get community participation in rural development programmes. These are similar to traditional group activities in all communities. It is a new form of a movement which aims at reducing the incidence of poverty through the provision of easy credit. In case of self-movement, thrift and credit are the entry points of activity. Micro-finance or provision of financial services to low-income households, have come to be accepted in policy implementation as the most efficacious intervention to alleviate poverty, enhancing agricultural production and developing local leadership.
A Self-Help Group is an informal organisation of not less than 10 and not more than 20 people from the poorer section of the village society, organised, owned, operated and controlled by the members in a democratic manner, based on solidarity, reciprocity, common interest and resource pooling. Self-Help Group is a social design in which people participate by making themselves socially and economically accountable to each other. All SHGs are not necessarily linked to lead/focal bank because they do not need external credit except the support from their sponsoring organisations.
SHGs have been promoted under various programmes and by various development agencies. It has been found that SHGs can serve the needs of the small farmers better than the cooperatives. It is believed that Self-Help Groups are a sub-system of cooperatives.
We are identifying strategies for rural women to generate self-sufficient and sustainable incomes. After doing extensive investigation, we settled on the manufacturing of honey. We planned WellBee and decided to make it a microfinance effort.
We discovered that honey extraction is a practical source of extra money for rural women. They can set up artificial beehives on their fields and get an extra income of over Rs 40,000. The yield from farming is also increased by honeybees. As a result, women may assist farmers while also enhancing their quality of life with the additional income from Wellbee.
Delinquency control & capital build up for cooperativesefferson ramirez
The document discusses strategies for controlling delinquency and building capital in cooperatives. It outlines common reasons for borrowing and delinquency, such as sickness, job loss, or natural disasters. To minimize delinquency, cooperatives should provide continuous education to members on cooperative principles and financial responsibilities. They should also properly evaluate loan applications. Some strategies for capital build up include cooperative education, raffle draws tied to share purchases, annual dues, and voluntary savings programs like door-to-door collections or salary deductions. Maintaining sufficient capital is important for cooperatives to provide services to members and remain self-financed enterprises.
CETF Allocation, Remitance, and Utilization Best Practices and Impacts.pptxjo bitonio
This document summarizes a study on the allocation, utilization and remittance of cooperatives' Education and Training Fund (CETF) to federations in the Philippines from 2015-2019. Key findings include that most cooperatives comply with allocating at least 10% of net surplus to CETF, around half of which is remitted to federations while half remains local. Federations utilize CETF for member training, financial services, consultancy and other assistance. Best practices identified are flexibility, use of technology, and partnerships to better serve members. The study aims to provide recommendations to improve CETF practices and strengthen relationships between federations and affiliates.
The San Joaquin Multi-Purpose Cooperative was founded in 1984 with 17 members and a small capital contribution to provide economic opportunities and address needs in the community. Over decades, the cooperative expanded its operations and services, including a credit program, gas station, rice mill, and store locations. This growth allowed the cooperative to help more members and receive government recognition as a top performing cooperative. Today, with over 3,800 members, the cooperative continues to pursue its mission through diverse business lines and community programs.
The document summarizes key provisions of Republic Act No. 11364 or the Cooperative Development Authority Charter of 2019. It outlines that the Cooperative Development Authority is now an attached agency of the Department of Trade and Industry for policy coordination. It describes the CDA's powers, functions, and responsibilities including developmental, regulatory, and adjudicatory functions. It also discusses the composition and roles of the CDA Board of Directors and the Administrator and Deputy Administrators.
The WFP Strategic Plan for 2008-2011 outlines 5 strategic objectives to guide the organization's work over that period: 1) save lives and protect livelihoods in emergencies, 2) prevent acute hunger and invest in disaster preparedness, 3) restore and rebuild lives after conflicts/disasters, 4) reduce chronic hunger and undernutrition, and 5) strengthen countries' capacities to reduce hunger. The plan represents a shift from WFP being solely a food aid agency to having a more robust set of tools like vouchers and cash to flexibly respond to hunger needs. Success requires partnerships with governments, other UN agencies, NGOs, and the private sector.
The document provides an overview of the state of the cooperative movement globally and in the Philippines. Some key points:
1) Cooperatives employ over 100 million people worldwide and help secure livelihoods for nearly half the world's population.
2) In the Philippines, there are over 18,000 registered cooperatives with over 7 million members and total paid-up assets of over 35 billion pesos as of 2010.
3) The prospects for growth of the cooperative movement in the Philippines are bright due to government support, increasing assets and membership, and potential for cooperation among cooperatives. However, challenges remain such as competition, some unions within cooperatives, and a need for more participative management practices.
Sample proposal on women's microenterprise developmentFida Karim 🇵🇰
This document proposes a project to provide training and support to help Palestinian women start microenterprises and build financial independence. The project would provide business skills training to over 200 women, help establish 100 new businesses, and create 300 new jobs. It would expand an existing program that has helped Palestinian women increase their income through skills training, business management education, and support for starting small businesses like bakeries and greenhouses. The proposal outlines the challenges Palestinian women face in accessing economic opportunities and the need for this project.
PPCP's (Private, Public and Community Partnerships) are the future of development. Moving from AID to trade is the best route forward for developing countries. This presentation looks at PPCP's and offers a real life example of how Environment Africa is developing sustainable communities using this model
The document discusses a summer training project report on micro-finance in India that was undertaken at District Central Co-Operative Bank Ltd. It provides an overview of the organization, including its history and functions. The report examines various aspects of micro-finance in India such as key players, self-help groups, microfinance models, and issues facing the microfinance sector.
This document provides a synopsis for a thesis that will examine the socio-economic development of women in self-help groups (SHGs) operated by four charitable non-governmental organizations (NGOs) in four villages across Tamil Nadu, India. The study aims to compare the performance of SHGs and identify factors for their success or challenges. A sample of 400 SHG women will be surveyed across the villages of Vannar Pettai, Manonjapatty, Palaa Vedu, and Samiyar Thottam, which are served by NGOs in Trichy, Thanjavur, Thiruvallur, and Chennai districts, respectively. Statistical tests will analyze the impact of SH
Bee farming can be done as a hobby or profession with little investment. It provides products like honey, beeswax, propolis, and royal jelly. Honey bees pollinate crops and can be farmed for pleasure or profit. The equipment needed includes bee hives, frames, a honey extractor, and protective gear. Duties of honey bees include comb building, feeding broods, foraging, and defending the hive. Farmers must be aware of pests, diseases, and effects of pesticides on bees. Testing can determine if honey is pure or adulterated. Bee farming is an economically viable small-scale activity.
This document is a project report on assessing apiculture (beekeeping) as an alternative source of income generation in the Upper East Region of Ghana. It begins with an introduction providing background context on beekeeping and honey production. It then reviews relevant literature on bee colony composition, bee species, bee development, beekeeping practices, honey and beeswax harvesting, and challenges to beekeeping. The document goes on to describe the materials and methods used for field trials and surveys conducted as part of the project. It presents the results of the surveys and field trials, including demographic data, beekeeping characteristics, management practices, challenges, honey marketing, and cost-benefit analyses of beekeeping versus crop farming. It concludes by discussing the findings and
This document is a research project report submitted in partial fulfillment of an MBA degree. It examines the impact of microfinance on the living standards, empowerment and poverty alleviation of poor women in North India. The report includes a declaration by the student, acknowledgements of those who assisted and supervised the project, and an introduction providing context on microfinance and its goals. It also outlines the chapters to follow, which will cover a literature review on previous research conducted on microfinance and its effects, as well as subsequent chapters analyzing and discussing the results of the student's case study research.
The overall objective of the study was to assess impact of the radio programmes to 3 listening groups in CCAP project through addressing specific objectives of assessing any changes of level of awareness on issues of climate change and climate change adaptation and mitigation,to assess any change of practices of the members of listening group as a result of radio programmes,to assess whether there are any initiatives by listening group members to share with with other community member key lesson learned through radio programmes,to assess initiatives of group members to advocate for changes of policies and plans at village/ward level to integrate key issues learned through radio programmes and to identify obstacles if any whether caused by project or within community members that hinder community members responding to issues they are learning through radio programmes.
AFWC 20 BK VALUE CHAIN DEVELOPMENT IN TANZANIA _ISSA MPINGAIssa Mpinga
Tanzania has a large potential for beekeeping due to its diverse bee species and favorable environment. However, production is currently less than 10% of its potential. The document outlines Tanzania's beekeeping value chain, including stakeholders involved in inputs, extension, markets, policy, and standards. It discusses constraints like habitat loss and lack of improved equipment. While demand exceeds supply, beekeepers face challenges in guaranteeing consistent production volumes and quality to attract bulk buyers. The document recommends strengthening beekeeper associations to address production and marketing challenges and ensure sustainable beekeeping.
This document discusses the consequences of mispredicting software reliability metrics. It outlines that overpredicting the total number of defects can lead to unnecessary testing pressure and costs, while underpredicting can result in defects in released software. Mispredicting release readiness dates can cause early or late releases with increased costs. Case studies from automotive and telecom companies show that mispredictions impact resource allocation, release timing, and trust in the metrics team. The key is to predict regularly using different model shapes and available data to improve predictions.
PROJECT PROPOSAL FOR POVERTY ALLEVIATION IN SADC REGION:10 th international c...Duncanhensisya
I, being the UN./Clinton Foundation Organization Representative seeks for financial support for vulnerable, orphans and widows who are less privileged people in various communities within the SADC Region. I have discovered that there are farms of which can be bought in Tanzania, Malawi and Zambia where Vocational Training Centers can be built including International Schools. Later on, these less privileged people will be self-reliant.So, let us come up together to reduce poverty, hunger and disease in SADC Region and the entire of Africa.
Honey bees live in highly organized family groups within cavities or trees, caves, or human structures. They build multiple combs vertically made of beeswax to store honey and raise baby bees. Honey bees are social insects with three main members - workers, queens, and drones. Workers care for the hive, gather nectar, and have a lifespan of 4-6 weeks. Queens lay up to 1500 eggs per day and can live 2-5 years. Drones mate with virgin queens then die. The document then describes honey bee anatomy and life cycle stages from egg to adult.
Community empowerment and poverty alleviation in gicumbi district by habimana...Theogene Habimana
Although community empowering projects are increasing in the Least Developed Countries (LDCs), most LDCs are characterized by the large number of poor people, identified as those living on less than US$ 2 a day. This study is entitled the role of community empowerment projects on poverty alleviation in Rwanda. The general objective of the study was to analyze the effect of community empowerment projects on poverty alleviation in Gicumbi District. Specific Objectives were to find out the benefits of community empowerment projects in Gicumbi District; to assess the strategies used by Government to increase community capacity building in Rwanda; and to analyze the barriers related to community empowerment projects in Rwanda. This study adopted descriptive design to get results expected from this study. The researcher targeted a population of 200 people, the 67 respondents (beneficiaries) were selected from 200 beneficiaries of the project using systematic random sampling method. Questionnaires and interview were used to collect primary data in this study. The study recommended that community empowerment projects should be strengthened and should expand their support to resource poor rural areas; strategies to combat the lack of empowerment must be addressed not only the immediate need of poor rural areas but must also focus on the root cause of rural area’s powerlessness as this study indicated.
1,101 Women Empowered through Honey Bee Farming - Turning Challenges into Opp...Hashoo Foundation USA
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Final proposal by Musa
1. Page 1 of 23
RURAL POPULATION EMPOWERMENT: BEE KEEPING COMMUNITY PROJECT BY
KESOGON SELF HELP GROUP OF KITALE –KENYA
PROJECT PROPOSAL BY: KESOGON SELF HELP GROUP
P.O. BOX 1270-30200
KITALE
www.sites.google.com/site/kesogon
EMAIL: ovunyinda@yahoo.com
Email: puotengo@yahoo.com
TELEPHONE: +254 703 892 633
+1 434 420 6853
A Swahili saying goes, “Little by little fills a basket.” And, they also say, “A journey of a thousand
miles start with one step.”
Kesogon Self Help Group is about empowering rural folk, women and youth, and putting monetary
funds in their hands using a rather less utilized resource that is Beekeeping.
JUNE, 2015
2. Page 2 of 23
ABSTRACT
Bee keeping as an economic empowerment tool.
Current status of the bee keeping by Kesogon self- help group:
Currently we have Kshs700,000 (Approximately USD 7,000) worthy bee keeping educational
centre built by a grant from Wilde Geese through Bee Support Netherlands under Ellen Michaelis
and Bert Jan and some contribution from Charlfort Bees through Anna Chambers, and 22 hives
with colonies
Desired scenario/status of the project:
Recruit and train 100 new beekeepers
Purchase for new members 10 Beekeepers Starter Kits. Each member to get 1 hive and the other
equipment is shared but stored at the centre –
Starter kit comprises of:
10 CAB Hives Latest Version of Langstroth Model for African Bee
Wax Sheet
2 Bee suites
2 pairs of gloves
1 smoker
1 hive tool
Carpentry tool for repairing and making our own hive in the future.
Bees waxes Hands Soap making equipment.
Honey and soap packaging and labelling equipment and materials.
1 stainless steel extractor
1 bee brush
1 uncapping fork
10 pair of strainers for sieving extracted honey
1 beekeeping practical guide
Practical training seminar( 1 day in the field)
Required finances/training to achieve the objective:
1 starter kit costs 152,000 from THE HIVE GROUP KENYA
10 X 152,000=1,520,000 (100 Kenyan Shillings= 1 US$).
3. Page 3 of 23
1.0 KESOGON SELF HELP GRPOUP ORGANIZATION
o Origins of the group: Started in 1994, founded by Peter Ukiru Otengo
o Area of operation: Kesogon Village, Kitale, Trans-Nzoia County in Rift Valley-
Kenya
o Main objectives: Alleviation of poverty through bee keeping activities
o Management/leadership structures: members: 22 Active members
o Beneficiaries : Kesogon Community
2.0 PROBLEM STATEMENT
The harsh truth is that unemployment and the resultant poverty continue to negatively impact many
rural communities in Kenya. Unemployment and poverty has severe repercussions on the people
as they cannot afford a good meal, health services and even a good education. The inhabitants of
the area live on less than two US dollars a day. This squarely places them in the class of extreme
poor according as per the United Nations standards. Something needs to be done and be done
urgently to deal with the problem.
Kesogon Self Help Group has decided since 1994 to take the bull by the horns and deal with the
troubling situation. The group comprises of twenty two members representing twenty two different
households within Kesogon Village, Kitale, Kenya. The group engages in bee keeping as their
economic empowerment tool. Currently the group members have a total of twenty two beehives
from which they have been harvesting 10 to 12 kilograms of honey per harvest per hive x 22 hives
x 6 harvests minimum per year which equals to 1,320kgs. The produce fetches about Kenya
Shillings 500 per kg which equals to Kenya Shillings 660,000 (approx. USD 6,600)
Apart from honey production our vision is setting up a rural based micro agriculture wax and veg
based handmade soap and waxes lotion to be sold locally and internationally. This depend on bees
pollinating crops like sunflowers which in end produce oils which will be used in soap making
instead of by the oils from other places.
While the impact of the initiative is still very limited, it has proven itself as a reliable concept of
empowering the local community. It provides a model that if successfully replicated it could
greatly alleviate the unemployment and poverty problem in the area. The successful replication
would require more villagers cum beneficiaries to be brought on board, trained on modern bee
keeping techniques, equipped with modern beehives and even more importantly seek a stable and
lucrative market for the group’s honey.
This envisaged project coverage expansion needs finances and continuous capacity building
support. The group aims to expand by absorbing as many members as possible from the more than
500 households in the locality. Through this initiative more poor Kenyans from the rural village
4. Page 4 of 23
of Kesogon in Kitale will be able to afford good education and health services not to mention a
meal per day and improved standards of living.
3.0 PROJECT GOAL AND OBJECTIVES
The main goal of this project is to provide a means of economic empowerment to the people of
Kesogon Village- Kitale through modern bee keeping.
To achieve this goal, the following objectives have to be attained within two years:
i. Increase the number of participating community members from the current twenty two to
the possible one hundred members.
ii. Increase the number of beehives kept by each member from the current one to at least three
beehives per member
iii. To increase the quantity of honey harvested per year from the current 1,320 kilograms to
7,800kilograms
iv. To increase the group’s annual honey sales revenue from the current Kshs. 660,000 to
Kshs. 3,900,000
v. To seek a more stable market for the group’s honey produce
vi. To adopt better quality modern bee keeping techniques
vii. Set up workshop where we will be able to make our own hives and other equipment, hence
making the project self-sustaining.
viii. Produce enough waxes which will be channeled into hand soap-making venture
ix. A Beekeeping and resource Center for members and other organizations in the county and
neighboring counties.
4.0 PROJECT METHODOLOGY
This section demonstrates how the project’s goals and objectives will be attained.
Community awareness
First and foremost the project team under the leadership of the project coordinator is going to
undertake a concerted awareness campaign among the community members so as to inform them
of the existence of the project and the benefits they stand to gain by being members. This will be
done through door to door visits, through the village elder meeting, announcement in churches and
other public meetings.
Induction training
Those interested in joining the program will be taken through a two week induction program
whereby they will be taught both the theoretical and practical aspects of bee keeping business. The
training will include physical farm visits, formal and informal discussions. Among the skills that
5. Page 5 of 23
will be impacted on the participants will include entrepreneurship skills, marketing skills and basic
book keeping skills not to mention the technical skills of beekeeping.
We envision on having other beekeepers and experts in related industry coming to train and share
with our members, to help them understand the concept and overcome any challenges they may
face.
Provision of startup kit
Upon the participants successfully going through the program and subject to availability of funds,
each of the participant will be provided with one free beehive (inclusive of set up and initial
colony) for a start.
Field Extension Activities
The program will seek the services of at least two trained agricultural field extension officers to
continuously monitor and advise the program members on best practices. The officers will also be
expected to resolve any technical problems that may be experienced by the members.
Harvesting
Honey will be harvested at least twice a year. The harvesting will be done in a systematic manner
with the involvement of the project team. This will ensure safe and clean harvesting of the honey
plus cut down on the harvesting costs (due to the economies of scale that result from harvesting
many beehives at a time).
Honey processing and packing
All the Honey sold by the project will be processed, packed and labeled at the center, so as to
maintain a certain standard of our product. The honey will be packed in containers of 250 grams,
500grams and 1kilogram plastic containers for ease of marketing. The containers will be well
sealed and labeled indicating the group’s name.
Marketing of produce
We are basically utilizing local market which is yet to be fully exploited before we can venture
into selling our honey abroad.
Cash disbursement to members
Every member will be paid for the amount of the Honey and waxes they bring in depending on
retail price and at the end of the year when the project makes a profit some percentage will be
given to members as a bonus depending on the amount they brought in that particular season.
6. Page 6 of 23
5.0 PROJECT’S KEY PERSONNEL
The chairperson of the self help group
Name: Alice Chore
Qualifications: High School and graduate of Nyangori Industrial Training Center
Responsibility: Overseeing the effective running of the entire project.
The secretary of the self help group
name
academic back ground
experience in similar/related projects
key responsibilities in the project
The treasurer of the self help group
Name: Otengo Musa Vunyinda
Qualification: Certified Public Accountant of Kenya Part 2
Responsibility: expenditure control, cashflow management and other financial management tasks
Bee keeping project coordinator
Name: Peter U. Otengo.
Experience in similar/related projects: Started beekeeping in 1994 after listening to a program
about Beekeeping in tropics by Nicola Bradbear of Bees for Developments on BBC’s farming
World. Has used jerrican top bar hive to clay pot innovated hives. Attended and presented papers
in Apimondia 2001 Durban South Africa, 2005 Dublin Ireland. 2007 Melbourne Australia.
International congress of social insect in Washington D.C 2006. Visited USDA Beekeeping Lab
in Baltimore. Hands on Beekeeping training in Germany
Responsibility: Operational direction for the group.
7. Page 7 of 23
6.0 THE BUDGET
Funding Requirements
Kesogon Self Help Group envisages purchasing ten (10) Beekeepers Starter Kits. Each of the one
hundred (100) new members will get 1 hive and the other equipment is shared but stored at the
group’s center.
Starter kit comprises of:
10 CAB Hives- Latest Version of Langstroth Model for African Bee
Wax Sheet
2 Bee suites
2 pairs of gloves
1 smoker
1 hive tool
1 stainless steel extractor
1 bee brush
1 uncapping fork
10 pair of strainers for sieving extracted honey
1 beekeeping practical guide
Practical training seminar( 1 day in the field)
A starter kit costs Kshs. 152,000 (approximately USD 1,520) from local Kenyan suppliers - The
Hive Group Kenya. The total cost for the ten (10) kits is therefore Kshs 1,520,000 (Approximately
USD 15,200)
Projected Revenue
Given the better equipment, the Group conservatively anticipates to harvest 30kgs of honey per
hive per harvest which totals to 60kgs per year per hives (two harvests per year). Therefore for the
100 hives it would total 6,000kgs of honey per year. At a sales price of Kshs 500 (approximately
USD 5) per kilogram, the Group would fetch Kshs 3,000,000 (approximately USD 30,000)
8. Page 8 of 23
7.0 PROJECT MONITORING AND EVALUATION
There will be continuous monitoring of the project’s activities to check whether its stated
objectives are being achieved. This continuous monitoring will be done by the project team.
Further, there will be in-depth semi-annual evaluation exercises to be conducted by the project
team and representatives from the funding agency.
The monitoring and evaluation will be guided by the following indicators:
1. the number of newly recruited members
2. the number of beehives owned by each member
3. the quantity of honey harvested per beehive per member
4. the total quantity of honey harvested by the group
5. the production and processing costs per kilogram of honey
6. the price fetched per kilogram of processed and packed honey
7. the net profits obtained per kilogram of honey
Information on the said indicators will be collected through questionnaires and interviews with
members.
9. Page 9 of 23
8.0 APPENDICES
CVs of key staff
Project Coordinator:
PETER OTENGO
3218 CAMPBELL AVENUE
LYNCHBURG, VA 24501(434)845-3018 HOME
CELL 434.420.6853CELL 434.316.8575
EMAIL puotengo@yahoo.com
OBJECTIVE
Seeking employment in an entry level that will allow me to develop and warehouse position to help
me grow into a career in the occupational industry as a new citizen
WORK EXPERIENCE
Stocker-Walmart, Sept. 2014-Present
Machine Operator- RST Marketing, Spartan-Aug 2014-Present
Warehouse Worker- J Crew, Adecco- Mar 2014- Aug 2014
Pastor, Pentecostal Assemblies of God- Kisumu, Kenya 2000-2010
Beekeeper-Kitale, Kenya 1994-2010
Chaplain-Boma Secondary School-Kitale, Kenya 2004-2006
Horitcultural Farming-Kitale, Kenya 1990-1997
ACCOMPLISHMENTS
Training@USDA-ARS Bee Laboratory(Beltsville,MD) 2011, Solicited Funds for Beekeeping
Centre(2005-08), Attended Apimondia(Melbourne, Australia) 2007, Worked with Herr Arno
Bruder-Professional Beekeeper(upper Bavaria) 2007, Presentation-IUSSI Congress(Washington,
DC) and Training USDA(Beltsville,MD) 2007, Attended Apitherapy Congress-Internship(Germany)
2006, Presentation in Apimondia Congress(Dublin, Ireland), Won Photo Competition for Clay Pot
Invention(EU) 2005, Missionary Internship(Samburu,Kenya) 2002, Presentation “Poverty
Alleviation in Rural Areas Through Beekeeping,” (Durban, South Africa) 2001,
Missionary(Samburu,Kenya) 2000, Won Photo Competition for Jerican Hive invention in Bee for
Development Journal(UK), 1996, Founded Kesogon Self Help Group(Kenya) 1995, Started
Beekeeping Farming (Kenya) 1994
EDUCATION AND TRAINING
Atlanta Bible College- Atlanta, GA 2011-2012
Faith Outreach International Ministry-Sayreville, NJ- 2010
Kenya Institute Of Professional Counseling-03/05-05/05
Pentecostal Bible College-Nyangori, Kenya 1997-2000
10. Page 10 of 23
Project Treasurer:
OTENGO MUSA VUNYINDA
P.O. Box 104832-00101, Nairobi
Tel: 0723 737 167
E-mail: ovunyinda@yahoo.com
CAREER PROFILE
I am result oriented accounting professional with recognized ability and proven record of
accomplishment in coordinating and implementing accounting functions. I am competent in
handling all areas of account including balance sheets, profit and loss accounts, and cash flows
among others. In addition to my high analytical and time management skills, I am skilled in
invoicing, preparingpurchaseorders, and quotations.Myfocusis to continuewith thesame level
of performancebutata morechallengingManagerial position within a diversified and rewarding
environment that recognizes growth and drives to business and personal growth.
Personal Details:
o Date of Birth: 25th April 1977
o Marital Status: Married
Education & Professional Qualifications:
o Certified Public Accountant of Kenya Part 2, Royal Net Institute Kitale, 2010
o Kenya Accounts Technician Certificate, Siaya Institute of Technology, 1999-2000
o Kenya Certificate of Secondary Education C (Plain) , Kapenguria Boys Secondary
School, 1992-1995
Key Professional Skills:
o Good working knowledge of accounting information, while keeping up to date with
changing financial rules and regulations
o Ability to pay attention to detail and report accurately
o Financial and strategic planning skills
o Proficient in Ms Suite, , internet explorer and intranet, Sage and Pastel accounting
package
o Excellent interpersonal and communication skills
o Strong planning and organizing abilities
o Integrity, commitment to service and respect for diversity
o Ability to quickly learn new systems, processes/procedures and adapt local practices to
global standards
o Ability to think creatively and an innovative approach to problem-solving
11. Page 11 of 23
PROFESSIONAL EXPERIENCE
Managing Director;
Vuli Investment Company Limited, May 2012- To Date;
Duties and Responsibilities:
The Managing Director is responsible for the daily business of the company. The
managing director will also represent the company; the managing director will conclude
contracts in the name of the company and will represent the company in court. The
managing director will have to observe the orders of the shareholders.
a) Diligence
The managing directors must exercise the diligence of a prudent businessman in the
conduct of the company’s affairs. They have a paramount duty of loyalty to the
company. The managing directors must cooperate in a spirit of good faith with the other
directors, the shareholders, keep himself informed about all material affairs of the
company, maintain silence on all confidential information and secrets of the company,
conscientiously supervise and direct subordinate bodies and employees, and be led by
the common good of the company and not his own benefit in all matters which affect the
company’s interests.
b) Compliance
Since the managing director is the head and the representative of the company the
managing director is more or less liable for the whole business. Although the managing
director may allocate tasks to other employees the managing director remains
responsible. The managing director may even be liable for criminal offences conducted
by employees.
The managing director will invite the shareholders to shareholders meetings; sign the
balance sheet and the tax return etc. Managing director will inform the shareholders
about the company’s affairs. Managing directors has to keep proper accounts and to
prepare the annual financial statement
The managing director is responsible for ensuring that the social security contributions
payable are paid punctually and in full to the respective collecting agency.
12. Page 12 of 23
Accounting Manager;
Meo Sacco Company Ltd, April 2006- May 2012;
Duties and Responsibilities:
o Reconciled all revenues collected on a daily basis. Checks balances against accounting
receipt records
o Posted accounting data by hand or by computer data entry in the cash journal on a daily
basis
o Maintained trial balance
o Prepared bank account deposit documents and confirms deposit totals
o Completed end of the month closing process and disburses revenues and other funds to
the appropriate entities
o Reconciled revenue reports on a monthly basis
o Prepared financial reports such as revenue summaries and bank account reconciliation
forms
o Maintained and served as point of contact with the Administrative Offices concerning
accounting issues
Tutor;
Kitale College of Professional Studies, 2003-2005;
Duties and Responsibilities:
o Planned, prepared and delivered lessons to a range of classes including putting up
displays in the classroom
o Marked work and gave appropriate feedback and maintained records of pupils'
progress and development
o Researched new topic areas, maintaining up-to-date subject knowledge and then
o Selected and used a range of different learning resources and equipment
o Undertook counseling duties, such as taking on the role of form tutor, and supported
students on an individual basis through academic or personal difficulties
o Prepared students for qualifications including external examinations and administering
o Managed student behavior in the classroom and on school premises, and applied
appropriate and effective measures in cases of misbehavior
o Liaised with other professionals, such as learning mentors, careers advisers, educational
psychologists and education welfare officers
Awards:
o Awarded Best Management Practices, 2007-2010
Interests:
o Sports
o Community Service and Development
o Volunteer work
13. Page 13 of 23
REFEREES:
Please feel free to contact the under mentioned in regard to my competence, work ethic and
performance.
Rural Electrification Authority
The Chancery
P.O. Box: 34585-00100,
Nairobi Kenya.
Tel:
+254-020-4953000
+254-020-4953600
David Walala
Community Alliance for Change
P.O. Box 1270-30200
Kitale, Kenya
+254 -711-850057
Boniface Kariuki Ndung’u
Catholic University of East Africa
P.O. Box 122
Nyahururu
Tel: 0737 618 648, 0721 881 745
Beehive catalogues
Facebook.com: KesogonSelf Help Group
Community
14. Page 14 of 23
Photographic evidence of current beekeeping activities by the Group.