Igara Growers Tea Factory in Uganda was established in 1995 as part of a program to assist smallholder tea farmers. It is owned and managed by the farmers through a cooperative structure. A management company oversees operations and marketing on behalf of the farmers. The factory processes tea from over 6,000 farmers and has increased production significantly since 1995. Key achievements include higher prices paid to farmers, financial stability, and the establishment of a second factory. Challenges include balancing financial and social objectives, maintaining transparency, and relying on infrastructure and services from the government. The model provides an option for farmer organizations to attract management skills while maintaining farmer control.
The National Union of Coffee Agribusinesses and Farm Enterprises (NUCAFE) is a farmer-owned organization in Uganda representing over 150,000 coffee farming families. NUCAFE operates according to a "farmer ownership model" that aims to empower farmers by facilitating their participation across the entire coffee value chain. Key aspects of NUCAFE's model include farmer-centeredness, financial sustainability through new business opportunities, partnerships, and social entrepreneurship. One success under this model has been a memorandum of understanding between NUCAFE and a bank to provide loans to qualified member farmers, improving their access to finance.
Final draft of Producer Group guideline 2013Apurba Deb Roy
The document provides guidelines for forming producer groups as part of the USAID Agricultural Extension Support Activity project. The project will work with producer groups in 20 districts across 3 divisions in Bangladesh. Producer group members will primarily be smallholder farmers with 0.2 to 1 hectares of land, prioritizing women-headed households. The guidelines outline the objectives, roles and benefits of producer groups, which include obtaining technical/financial support, providing services to members, and strengthening market competitiveness. Key principles for establishing groups are also presented, such as ensuring informality and self-management during the project period. Overall, the producer groups aim to empower smallholder farmers and improve their access to extension services, inputs, markets and income through a community
This document provides an overview of the Oromia Coffee Farmers Cooperative Union (OCFCU) and its role in establishing the Cooperative Bank of Oromia (CBO) to provide banking services. Some key points:
- OCFCU was established in 1999 with 34 cooperatives and has since grown to 311 cooperatives and over 288,000 member households.
- It helped establish the CBO to give farmers and cooperatives access to credit, and is now a major shareholder and client of the bank.
- OCFCU sells members' coffee, provides social services, and facilitates credit and market access. It has increased coffee sales, profits, and dividends significantly over the past
This document discusses NUCAFE, an organization that facilitates farmer ownership along the coffee value chain in Uganda. It outlines NUCAFE's vision of farmers profitably owning their coffee business. It then describes NUCAFE's services, which include improving the policy environment, providing training to members, and facilitating farmer-owned businesses from seedlings to processing to retail. NUCAFE operates coffee nurseries, helps processing facilities, and established a coffee shop brand. The model has increased farmer incomes and social capital while operating sustainably along the entire value chain. NUCAFE has received several awards and recognition for its innovative inclusive business model of empowering smallholder coffee farmers.
Opportunities for farmer producers organizations in tamil naduDiraviam Jayaraj
- Farmer Producer Organizations (FPOs) are groups formed by smallholder farmers to obtain collective benefits from inputs, credit, technology, production facilities, marketing and value addition.
- FPOs provide effective extension services to members and feedback to researchers. They help small farmers participate in high-value markets like exports through aggregation and collective action.
- The document discusses various FPO models in Tamil Nadu and the services they provide members, from input supply to marketing. Sustainable FPOs require support from public, private and NGO extension partners.
1. Producer organizations (POs) such as farmer producer organizations (FPOs) are formed to collectively leverage smallholder farmers' production and marketing strength by organizing them into groups.
2. The role of extension personnel is crucial in developing FPOs by conducting assessments, creating awareness, mobilizing communities, identifying training needs and providing capacity building, facilitating registration, and supporting market access.
3. Examples show that FPOs can successfully engage in input supply, procurement, processing, branding and marketing of members' produce when established with handholding support from extension services.
Producer Organizations(PO)An effective tool for Agricultural and rural deve...Prabir Datta
This document discusses producer organizations (POs) and their role in agricultural and rural development in Assam, India. It defines POs as independent, membership-based groups of smallholder farmers and defines their objectives. It outlines how POs can provide inputs, credit, marketing, and training services to farmers. It then discusses NABARD's financial and technical support for POs and provides examples of successful POs in Assam, including their activities and impacts, such as increased incomes, access to credit, and marketing for members. Overall, the document argues that POs are important for small farmers in Assam to collectively access services and markets and improve their economic viability.
The National Union of Coffee Agribusinesses and Farm Enterprises (NUCAFE) is a farmer-owned organization in Uganda representing over 150,000 coffee farming families. NUCAFE operates according to a "farmer ownership model" that aims to empower farmers by facilitating their participation across the entire coffee value chain. Key aspects of NUCAFE's model include farmer-centeredness, financial sustainability through new business opportunities, partnerships, and social entrepreneurship. One success under this model has been a memorandum of understanding between NUCAFE and a bank to provide loans to qualified member farmers, improving their access to finance.
Final draft of Producer Group guideline 2013Apurba Deb Roy
The document provides guidelines for forming producer groups as part of the USAID Agricultural Extension Support Activity project. The project will work with producer groups in 20 districts across 3 divisions in Bangladesh. Producer group members will primarily be smallholder farmers with 0.2 to 1 hectares of land, prioritizing women-headed households. The guidelines outline the objectives, roles and benefits of producer groups, which include obtaining technical/financial support, providing services to members, and strengthening market competitiveness. Key principles for establishing groups are also presented, such as ensuring informality and self-management during the project period. Overall, the producer groups aim to empower smallholder farmers and improve their access to extension services, inputs, markets and income through a community
This document provides an overview of the Oromia Coffee Farmers Cooperative Union (OCFCU) and its role in establishing the Cooperative Bank of Oromia (CBO) to provide banking services. Some key points:
- OCFCU was established in 1999 with 34 cooperatives and has since grown to 311 cooperatives and over 288,000 member households.
- It helped establish the CBO to give farmers and cooperatives access to credit, and is now a major shareholder and client of the bank.
- OCFCU sells members' coffee, provides social services, and facilitates credit and market access. It has increased coffee sales, profits, and dividends significantly over the past
This document discusses NUCAFE, an organization that facilitates farmer ownership along the coffee value chain in Uganda. It outlines NUCAFE's vision of farmers profitably owning their coffee business. It then describes NUCAFE's services, which include improving the policy environment, providing training to members, and facilitating farmer-owned businesses from seedlings to processing to retail. NUCAFE operates coffee nurseries, helps processing facilities, and established a coffee shop brand. The model has increased farmer incomes and social capital while operating sustainably along the entire value chain. NUCAFE has received several awards and recognition for its innovative inclusive business model of empowering smallholder coffee farmers.
Opportunities for farmer producers organizations in tamil naduDiraviam Jayaraj
- Farmer Producer Organizations (FPOs) are groups formed by smallholder farmers to obtain collective benefits from inputs, credit, technology, production facilities, marketing and value addition.
- FPOs provide effective extension services to members and feedback to researchers. They help small farmers participate in high-value markets like exports through aggregation and collective action.
- The document discusses various FPO models in Tamil Nadu and the services they provide members, from input supply to marketing. Sustainable FPOs require support from public, private and NGO extension partners.
1. Producer organizations (POs) such as farmer producer organizations (FPOs) are formed to collectively leverage smallholder farmers' production and marketing strength by organizing them into groups.
2. The role of extension personnel is crucial in developing FPOs by conducting assessments, creating awareness, mobilizing communities, identifying training needs and providing capacity building, facilitating registration, and supporting market access.
3. Examples show that FPOs can successfully engage in input supply, procurement, processing, branding and marketing of members' produce when established with handholding support from extension services.
Producer Organizations(PO)An effective tool for Agricultural and rural deve...Prabir Datta
This document discusses producer organizations (POs) and their role in agricultural and rural development in Assam, India. It defines POs as independent, membership-based groups of smallholder farmers and defines their objectives. It outlines how POs can provide inputs, credit, marketing, and training services to farmers. It then discusses NABARD's financial and technical support for POs and provides examples of successful POs in Assam, including their activities and impacts, such as increased incomes, access to credit, and marketing for members. Overall, the document argues that POs are important for small farmers in Assam to collectively access services and markets and improve their economic viability.
This document analyzes producer organizations (POs) and their ability to competitively supply smallholder farmers' products to formal markets like school feeding programs. It develops a framework to evaluate six key areas of PO competitiveness: 1) members' production potential, 2) coverage of core activities, 3) market integration level, 4) financial capacity, 5) efficiency and planning, and 6) human resource support. This framework was used to analyze 14 PO cases, finding diversity in performance. While direct business results were unclear due to data limitations, the analysis provides a picture of PO functions and identifies interventions to strengthen POs for effective participation in formal markets.
farmers organizations/farmers associations in india Dr. Gopala Y M
The document discusses farmers' organizations and their role in agricultural extension. It provides background on the extension system in India and problems faced by farmers. It then discusses the purpose and types of farmers' organizations, highlighting their role in providing services to members and benefits. The roles of extension in promoting farmers' organizations are outlined. Steps for establishing organizations and case studies of successful community-based and commodity-based organizations in India are also summarized.
D v deshpande in namibia on self help & group models for sustainable and incl...Dr Dilip Vishnu Deshpande
I was invited by AARDO (Afrcan Asian Rural Deelopment Orgnisation) to address a National workshop in Namibia from 10-14 June'19. This is a presentation I used there. (for economy of size of file, the videos which were hyperlinked have not been uploaded)
Farmer Producer Organization FPO of India Presentation for international conf...Dr Dilip Vishnu Deshpande
Farmer Producer Organization emergence as a parallel movement to cooperatives in India. It has a case study of a successful FPO from Maharashtra, India. The presentation was made in International Conference in Kyrgyztan in May 2021.
There are 176,600 small-scale cocoa farmers in 130 Fairtrade certified producer organizations across several countries. The average plot size of Fairtrade cocoa farmers is 2.6 hectares. 31% of Fairtrade premiums goes toward improving farmer facilities and infrastructure, such as warehouses and offices.
Entrepreneurship opportunities in backword forward supplychain Dr. Ravindra Pastor
This document discusses opportunities in agribusiness and supply chain management. It notes that India's agricultural sector has significant growth potential, as most of the population and workforce is involved in farming but average landholdings are small. The supply chain from farmers to consumers involves many intermediaries and lacks efficiency. Recent government initiatives aim to strengthen farmer groups, promote investment, and facilitate trade. Partnerships between startups, the private sector, and government aim to provide services to farmers, connect them to markets, and professionalize agribusiness. The CEO of the agtech startup E-FASAL outlines their goal of training 5000 agripreneurs to improve India's complex agricultural supply chain.
This document discusses farmer producer organizations (FPOs) in India. It provides background on FPOs and their legal forms. As of 2019, there were over 7,000 registered FPOs across India, with the majority being small in size and capital. The top challenges for FPOs are access to capital, infrastructure, and support. The document outlines a strategy for FPO development over 6 years and discusses the roles and structure of FPOs. It also summarizes various financial support programs available to FPOs from organizations like NABARD and the government.
BASIX is a livelihood promotion institution established in 1996 that provides integrated microfinance and technical assistance services to rural populations in India. It operates through subsidiaries that focus on microfinance, technical services, and banking. BASIX aims to generate sustainable livelihoods for different segments of the rural economy, including subsistence workers, micro-enterprises, and small agro-enterprises, through tailored financial products and services combined with training and support. After over a decade of operations, BASIX has lent over Rs. 460 million to more than 31,000 clients across six Indian states.
Potential Linked Plan of NABARD and its importance in DCP (District Credit Pl...Dr Dilip Vishnu Deshpande
Potential Linked Plan (PLP) is a unique document prepared by District Development Manager (DDM) NABARD for each district . It gives very useful information about credti flow and potential for development through credit. It is useful for bankers, government, NGOs, students as well as policy makers
ADPP Mozambique is an organization that has been operating in Mozambique since 1982, implementing development projects across the country through over 2,200 employees. It focuses on programs in education, HIV/AIDS, community development, agriculture, and food security. Its Farmers Clubs Program organizes over 16,000 small farmers into groups, providing training in conservation agriculture, water management, and improved crop varieties to increase agricultural productivity and reduce hunger. Through farmers clubs, small-scale farmers gain skills and market access to collectively solve problems and improve their livelihoods and food security. An evaluation found the program increased average production by 250% and average yields by 90%, leading the Mozambique government to recognize the program's role
This document discusses farmer producer organizations (FPOs). It defines an FPO as a farmer group with a formal structure and bylaws to benefit its members. FPOs have a hybrid structure of cooperatives and private companies. They provide production services, insurance, inputs, procurement, packaging, marketing, financing, and technical services to farmers. FPOs give farmers better prices, access to markets and technology, and influence over policies. They are supported by organizations like NABARD, SFAC, and NGOs. The conclusion states that FPOs ensure higher incomes for farmers by giving them collective bargaining power and economies of scale.
presented by Dr. Liza G. Battad of the Philippine Carabao Center during the 2015 AFNR Symposium held last October 1, 2015 at the AIM Conference Center, Makati City
FAO Strategies and Actions in Support of Farmers and Farmer Organizationscopppldsecretariat
Presentation from the Informal Consultation on Livestock Issues between the FAO Animal Production and Health Division and interested Non-Governmental Organizations. 1–2 December 2009 Italy, Rome FAO Headquarters.
[Originally posted on http://www.cop-ppld.net/cop_knowledge_base]
The document discusses the Fair Trade movement in Singapore and provides information on why Fair Trade is important. It notes that while the movement has grown in the UK and US, there is still room for growth in Singapore. Fair Trade helps farmers and workers by providing living wages, protecting the environment, funding community development projects, and ensuring labor rights. It also compares different certification schemes like Community Trade, Rainforest Alliance, and Ethically Traded, noting the differences between them and Fair Trade. The document provides information on associations supporting Fair Trade in Singapore and lists some Fair Trade companies and products available.
A study on market linkage of vegetables in M.P. for an FPOMonika Rana
UKPCL is a farmer producer company that works with 1000 farmers in Bhopal, India. The study aimed to identify market opportunities for vegetables from UKPCL farmers and provide them a market linkage. It found that most farmers grew okra and tomato but lacked storage, faced unfair deductions, and had little market information. It suggested that UKPCL could directly sell vegetables to restaurants and partner with supermarkets. Providing affordable transportation and seeds would also help farmers access markets.
Coffee in the North of Laos: Learning from KeosetAndrew Bartlett
Presentation at the Sub-Sector Working Group for Farmers and Agribusiness, Department of Technical Extension and Agro-Processing, 25 March 2019 (see www.LaoCoffee.org)
Sustainable natural resource management NABARD India experience d v deshpandeDr Dilip Vishnu Deshpande
NABARD (National Bank for Agriculture and Rural Development ) of India conducted several experiments with the help of KfW and Giz in the area of sustainable Natural Resource Management
This General Overview lists facts and figures on Fairtrade's impact for more than 1.5 million farmers and workers in 74 countries around the world. The full report can be found at www.fairtrade.net/impact-and-research.html
Gives an overview on knowledge and knowledge management. Discusses the various knowledge management processes and systems necessary for effective knowledge management practice.
This document analyzes producer organizations (POs) and their ability to competitively supply smallholder farmers' products to formal markets like school feeding programs. It develops a framework to evaluate six key areas of PO competitiveness: 1) members' production potential, 2) coverage of core activities, 3) market integration level, 4) financial capacity, 5) efficiency and planning, and 6) human resource support. This framework was used to analyze 14 PO cases, finding diversity in performance. While direct business results were unclear due to data limitations, the analysis provides a picture of PO functions and identifies interventions to strengthen POs for effective participation in formal markets.
farmers organizations/farmers associations in india Dr. Gopala Y M
The document discusses farmers' organizations and their role in agricultural extension. It provides background on the extension system in India and problems faced by farmers. It then discusses the purpose and types of farmers' organizations, highlighting their role in providing services to members and benefits. The roles of extension in promoting farmers' organizations are outlined. Steps for establishing organizations and case studies of successful community-based and commodity-based organizations in India are also summarized.
D v deshpande in namibia on self help & group models for sustainable and incl...Dr Dilip Vishnu Deshpande
I was invited by AARDO (Afrcan Asian Rural Deelopment Orgnisation) to address a National workshop in Namibia from 10-14 June'19. This is a presentation I used there. (for economy of size of file, the videos which were hyperlinked have not been uploaded)
Farmer Producer Organization FPO of India Presentation for international conf...Dr Dilip Vishnu Deshpande
Farmer Producer Organization emergence as a parallel movement to cooperatives in India. It has a case study of a successful FPO from Maharashtra, India. The presentation was made in International Conference in Kyrgyztan in May 2021.
There are 176,600 small-scale cocoa farmers in 130 Fairtrade certified producer organizations across several countries. The average plot size of Fairtrade cocoa farmers is 2.6 hectares. 31% of Fairtrade premiums goes toward improving farmer facilities and infrastructure, such as warehouses and offices.
Entrepreneurship opportunities in backword forward supplychain Dr. Ravindra Pastor
This document discusses opportunities in agribusiness and supply chain management. It notes that India's agricultural sector has significant growth potential, as most of the population and workforce is involved in farming but average landholdings are small. The supply chain from farmers to consumers involves many intermediaries and lacks efficiency. Recent government initiatives aim to strengthen farmer groups, promote investment, and facilitate trade. Partnerships between startups, the private sector, and government aim to provide services to farmers, connect them to markets, and professionalize agribusiness. The CEO of the agtech startup E-FASAL outlines their goal of training 5000 agripreneurs to improve India's complex agricultural supply chain.
This document discusses farmer producer organizations (FPOs) in India. It provides background on FPOs and their legal forms. As of 2019, there were over 7,000 registered FPOs across India, with the majority being small in size and capital. The top challenges for FPOs are access to capital, infrastructure, and support. The document outlines a strategy for FPO development over 6 years and discusses the roles and structure of FPOs. It also summarizes various financial support programs available to FPOs from organizations like NABARD and the government.
BASIX is a livelihood promotion institution established in 1996 that provides integrated microfinance and technical assistance services to rural populations in India. It operates through subsidiaries that focus on microfinance, technical services, and banking. BASIX aims to generate sustainable livelihoods for different segments of the rural economy, including subsistence workers, micro-enterprises, and small agro-enterprises, through tailored financial products and services combined with training and support. After over a decade of operations, BASIX has lent over Rs. 460 million to more than 31,000 clients across six Indian states.
Potential Linked Plan of NABARD and its importance in DCP (District Credit Pl...Dr Dilip Vishnu Deshpande
Potential Linked Plan (PLP) is a unique document prepared by District Development Manager (DDM) NABARD for each district . It gives very useful information about credti flow and potential for development through credit. It is useful for bankers, government, NGOs, students as well as policy makers
ADPP Mozambique is an organization that has been operating in Mozambique since 1982, implementing development projects across the country through over 2,200 employees. It focuses on programs in education, HIV/AIDS, community development, agriculture, and food security. Its Farmers Clubs Program organizes over 16,000 small farmers into groups, providing training in conservation agriculture, water management, and improved crop varieties to increase agricultural productivity and reduce hunger. Through farmers clubs, small-scale farmers gain skills and market access to collectively solve problems and improve their livelihoods and food security. An evaluation found the program increased average production by 250% and average yields by 90%, leading the Mozambique government to recognize the program's role
This document discusses farmer producer organizations (FPOs). It defines an FPO as a farmer group with a formal structure and bylaws to benefit its members. FPOs have a hybrid structure of cooperatives and private companies. They provide production services, insurance, inputs, procurement, packaging, marketing, financing, and technical services to farmers. FPOs give farmers better prices, access to markets and technology, and influence over policies. They are supported by organizations like NABARD, SFAC, and NGOs. The conclusion states that FPOs ensure higher incomes for farmers by giving them collective bargaining power and economies of scale.
presented by Dr. Liza G. Battad of the Philippine Carabao Center during the 2015 AFNR Symposium held last October 1, 2015 at the AIM Conference Center, Makati City
FAO Strategies and Actions in Support of Farmers and Farmer Organizationscopppldsecretariat
Presentation from the Informal Consultation on Livestock Issues between the FAO Animal Production and Health Division and interested Non-Governmental Organizations. 1–2 December 2009 Italy, Rome FAO Headquarters.
[Originally posted on http://www.cop-ppld.net/cop_knowledge_base]
The document discusses the Fair Trade movement in Singapore and provides information on why Fair Trade is important. It notes that while the movement has grown in the UK and US, there is still room for growth in Singapore. Fair Trade helps farmers and workers by providing living wages, protecting the environment, funding community development projects, and ensuring labor rights. It also compares different certification schemes like Community Trade, Rainforest Alliance, and Ethically Traded, noting the differences between them and Fair Trade. The document provides information on associations supporting Fair Trade in Singapore and lists some Fair Trade companies and products available.
A study on market linkage of vegetables in M.P. for an FPOMonika Rana
UKPCL is a farmer producer company that works with 1000 farmers in Bhopal, India. The study aimed to identify market opportunities for vegetables from UKPCL farmers and provide them a market linkage. It found that most farmers grew okra and tomato but lacked storage, faced unfair deductions, and had little market information. It suggested that UKPCL could directly sell vegetables to restaurants and partner with supermarkets. Providing affordable transportation and seeds would also help farmers access markets.
Coffee in the North of Laos: Learning from KeosetAndrew Bartlett
Presentation at the Sub-Sector Working Group for Farmers and Agribusiness, Department of Technical Extension and Agro-Processing, 25 March 2019 (see www.LaoCoffee.org)
Sustainable natural resource management NABARD India experience d v deshpandeDr Dilip Vishnu Deshpande
NABARD (National Bank for Agriculture and Rural Development ) of India conducted several experiments with the help of KfW and Giz in the area of sustainable Natural Resource Management
This General Overview lists facts and figures on Fairtrade's impact for more than 1.5 million farmers and workers in 74 countries around the world. The full report can be found at www.fairtrade.net/impact-and-research.html
Gives an overview on knowledge and knowledge management. Discusses the various knowledge management processes and systems necessary for effective knowledge management practice.
The document discusses Community Development Foundation's wholesale microfinance strategy in Nigeria to improve access to finance for agriculture. It provides loans to apex community organizations, who then lend to individual members. This reduces transaction costs compared to lending directly. Challenges include funds not reaching members and political influence. Capacity building for apex organizations is important. CDF was established in 1993 to provide financial services and capacity building to grassroots organizations through a wholesale model.
This document discusses accreditation in education. It begins by defining accreditation and stating its objectives, which are to define accreditation, present different accrediting agencies, discuss the benefits of accreditation, and provide exhibits and examples used in accreditation. It then discusses relevant Philippine laws and the Commission on Higher Education. It provides definitions of accreditation, including that it is a self-regulation process focused on self-study and evaluation to improve quality. It also discusses the major accrediting agencies in the Philippines - AACCUP, PAASCU, and PACUCOA - and the benefits accreditation provides such as prestige and knowledge of program quality. Finally, it discusses ways accredit
The document discusses the Technical Centre for Agricultural and Rural Cooperation (CTA) and its work in supporting agricultural and rural development in Africa. CTA is an EU-ACP institution focused on strengthening partnerships between Europe and Africa. The document outlines CTA's vision of a vibrant, modern, sustainable and inclusive agriculture in Africa. It also discusses the African Union's Agenda 2063 goals of transforming African economies and empowering women and youth through increased investment in agriculture, value addition, employment, science, technology and innovation. The role of African women scientists and innovators in achieving these development goals is highlighted.
1. BP uses "human portals" or T-shaped managers to facilitate knowledge sharing across business units. When an engineer requested information about lightning protection, a manager connected him with two others in the company who could help.
2. Intelligent systems were used to characterize a reservoir using synthetic MRI logs from conventional logs, predicting properties like porosity and saturation. The estimated reserves using virtual vs actual MRI logs differed by only 0.5%, showing the method's accuracy.
3. A model of Prudhoe Bay's gas facilities and pipelines optimized gas production in response to temperature to maximize daily oil production, estimated to increase rates by 1,000-2,000 barrels per day for most of the year.
Le Dr. Nicola Francesconi, conseiller technique sénior au CTA, a coordiné l'organisation du Forum des coopératives malgaches, qui s'est tenu du 13 au 17 février 2017. Plus d'infos : http://bit.ly/2mMLoo2
Programme of the Regional planning meeting on ‘Scaling-Up Climate-Smart Agricultural Solutions for Cereals and Livestock Farmers in Southern Africa – Building partnership for successful implementation’. 13–15 September 2016, Johannesburg, South Africa
Pendant les deux derniers jours du Forum, le Ministère a eu l'occasion d'écouter les recommandations faites par les dirigeants des coopératives et par les experts du développement des coopératives. Voici la présentation synthétisant les réponses fournies par le MIDSP au Forum. Pour plus d'info http://bit.ly/2mMLoo2
Presentation by Monika Varga (Research group on Process Network Engineering) at the 2016 annual meeting of the European Forum on Agricultural Research for Development (EFARD).
Tovo Aina Andriamampionona et Nirina Razafimanantsoa, élus porte-paroles par les membres des coopératives participantes au Forum des coopératives malgaches, ont résumé les principaux problèmes auxquels les coopératives sont confrontées. Plus d'infos : http://bit.ly/2mMLoo2
This two-day event in Vanuatu aims to strengthen coordination and innovation in priority food value chains in the Pacific to improve nutrition and food systems. Day one will include presentations on a study of key value chains in several Pacific countries, lessons from value chain training, and a launch of an online platform to connect actors. Participants will discuss constraints, opportunities, and how to operationalize the platform. Day two focuses on assessing capacity needs and pilot testing the online platform through working groups, with the goal of finalizing how to implement the platform and a training program to support value chain development in the region.
This document is about a marketing company called Hero Strategic Marketing based in South Africa. The company has a website at www.hero.co.za and was involved in designing something, though no other details are provided about what specifically was designed. The document provides very little context or information to summarize further in just 3 sentences.
This document discusses knowledge application, which is the final step in the knowledge management cycle where knowledge that has been captured and shared is put to actual use. It describes how user and task modeling can help promote effective knowledge application at the individual, group, and organizational levels. It also discusses knowledge management systems, knowledge reuse, and the strategic and practical implications of facilitating knowledge application within an organization.
Academic grading in India is based on a percentage system, with percentages between 80-90 considered excellent at the school level and 69-79 considered excellent at the university level. Grades can be converted to US grade point equivalents, with a percentage of 70 or above considered a 4.0 GPA (A). Rankings of Indian universities are conducted domestically and globally, considering factors like research, faculty, and reputation. However, no Indian university ranks in the top 100 globally according to major rankings like ARWU. The NAAC accredits Indian universities and assesses them based on seven criteria to improve quality.
The document discusses several proposed bills in the Philippine House of Representatives that aim to reform and improve the country's higher education system. It outlines proposed legislation related to open and distance learning, ladderized education, teacher training, the University of the Philippines charter, student assistance programs, English as a medium of instruction, and promoting education in science and technology. The overall goal is to help make quality higher education more accessible, affordable, and globally competitive.
Accreditation in Philippines and Implementing Curriculum In ClassroomJanna Corona
This document discusses accreditation and curriculum development. It defines accreditation as a process of self-regulation that focuses on self-study, evaluation, and continuous improvement of educational quality. It is both a process of peer review to encourage high standards, and a certification granted to educational programs or institutions that meet recognized standards. The document then outlines the accreditation process and levels in the Philippines, including the roles of the Commission on Higher Education, Technical Education and Skills Development Authority, and Department of Education. It concludes with suggestions for implementing curriculum in the classroom, such as undertaking action research, maintaining an organized learning environment, and fostering students' holistic health and wellness.
Igara Growers Tea Factory Limited is a farmer-owned tea factory in Uganda that has experienced success since being established in 1995. It has increased farmer membership from 4,000 to 6,880 farmers and annual green leaf production from 34 million kg, valued at $7.2 million. Key achievements include high accountability to farmers, improved processing capacity and establishing a subsidiary factory. Challenges include poor infrastructure, high costs, and dependency on international tea markets. The business model of farmer ownership and a separate management company has potential for replication to give farmers control while attracting outside skills.
The Brussels Development Briefing no. 44 on “Promoting responsible and sustainable sourcing through Fair Trade” took place on 22 June 2016 from 9:00 to 13:00, at the ACP Secretariat in Brussels, Belgium.
This Briefings was co-organised by CTA, the European Commission / DEVCO, the ACP Secretariat, CONCORD and the Fair Trade Advocacy Office.
Fairtrade Africa is an organization that represents over 420 producer organizations in 32 African countries who work to empower smallholder farmers and workers through fair trade. They provide capacity building, technical assistance, and access to markets to help producers strengthen their organizations, increase market access, and advocate for their interests. Fairtrade Africa also works to promote gender equity, climate change adaptation, child protection, and expanding fair trade to new products and regions in Africa.
This document provides a business plan for producing nutritional supplements from Moringa oleifera trees. The plan proposes producing Moringa capsule supplements, liquid fertilizer, porridge flour, topical ointment, and herbal iodine powder. The major products will be porridge flour and capsules, targeting feeding programs in schools and orphanages across Western Kenya. The business expects to earn a net profit of $491,026 in year 1, $807,777 in year 2, and $124,587 in year 3, with annual sales reaching $2.3 million by year 3. The business aims to alleviate malnutrition and generate livelihoods through utilizing the abundant and underutilized Moringa tree resource in
Sorwathe Tea Factory is Rwanda's oldest private tea factory, located 70km north of Kigali. It employs 2500 workers and supports 3500 tea farmers. To adapt to climate change impacts like increased temperatures and changing weather patterns, Sorwathe has undertaken initiatives like introducing trees and organic farming, harvesting rainwater, and using solar power. Sorwathe shares its experiences through its participation in the Rwanda Private Sector Platform on Environment and Climate Change to inspire other companies to incorporate adaptation activities. Information sharing among private sector actors can help disseminate best practices and data related to climate change adaptation.
Moringa is a plantfood of high nutritional value, ecologically and economically beneficial and readily available in the countries hardest hit by the food crisis. http://miracletrees.org/ http://moringatrees.org/
This PPT is an effort by us to give an overview of the CSR initiatives under taken by ITC Ltd. The PPT further highlights 3 unique CSR activities carried out by the company.
Disclosure: The content in the PPT is referred from the Sustainability Report of ITC Ltd.
This document summarizes Greenland Fedha's experience with agricultural lending to smallholder tea farmers in Kenya. Some key points:
- Greenland Fedha provides loans to over 565,000 smallholder tea farmers, with an average farm size of 0.2 hectares, to finance farm inputs and operations.
- Loans are designed based on the tea production and payment cycle, with repayments adapted to seasonal income. Tea factories act as intermediaries to reach farmers.
- The use of mobile banking and insurance have helped deepen outreach and mitigate risks. Loan recovery is facilitated through factories deducting repayments from farmers' tea payments.
- As of mid-2014, Greenland Fedha
This report summarizes Finlays' sustainability strategy and performance in 2017. Some key points:
1) Finlays conducted a full review of its 2009 sustainability strategy in 2017, testing the key factors and scenarios underpinning the strategy.
2) Finlays employs over 25,000 employees globally and had total net sales of US$505 million in 2017. The company owns tea estates and operates manufacturing plants across Africa, Sri Lanka, Argentina, China and the UK.
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1. 1
IGARA GROWERS TEA FACTORY BUSINESS MODEL
JUNE 2014
This business model was presented at the 2nd
African Continental Briefing on Promoting
inclusive finance models for farmers in Africa held on 13-14 July 2014, Nairobi, Kenya and
Organized by the Pan African Farmer’s Organisations (PAFO), the ACP-EU Technical
Centre for Agricultural and Rural Cooperation (CTA), and the African Union Commission
(AUC). The Continental Briefing was held in the context of the International Conference
organised by CTA and AFRACA on Revolutionising finance for agri-value chains in
Kenya from 14-18 July 2014 (http://fin4ag.org/)
2. 2
Background
Uganda’s tea sector was the fourth highest foreign income earner during the 1970s. After 1973 tea
production started declining and by 1981 the tea industry had almost collapsed. As the social and
political environment started to improve after 1981, farmers started to rehabilitate their tea gardens
and production began to increase. The major limitation was now the state of the tea factories. At the
time, the Ugandan government was in the process of liberalising the economy and it was at this time
that the Uganda Tea Growers Corporation designed the Smallholder Tea Development Programme
which consisted of two projects. The Green Leaf Project and The Tea Factory Project.
The objectives of the programme were as follows:
Assist the smallholder farmers to take control of the factories to which they delivered their
green leaf
Create an attractive investment environment for the medium and large scale farmers
Improve extension services
Improve the technical efficiency and capacity of the tea factories
The total value of the programme was US$ 45.89 million, jointly funded by the European Union (EU)
and the Ugandan government. The EU funded US$ 36.14 million of which US$ 10.14 million was
from the Stabex 1991. The Ugandan government funded US$1.95 million and the rest (US$ 7.8
million) was funded by the tea factories and the growers. Stabex was created in 1975 as a
stabilisation system that offered ACP members funds to finance their agricultural sectors when they
encountered serious difficulties emanating from shortfalls in export earnings, whether these were due
to lower world prices or natural disasters.
As a result of the Smallholder Tea Development Programme, the Igara Tea Growers Factory Limited
was incorporated in 1995 as a public company with restricted ownership to bona fide tea farmers with
a signed green leaf supply contract. To promote private business interest among the farmers, the
shares are allotted during the production season on the basis of one share for every 500 kg of green
leaf delivered. At the end of the season the farmers indicate their intention to purchase the allotted
shares and how payment will be made. In some instances, the farmer will have provided the factory
with an instruction to make a deduction to cover the payment for the shares. Finally the board of
directors approves the shares transfer to conclude the share purchase. The principal goal of the
company is to buy green leaf tea, process it into black tea and sell the black tea on the local and
export markets.
This programme included three other tea factories, Kayonza in Kanungu and Mabale and Mpanga in
Kabarole District, located in western Uganda, the main tea growing area.
As part of the programme, a management company was established to manage all the four tea
factories. However, at the completion of the programme the tea factories opted to carry out their own
management while Igara and Kayonza opted to create the Uganda Tea Development Agency Limited
(UTDAL) which oversees the management and marketing of tea from their regions.
UTDAL is wholly owned by Igara and Kayonza tea growers factories on a 50:50 basis. Each
shareholder appoints 2 directors to the UTDAL board and the fifth director is independent. Below is a
high level schematic diagram of the ownership and management relationship.
Igara and Kayonza growers tea factories, clearly understand the importance of appointing well trained
and proficient managers to ensure sustainability. This has been achieved through the management
company, UTDAL that provides the management and secretarial services to the 2 factories.
The ownership structure of UTDAL implies that there is no third party involved in the ownership or
management of the tea factories. This addressed the sensitivity associated with the involvement of
3. 3
third parties in the management of (Farmer Organisations) FO businesses. However FOs ought to
seriously consider and adopt the option that generates the best financial and social returns.
Figure 1: High Level Organisational Structure
The management company provides strategic leadership, day to day management, marketing,
company secretariat services and engineering. The senior management positions at the factory such
as Group Manager, Field Manager and Factory Manager are held by employees of the management
company. This has had the benefit of ensuring clear business principles and separating ownership
and management as a number of the employees have their roots in tea through their immediately
family.
Igara’s Journey to success
The board
Igara Growers Tea Factory Limited has a board of 9 elected members. The board is managed on a
rotational system for continuity. Board members are elected to represent specific areas within which
they farm. This process has been running since 1995 with the support of the project and was entirely
taken over by the farmers when the project came to an end in 1999 while the management company
under the project wound up in October 2001.
Figure 1: Igara Growers Tea Factory
Uganda Tea Development Agency
Limited (UTDAL)
•2 Directors from each shareholder
•One independent
Igara Growers Tea
Factory Limited
•9 Directors
Kayonza Growers
Tea Factory Limited
•7 Directors
50%50%
Two DirectorsTwo Directors
Manages all operations at Igara, Buhweju and Kayonza
4. 4
Stakeholder engagement
Maintain relationship with the farmers through regular engagement. The production areas are divided
into zones in which the board members are elected. It is through these zones that the communication
and interaction with the farmers is managed.
External support
Igara lobbied and attracted government support. During 2008 Igara obtained government support for
the Buhweju factory in the form of a grant to cover all the buildings valued at US$ 2.4 million. The
government also supports the development of planting material through support to farmer managed
nurseries.
Figure 2: Buwheju Growers Tea Factory
Production capacity
Igara currently has a green leaf production of about 34 million kg per annum valued at approximately
US$ 7.2 million in the local economy. This is driven by the US$ 21 cent per kg of green leaf paid to
the farmers which is influenced by the prices attained for the made tea and overall management of
the production and marketing costs. The most significant growth in production at Igara has taken
place after the Tea Factory Project. This clearly shows that the farmer owners have taken on the
challenge to grow their business.
Figure 2: Igara Growers Tea Factory Production Trend
-
5
10
15
20
25
30
35
1994 1996 1998 2000 2002 2004 2006 2008 2010 2012
MillionsKg
Green Leaf Made Tea
5. 5
Membership
Igara has seen its farmer membership increase from about 4,000 farmers to 6,880 farmers between
1995 and 2013. This has to a large extent been driven by the value of green leaf which can only be
accessed by bona fide tea farmers. There has also been a marked increase in new generation
farmers - the young farmers who have completed their education. This is depicted in the increasing
size of the average tea gardens. Previously tea gardens averaged about 2 acres but this has
increased to an average of 4 acres.
Community engagement
This has been attributed to the recognition given to the farmers, both new and old farmer, and in
some instances some farmers are recognised posthumously. This has enabled the company to
remain connected to the families of the deceased farmers and maintain its attachment to the older
generation of farmers. The company takes its presence in the community seriously and endeavours
to remain associated with the farmers and thus its eco-environment. A condolence message and
support is given by the company to the family of every deceased shareholder and this has had the
effect of showing how caring and connected the company is within the community. This holds the
attraction to join or remain connected with the company.
Farmer support
Igara provides a credit facility to the farmers for inputs such as fertiliser, herbicides and spray pumps.
Extension services are also provided by the factory with the most experienced staff assigned to the
new production areas as a way of supporting the farmers and ensuring success in expanding the area
under tea.
As an incentive, dependent on availability of funding, some lead farmers are taken on study tours to
Kenya or Rwanda to visit and learn from other tea farmers and seek new methods to improve their
current operations. Local tours to a garden of the lead farmer in a village are also organised as part
of the training approach.
The company also holds an annual farm management competition as an incentive for good
agronomic practices. The winning farmer is rewarded with a prize that will enhance his farm, such as
fertiliser, herbicides, etc.
Achievements of Igara Growers Tea Factory as a farmer-led business
There is a high level of accountability to the farmers
Previously led by other farmers, emphasis is on adding value to what is already in place
Made significant improvements to the business such as improved internal control systems
Payments to the farmers are significantly high. This includes the first, second and bonus
payments.
The turnover and profitability of the factory is increasing.
Increased the capacity of the factory from 86,000 kg in 1995 to the current 100,000 kg per
day
Established and invested in a subsidiary tea factory, the Buhweju Growers Tea Factory
Challenges within this Business Model
Imbalance between financial and social objectives
The lack of training in business skills is closely related to how the company strikes a balance
between the financial and social objectives of the companies. As farmers themselves, and
elected representatives of the wider farmer groups for a specific zone, the directors may feel
pressured to serve the needs of the farmer so to appease their members and guarantee re-
election as directors as opposed to focusing on ensuring that the company is building
reserves and securing investments for planned expansions.
Green leaf price
The green leaf price determines the farmers’ revenue but also determines the business’ cost
of raw material. Clear business principles are required to manage this and keep the cost of
6. 6
production and thus the profitability at acceptable levels in comparison to the growth in
turnover.
Mixing personal and business interests
There is no little distinction between the farmers and business. The farmers expected their
children to be employed with the added challenge when the farmer was also an employee.
However, this has to a large extent be managed by putting in place a well-defined system.
The farmers’ family members may be employed on merit through the formal recruitment
process.
Maintaining transparency in management
The Igara board endeavours to ensure that it creates an environment in which the board and
management can operate without fear and with a clear basis on which the decisions are
based. The key goal is to ensure that the managers do not feel threatened when the board
members change.
Separation of powers
This also applies to managing the board to ensure that the board does not take on the day to
day management responsibilities. It is important that farmer organisations and farmer led
businesses ensure that all actors i.e. the farmers, management and the board of directors all
understand their boundaries.
Challenges faced by Igara Growers Tea Factory
Poor road infrastructure
This affects leaf handling, the quality of made tea and the cost of delivering green leaf and
inputs. This also has a negative influence on the costs of transporting the made tea to the
markets.
High labour costs for the farmer and the factory
This is associated with the fact that the area is rich with regard to agricultural resources and
therefore people are not motivated to work for food. Therefore the labour wage has to be
high in order to attract labour onto the farm or factory.
Delays in services that should be provided by government
Extension services and research in tea which should be provided the government are poor
and slow. The farmers continue to experience delays in input supply though the company
continues to support and subsidise the supply of inputs. The subsidy is in the form of interest
not charged on input credit and transport costs.
Lack of regulation of the tea sector
The tea sector does not have a well-defined and outline policy. Construction of tea factories
targeting smallholder tea remains common and this in the future will bring into question the
profitability of the factories but also the sustainability of farmer profitability as control of the
value chain is lost.
Timely activities and reward of the farmers
If the farmer is paid well, they expand their activities by growing more tea. If the farmer is not
paid, not profitable or not paid in time he or she is discouraged and has no incentive to
produce more.
Replication of Business Model
This business model gives Farmer Organisations an option to attract business and
management skills not available within the farmer environment while according the farmer the
opportunity to remain in control of his destiny. Having a management company in place
brings the opportunity of combining farmer organisations in different activities under one
management company permitting the sharing of some service and thus lowering fixed costs.
7. 7
Acknowledgment
A special word of thanks and appreciation goes to the Igara Growers Tea Factory Board of
Directors and management for the support in publishing this article. Their willingness to share
the business model and experiences in facilitating farmer businesses offers valuable
knowledge for other farmer organisations.
The ACP-EU Technical Centre for Agricultural and Rural Cooperation (CTA) believes sharing
farmer experiences will go a long way in giving farmer organisations a different perspective to
how the business can be managed.
References
Byarugaba, Ignatius (2014). General Manager, Uganda Tea Development Agency, Meeting
at Kampala Offices, Kampala. Uganda. 5th June 2014.
Kajubu, Eustarius (2014). Factory Engineer, Uganda Tea Development Agency, Meeting at
Igara Offices. Uganda. 10
th
June 2014.
Muguzi, Arthurp (2014). Chairman Board of Directors, Igara Growers Tea Factory, Meeting at
Uganda Tea Development Agency Offices, Kampala. Uganda. 5th June 2014.
Mutabaruka, Kenneth (2014). Company Secretary, Uganda Tea Development Agency.
Meeting at Kampala Offices. Uganda. 7
th
June 2014.