Development projects in Nepal

<p>Kamdhenu Dairy Development Cooperative is a farmer led organization in the eastern part of Nepal with a dual membership model. Membership is open for primary cooperatives (45) and also for individuals (230). Members come from the entire supply chain of dairy products: dairy farmers & cooperatives for milk supply staff members of the cooperative for processing & distribution and retailers for the sale to consumers. About 10.000 (small) dairy farmers are indirect members of the cooperative and deliver milk to the cooperative. <br>The cooperative provides two main services to the members: dairy processing and financial services. Since April 2016 a new Board of Directors and Audit Committee was elected. The daily operation is managed by a management team with both experienced and junior managers. Since April 2016 the previous Finance and administrative officer is taken up the position as interim general manager.<br>The current product portfolio includes milk yoghurt ghee paneer khoa and butter selling around average 14.000 litres per day with some seasonal fluctuations. Production of milk is around 14.000 liters per day in line with the sales. Market opportunities are good . <br>The capacity of the current factory is 25.000 litres large enough for the coming 2 years to handle the current production. Aim is to grow in two years time towards 22.000 liters a day. This will require cleaning up and rearranging of the current factory requiring limited investments only. A clear strategy and focus on the implementation of the strategy will help KDDC to make a gradual grow and get ready for the possible next step: moving and expanding the processing factory after 2 years time.</p>

Organization

Stichting Agriterra

Budget

— · not reported

Timeline

Jan 1, 2016 → Dec 31, 2016

Coverage

Nepal

<p>Strengthening JCCU in providing sustainable services to its members.</p>

Organization

Stichting Agriterra

Budget

— · not reported

Timeline

Aug 1, 2016 → Dec 31, 2016

Coverage

Nepal

<p>CTCF has two main objectives; sustainable services for members and effective lobby and advocacy for better representation and access to funds. This is clearly formulated in the stategic plan 2015-2018 of CTCF. It is expected that in the coming 2-3 years CTCF will be able to fully cover its own overhead costs; provide quality services as a service provider to third parties (and generate an income from this) able to attract government support (either fianncially or services) for its members and provide facilitating services to member cooperatives in the field of marketing of tea.</p>

Organization

Stichting Agriterra

Budget

— · not reported

Timeline

Jan 1, 2016 → Dec 31, 2016

Coverage

Nepal

Tinjure Tea Farmers Cooperative Society Ltd. is a tea farmers primary cooperative (PC) with 245 members (33% women) located in Tinjure village, Ilam district. The organization is specialized in the collection, processing, and marketing of the fresh tea produced by their small-scale member farmers. Tinjure was founded in 1994 and is the oldest tea cooperative in the country. It has a small processing factory with a maximum capacity of 800 kg per day. In September 2016 Tinjure and the Dutch tea buyer Maas International expressed their interest to start an export program where Tinjure under the support of Agriterra and CTCF would export packaged 2-gram tea bags to the Netherlands. In 2016 and 2017 major progress was booked in realizing the ambition, such as Rainforest certification, construction of tea packaging room, import of all machinery and packaging materials, packaging staff (all women) trained, test packaging and shipment of 138 kg tea, and further professionalization of the organization in terms of financial management and business planning. Early 2018 the product will be officially launched and be for sale in the Netherlands. It is expected that the total demand in 2018 will increase to 220 kg packaged tea. Therefore, the 2018 Action Plan will further focus on facilitating this growth in terms of organizational capacity, and export handling. In 2017 Tinjure also for the first time in several years made a profit on the overall business of 1.5 Million NPR. The goals for 2018 is to see a further increase to at least 1 million NPR. Therefore, the total capacity of the factory need to be utilized to a larger extend (from current average of 107 kg per day to a minimum of 200 kg per day) and that requires the buying of more fresh tea leaves from the members. In the financial year 2016-2017 the total fresh tea leave intake was 27.868 kg and this is expected to rise to 48.000 kg in 2017-2018. To increase tea leave intake, the cooperative needs a working capital loan of 1 million NPR in order to pay the farmers on time. The projects contract period will be from January 1 to 31 December,2018. The activities in the project will contribute on increasing tea export. Firstly, the financial budget will be prepared for 2018 to know the tentative expenditure in the yearly activities. There will be continuous support in paying salary to account and field supervisor which will contribute on making financial data and services to the members up to date. Moreover the activities will focus on RFA standardization training and finding local resources for packaging of tea. The goals of this project are as below Export of 220 kgs. of packaged tea to the NetherlandsIncrease in profit of cooperative by 1 million Maximize the average production of product from its current average of 107 kgs to 200 kgs. Increase in leave intake from its current intake of 27.868 kg to 48.000 kgRealization of 1 million NPR working capital for making payment to its members.

Organization

Stichting Agriterra

Budget

— · not reported

Timeline

Jan 1, 2018 → Dec 31, 2018

Coverage

Ilam, Koshi

Nepal vegetable production in 2016 was about 4 million MT produced on 280.807 hectares where the average production per hectare was about 14 tons. This is significantly lower than in developed countries. In Nepal there is an increasing number of people living in urban areas that depend on fruit and vegetables being produced in the rural areas. At the same time, the available land to produce vegetables is limited and the productivity on this available land is very low as farmers do not use proper techniques. This has for instance compelled the infinite use of hazardous chemical pesticides for increasing productivity, especially in producing vegetables. The farmers are furthermore not aware of using the right quantity and quality of fertilizer. The use of chemical fertilizer and pesticides develop resistance power of many insects/weeds against those pesticides. For instance, white grubs are among the difficult insect pest in Nepalese agriculture to control. The major reason to arise this insect pest is due to applying of immature manure from livestock to the field. The consumer’s awareness for quality vegetable production is increasing so the vegetable growers now need to find new and alternative methods to earn more with less investment, safe and hygienic vegetable production at the same time. The commercial vegetables farmers are converting into greenhouse for tackling these challenges. With large population of working age population going abroad for work, Nepal faces an acute shortage of labour as well. With more use of modern equipment and mechanisations, the high cost of production can be lowered along with the quality of the produces. With the use of modern inputs from greenhouses to high quality seeds already available in the local market, the efficient use of fertilisers is imperative for good crops. The use of drip based fertigation system is unheard of in the farmers circle. They have start using it to enhance their product quality. Agriterra believes that those commercial farmers who grow for the market only have future and sustain in the long run. Through this proposal Agriterra in Nepal wants to express its interest to support leading conventional and larger commercial vegetables farmers in increasing quality productions and productivity through capacitating them in production and application of compost fertilizer and fertigation techniques. Result 1 (R1): 20 Commercial vegetable farmers identified in Makwanpur district ActivitiesA.1.1 Identify 20 best commercial vegetable farmers within the network of District Agricultural Cooperative Union (DACU) MakwanpurA.1.2 Develop profiles of the farmers according to their skills, good practices, knowledge, production and other characteristics Result 2 (R2): Strengthened capacities of the selected farmers in producing and application of bio-compost fertilizers Activities:A.2.1 Recruit Agricultural Junior Technical Assistance (JTA) for providing coaching on producing and application of bio-compost fertilizers according to soil conditions and nutrition requirement of the productsA.2.2 Conduct training for the farmers on producing and application of bio-compost fertilizers Result 3 (R3): Selected farmers become resource person for providing training/coaching on producing bio-compost fertilizers Activities:A.3.1 Develop cases of the selected farmers A.3.2 Disseminate information of the selected farmers in the network. Result 4 (R4): Strengthened capacity of green house vegetables growers in fertigation techniques Activities:A 4.1 Identify 20 big green house vegetables growers outside the network of DACU Makwanpur who have greenhouse and drip irrigation systemsA4.2 Conduct training for the green house farmers on fertigation techniques A4.3 Organize exchange visit program of the greenhouse farmers to India. Result 5 (R5): Network developed between selected commercial vegetable farmers and greenhouse farmers. Activities:A5.1 Conduct exchange visit program of commercial vegetable farmers and greenhouse farmers.A5.2 Conduct interaction program between commercial vegetable farmers and greenhouse farmers. Strengthened capacities of the selected farmers in producing and application of bio-compost fertilizers Selected farmers become resource person for providing training/coaching on producing bio-compost fertilizers Strengthened capacity of green house vegetables growers in fertigation techniquesNetwork developed between selected commercial vegetable farmers and greenhouse farmers

Organization

Stichting Agriterra

Budget

— · not reported

Timeline

Apr 9, 2018 → Jun 30, 2019

Coverage

makawanpur, Bagmati

SFACFL Makwanpur provides services to its members with the main aim to improve the income of the farmers. In 2017, the coordination between Agriterra, DAF and ENZA resulted in initiation of marketing of three products: turmeric, maize flour and honey with the brand name of "Kisan ko" (literally means farmers') on behalf of six primary cooperative with the expectation of better price to farmers and generating more income to DAF. With technical support from ENZA Zaden, DAF also supported three member cooperatives to improve local seeds of broad leaf mustard, hot pepper and black beans. DAF has a goal of moving from donor dependency to generating sustainable own source of income through internal capitalization and marketing. With this goal in mind, the focus on 2018 will be to scale up the marketing of agricultural products and seeds which benefits large number of farmers. Agriterra will support the federation through Business plan development for the retail outlets, marketing and promotional activities via business development manager including the collaboration with ENZA to improve quality of seeds on broad leaf mustard, black beans and hot pepper. In order to support the goal of financial sustainability and improved agribusiness servicess to its members, Agriterra and DAF in collaboration of ENZA will carry out the following activities in 2018: 1. Support from Agriterra to BDM who will act as market representative for DAF and creat market linkages with multiple wholesellers, retailers, cooperatives and traders and play the lead role to carry out several promotional activities, 2. Assist DAF to develop business plan for their retail outlet with clear targest, required investment and projection of future cash flows, 3. Agripool assignments that include coaching and technical advice to seed growers farmers at Bajrabarahi, Goganane and Namtaar and Workshop on business plan development, marketing and investment need required per cooperatives for materials, working capital, branding and marketing 4. Support in processing, packaging and marketing of seeds. The goal of the project is that the federation becomes financially sustainable through the marketing and sales of Turmeric, Honey and maize flour. The expected outcome at the end of 2018 is that SFACFL Makwanpur is able to sell at least 10 tons of Turmeric, 8 tons of honey and 20 tons of maize and the initiation of seeds marketing.

Organization

Stichting Agriterra

Budget

— · not reported

Timeline

Dec 5, 2017 → Dec 31, 2018

Coverage

makawanpur, Bagmati

Shree Dumarwana Milk Producer Cooperative Limited (SDMPCL) was established in 1996. The cooperative does the function of collection of milk (around 8.500 liter per day, planning to increase to 10.000 liter per day by the end of 2018) and also do the function of credit and saving services from its 1995-member farmer households. The cooperative does chilling of milk and supplies bulk quantity to other dairy processors in and around Kathmandu and process in small volume to produce and market pasteurized milk, yogurt, soft cheese, ghee and ice-cream. Agriterra is partnering with SDMPCL since 2016 with a goal to increase the profitability of dairy business so as to provide good price to members milk. The cooperative realized that 1/3rd of its profit comes from retail sales after the market assessment conducted with Agriterra. The goal of increasing productivity and profitability of dairy business will be achieved through 1) Investing in new dairy plant with the support from government fund (Nrs 8.700.000), 2) Increasing sales and marketing of the processed dairy products from 800 to 2.300 lit/day, 3) Developing Strategic and Business Plan of the cooperative, 4) Developing Business Plan for Commercial farmers, and 5) Establishing a feed factory in order to provide quality feed against affordable prices to the members. The cooperative is building a new dairy processing factory for the sustainable business. They realized the profit coming from retail supply of milk is very high compared to other business. This year they are more focused on retail sales where they put the target sales of 2300 lit/day. Marketing promotion and hiring of marketing manager will support in increase retail sales. Furthermore, the business plan will support in making good plan to achieve the targets. Moreover, the cooperative is also concentrated on consistent or increase supply of milk from the farmers. The Agripool assignment will support the producer farmers in producing more milk in efficient way. Follow up of the farm activities can be done by the extension worker to make to more efficient. The goal of SDMPCL is to increase profit of the dairy business which ultimately provides good price for the milk produced by its member farmers.

Organization

Stichting Agriterra

Budget

— · not reported

Timeline

Feb 14, 2018 → Dec 31, 2018

Coverage

Kathmandu, Bagmati

Rupa Lake Restoration and Fishery cooperative (RLRFC) was established on 14th March 2002 with 36 members with the objective of rehabilitating the Rupa Lake to its prior state, generation of income for its members through sustainable fishing and conservation of local diversity. Currently the cooperative has 772 members and 19 staffs and is producing 51000 kgs of fish yearly. The cooperative has its own nursery and hatchery where they hatch 3 species by themselves and bring in 6 other species from their 40 members who have their own cage culture, fishery research center and Chitwan. In addition to this, the cooperative has started saving and credit service since last 3 years. The cooperative has a strong brand name in the market but is unable to capitalize on it because their supply is not meeting the demand. The cooperative attributes this low production to the weak fingerlings and the practice of not feeding the fish. Their fingerlings have 75% mortality rate that usually occurs during transportation to the lake from various sources, shifting the fingerlings from hatchery to nursery and consumption of the fingerlings by indigenous fish. The cooperative also avoids feeding the fish in the lake because they are afraid it might have negative impact on the bio-diversity, although no studies have been performed and they aren't restricted by government to practice feeding. The cooperative currently lacks direction in absence of a strategic/business plan. After the assessment the BHAG developed is increasing the production by 100% i.e. from 50000 to 100000 kgs in 2 years’ time while protecting the bio-diversity of Rupa Lake. The biggest challenge that the cooperative is facing is on strategic direction and increasing the production therefore RLRFC and Agriterra will mainly focus in this action plan on developing a business strategy and increasing production to meet market demand. For the year 2018, the project plan is to work with RLRFC on: Developing a 3 year strategic plan, Student research on feeding practice, its effect on productivity and bio-diversity and study on current amount of fish in the lake as well as future potential to increase the amount in a sustainable wayAgripool assignment focussing on ways to reduce the mortality rate of fingerlings and increase productionParticipation in Agriterra Internal Capitalization workshopImplementation of action plans as a result of different actions and At the end of 2018 analyze the audited financial report of the cooperative to identify changes in the performance as a result of coordination with Agriterra The BHAG developed with RLRFC is increasing the production by 100% from 50.000 to 100.000 kgs in 2 years’ time while protecting the bio-diversity of Rupa Lake.

Organization

Stichting Agriterra

Budget

— · not reported

Timeline

Feb 28, 2018 → Dec 31, 2018

Coverage

chitawan, Bagmati

Prithvinagar Small Farmer Agriculture Cooperative (PSFAC) is located approximately 10 km South of Bhadrapur close to the border with India. It focuses on the processing and marketing of tea produced by the members. Besides tea processing and marketing the cooperative is also involved in the business of savings and credit services to its members.The cooperative was established in 1995 in response to promote the production of tea by smallholder farmers, as the land in the area is very suitable for tea production. The cooperative started with only 25 members and 1250 NPR shared capital. Now, the cooperative has 2146 members and shared capital of 18.9 million NPR. Until 1999 the cooperative only collected tea leaves from its members and sold it unprocessed to a private tea factory. However, the prices offered by this factory where relatively low and there was no timely payment. Therefore, the cooperative created in 2009 the ambition to invest in its own processing factory. The large tea factory was built with government funding support. Total investment was 80 million NPR, of which 30 million government grant, 20 million loan SKBB (5% interest) and 30 million share capital of the members. Tea processing is new for PSFAC. So far the business has not created significant profit (0 in the 2016-17 fiscal year). PSFAC believes it can increase profit if it can optimize the efficiency of the factory and strengthen its capacity in marketing of the processed tea. By the end of 2018, through the collaboration with Agriterra, the cooperative strives to have its profitability of the tea factory increased with 5%. The partnership will work on constraints that were limiting Prithivinagar to scale up the processing activities and provide maximum returns to their members. On this basis, one of the main activities will be to develop a production plan and integrate it with the marketing plan. The activities will also include strengthening their supply and establishing linkages with different marketing channels to ensure maximum sales. To realize the improve marketing, Prithvinagar will recruit a marketing manager, who develops a marketing plan for the cooperative. Similarly, a student intern will do market research in close coordination with marketing manager to develop an effective marketing plan. For improvement in production activities, a consultant from Indian tea board will assist the cooperative in making an effective production plan. Provide better returns to tea member farmers by increasing efficiency of tea factory and improving marketing channels.

Organization

Stichting Agriterra

Budget

— · not reported

Timeline

Nov 23, 2017 → Dec 31, 2018

Coverage

Nepal

Nepal Agricultural Cooperative Central Federation Limited (NACCFL) is a central level umbrella organization of Small Farmer Agricultural Cooperatives (SFACLs) and Agricultural Cooperatives. Besides its regular activities, it has also been supporting technically and through lobby for its member cooperatives for accessing grants from different stakeholders. In 2017, the collaboration of Agriterra and NACCFL focus on roll out, coaching and effective use of FACT methodology in the policy lobbying and advocacy. Furthermore, Agriterra introduced the concept of youth council and governance training to NACCFL . As an output NACCFL and member organizations developed the lobby and advocacy skills, and have access to more government and donor grants. And has formalized electronic database which has supported in formalizing policy and lobby. NACCFL has been taking lead role in implementing FACT tools in Nepal and was able to realize NPR 42.5 million from ministry in 2017. This project aims further strengthen the lobby and advocacy capacity of NACCFL through developing a self-sustaining service unit within NACCFL, that particularly provides support to its members on lobby and advocacy through proposal writing and policy advocacy based on the FACT methodology. NACCFL has planned to establish Advocacy and Lobby Unit (ALU), the unit will support SFACLs to develop grant proposals in response to different calls and also lobby for the grants, and lobby with governement/development authorities to create enabling environment by changing policies in favour of agriculture cooperative. This unit will constitute of 4 experts and also work in close collaboration with government agencies and development organizations. From the service, this unit will charge nominal fees which will ultimately help it to be self-sustained. Through this unit and project, at least proposals worth NRS 200 million will be applied to different donors/stakeholders. Out of which at least 40 percent (or proposals worth NRS 80 million) will be successful till July, 2020. The goal of this project is :Generate income for NACCFL by providing proposal writing service to member cooperatives through its Advocacy and Lobby Unit (ALU)Create favorable environment for cooperatives by submitting advocacy/policy paper to the government authority.

Organization

Stichting Agriterra

Budget

— · not reported

Timeline

Feb 19, 2018 → Dec 31, 2018

Coverage

Nepal

The cooperation of Agriterra with LDMPCUL started on May 2016 with cooperative assessment. Agriterra supported LDMPCUL in developing a strategic plan, and strengthening institutional capacity within the cooperative and financial management. LDMPCUL has developed a 10 years business plan which gives clear overview of consumer demands, sales channels, product diversification, marketing strategies, and capital requirement. The total estimated capital requirement for completion of dairy processing plant is NPR 70 million. Out of which, LDMPCUL received NPR 20 million from government and it is yet to receive NPR 9 million from the government. So far, LDMPCUL generated NPR 16 million from own equity. There is still a remaining capital requirement of NPR 31 million for completion of the processing facility. On top of that, LDMPCUL also needs to generate financial resources for working capital. LDMPUCL should ensure the commitment from primary cooperatives for delivering of enough milk so that the processing facility run in optimum capacity. The proposed action plan for 2018 has been developed based on results achieved in 2017, and discussion with BoD and management team to cope the challenges on generating capital from internal and external sources. The proposed activities are expected to generate NPR 40 million from internal capital and external financing in 2018. The proposed activities also provide guidelines for operation of the dairy processing plant. The overall objectives of 2018 are to generate capital for the completion of construction of dairy processing plant and develop institution capacity for operation of the plant. Specific Objective 1 : Generate Internal capitalActivity 1.1 Conduct workshop with BoD and management team on preparing documents for internal capitalizationActivity 1.2 Prepare agreement/ documents to collect capital from membersActivity 1.3 Communicate with member cooperatives (committee / board) about dairy processing plant and investment needs Specific Objective 2 : General capital from external sources Activity 2.1: Workshop to share the business plan with financial institutions, concerned government organizations and support organizationActivity 2.2: Submit proposal to five financial institutions and concerned government organizationsSpecific Obective 2: General External Capital Specific Objective 3: Develop institutional capacity Activity 3.1 Training on preparing milk processing and quality management manual/guidelinesActivity 3.2 Coach board members, management team and financial staff on financial management Activity 3.3 Mid and final workshop on progress update and develop implementation planActivity 3.4 Submit audit report of 2017/18 and discuss results with Agriterra BAActivity 3.5 Exchange visit to Dumarwana Dairy Producer Cooperative, Bara and Annapurna Dairy Producer Cooperative, ChitwanActivity 3.6 Participate on strategic financial management training The expected outcome is to generate NPR 40 million from internal capital and external financing in 2018. The following goals are sets to achieve the expected outcome. Goal 1: Increased members committed and provided capital to LDMPCULGoal 2: Financial institutions provided required capital to LDMPCULGoal 3: Insitutional capacity development on developing i) Manual on milk processing and quality management developed, ii) strategic financing Plan in line with the specific needs of LDMPCUL and iii) financial management capacity on analysis financial statements and preparing budget.

Organization

Stichting Agriterra

Budget

— · not reported

Timeline

Feb 16, 2018 → Dec 31, 2018

Coverage

Nepal

Kamadhenu Dairy Development Cooperative (KDDC) is a farmer-led organization in the eastern part of Nepal with a dual membership model. Membership is open for primary cooperatives (45) and also for individuals (230). The members of the cooperative are from the entire dairy value chain: producer farmers & cooperatives for milk supply, KDDC's staff members, distributor staffs, retailers as well as consumers. About 10,000 (small) dairy farmers are indirect members of the cooperative and deliver milk either directly to KDDC or through their primary cooperatives. The cooperative provides two main services to the members: dairy processing and financial services. Since April 2016, a new Board of Directors and Audit Committee was elected. The daily operation is managed by a management team with both experienced and junior managers. The current product portfolio includes milk, yogurt, ghee, paneer, khoa and butter, selling around an average 14,000 litres per day, with some seasonal fluctuations. Market opportunities are good. The capacity of the current factory is 15,000 litres as well as is located in the middle of the town and also is not large enough to handle the increasing demand of the dairy products. The cooperative is planning to construct a new dairy factory in a location away from crowded human dwelling with a processing capacity of 50,000 liters/day to fulfill the growing demand for milk products within the end of June 2018. A clear strategy and focus on the implementation of the strategy will help KDDC to run the new factory smoothly and also in smart marketing of the dairy products after 1 year time. In existing condition, KDDC has processing plant of 15,000 capacity in the middle of the town. Also, KDDC has enough raw material, milk, for processing and also there is a big market for dairy in the Eastern part of Nepal. Constructing of new processing plant will help KDDC to grow its market in dairy sector. Visiting of a big dairy plant, like Amul, will help KDDC to get an idea of processing, marketing and branding. Also with the increase in processing capacity, it is also important to become competent in the marketing. Working together with Agriterra, KDDC will develop its marketing capacity. The BHAG for KDDC is to increase the processing capacity of the dairy factory from 15,000 liter to 30,000 liter of milk per day by supporting them in marketing and financial management realized at the end of 2018.

Organization

Stichting Agriterra

Budget

— · not reported

Timeline

Nov 28, 2017 → Dec 31, 2018

Coverage

Nepal

The Junar Central Cooperative Union (JCCU) was established in 2008. It is a federation of 43 Primary cooperatives and 2 district cooperative (Sindhuli and Ramechap) unions representing about 7626 individual farmers. JCCU has the mandate to advise and provide services to the district unions, the primary cooperatives and its members. JCCU is active in networking and lobbying with district, zonal and national government and third parties. Furthermore JCCU initiates, organizes and monitors the investment they are doing on behalf of the members. JCCU is positioning itself more and more as a business partner for the cooperative farmers. JCCU recently invested in a Junar processing plant where Junar is cleaned, waxed, graded and packed and partly processed into juice. Farmers sell part of the Junar directly to the market and partly through their coop to the union for the factory. JCCU has committed itself during a strategic planning workshop to address 3 strategic objectives in the coming 3 years: 1) establishing a modern Junar tree nursery, 2) building the management and governance capacity of the primary cooperatives, and 3) increasing the sourcing and marketing of Junar from the primary cooperatives.In order to ensure a regular sourcing to the factory members must be committed and understand the added value of the cooperatives. The main focus in 2018 is to continue the activities which has remained in 2017. The activities mainly focuses on building members commitment by creating awareness to members on the cooperative principles, governance, providing services to the farmers, networking with other development agencies and reviewing the activities implemented and its outputs. The project will be executed from January-June,2018. The activities in the project mainly focuses on building members commitment by creating awareness to members on the cooperative principles, governance, providing services to the farmers, networking with other development agencies and reviewing the activities implemented and its outputs. To gain members commitment for the smooth operation of farmer led business of oranges and to aware PCs on the role and responsibilities of JCCU and PCs for successful operation of its business.

Organization

Stichting Agriterra

Budget

— · not reported

Timeline

Feb 19, 2018 → Jun 30, 2018

Coverage

Ramechhap, Sindhuli

The Dumarwana Small Farmer Agriculture Cooperative Limited (DSFACL) is located at the central region of Nepal, in Bara district. In 1997 the cooperative was registered with 454 members and grown to 9.572 members in April 2017. Out of total members, about 8.000 are rice farmers. The livelihood of members largely depends upon the income of paddy. There is demand from members to invest in a rice processing plant and market rice on behalf of the members. DSFACL already purchased the land and constructed a building for the rice processing plant. DSFACL is currently exploring options to finance the investment. DSFACL could gain regular source of income from agri-business other than financial services. During the company assessment in April 2017, it was realized that Agriterra can add value in their envisioned plan of running rice processing plant which gives more marketing opportunities and better prices for all their members. The cooperative should focus on organizational development and development of rice processing business. This is expected to results in the realization of the paddy processing factory and a yearly processed volume of 15.000 ton paddy by end of 2019. The project plan focused on the business, finance, and organisational of the cooperative. DSFACL will take lead and Agriterra will support in implementing the action plan.Business development: conducting a workshop about the new business plan with representatives of the five service centres, government and financial institutions. Thereby DSAFCL will get to know about possibilities and commitment of the stakeholders and members. The overall goal is the sustainable establishment and growth of cooperatives’ businesses in the Quang Nam around the Green Annamites area; leading to profitable and solvent farmer-led business.

Organization

Stichting Agriterra

Budget

— · not reported

Timeline

Jun 14, 2018 → Dec 31, 2018

Coverage

Bara, Madhesh

Agriterra and CTCF have been cooperating on different fields since 2012. From its inception in 2010, CTCF has developed into a cooperation with 99 member coops (representing 6000 tea farmers) with a combined market share of 25% in the orthodox tea in Nepal. CTCF has become a strong and well known federation both internally as well as in the field of lobby and advocacy and service provision to its members. The cooperation between Agriterra and CTCF in 2017 had an evaluative character. Since many new tea processing factory has been estalbished ,CTCF realized that marketing is one of the major challange of cooperative and it is high demand by members. Most of the tea produced has been in the hand of middleman paying low price to the farmers, the farmers are not getting fair share of price. To tackle with this condition it was realized by CTCF to develop market so as to minimize the monopoly of the middleman. null 1. Attain optimal operational efficiency for MCCMCU to break-even 2. Professionalize further the governance and financial management to support the goal to break-evening 3. Deepen the marketing knowledge within MCCMCU to be able compete for the global export market. 4. Re-align the strategic objectives of MCCMCU for the next three years for them to be able to deliver value to its members.

Organization

Stichting Agriterra

Budget

— · not reported

Timeline

Feb 20, 2018 → Dec 31, 2018

Coverage

Nepal

Agriterra started collaboration with BSFACL in 2016. In November 2016 and March 2017, Agriterra provided advisory missions to BSFACL in conducting value chain analysis of potatoes and developing market strategies for graded potatoes in terms of size and quality. BSFACL found a clear need for investment which seems feasible and realistic in the potatoes sorting, grading and packaging. With support received from HortiNova and own capital, BSFACL constructed the steel truss for potatoes storage and potatoes grading machine. BSFACL has tested market of graded and package potatoes in September and October 2017. BSFACL has graded 20 tons of potatoes and sold with packaging in Kathmandu, Chitwan, Hetauda and Birgunj cities in the pilot phase. BSFACL was able to give average of Rs.10 more than the prevailing market price. The response from the market was positive from consumer side. In year 2017, BSFACL has invested much time in testing market, and developing marketing strategies and business plan. Now, BSFACL is doing preparation to do potatoes business in large quantities in 2018. BSFACL is focusing on developing the market network and sales channels for continuous supply of graded potatoes. The proposed activities are developed based upon experiences from 2017 and discussions among BSFACL and Agriterra to upscale the potatoes marketing through cooperative which ultimately benefit the members The objective of action plan 2018 is to upscale the potatoes marketing through cooperative which ultimately benefit the members. Other objectives are: Specific objective 1: Professionalize cooperative potatoes marketingActivity 1.1 Workshop on developing cooperative marketing guidelines and revised business plan based upon experiences of 2017 (In line with A.2)Activity 1.2 Set up separate management team and account for potatoes businessActivity 1.3 Digitize data of the potatoes production quantities, types, qualities and harvesting time of 150 commercial famers.Activity 1.4 Assessment to explore the possibilities on expanding potatoes business through visiting wholesalers (15), retailers (15) and cooperatives (20)Activity 1.5 Orientation program with 150 commercial farmersActivity 1.6 Meetings of representative of BoD, marketing sub committee, manager and BDM officerActivity 1.7 Workshop and field visit on market assessment and developing branding/market positioning plan Specific objective 2: Support in processing and handling of potatoes gradingActivity 2.1 Purchase Conveyor for Potatoes Grading Specific objective 3: Improve quality and production of potatoesActivity 3.1 Workshop about new variety of potato with technical support from Nepal Agricultural Research CouncilActivity 3.2 Farmer field school for potato production Specific objective 4: Improve financial management capacityActivity 4.1 Follow up on action plan of basic financial management trainingActivity 4.2 Submit audit report of 2017/18 and discuss results with Agriterra BAActivity 4.3 Participate on Agriterra strategic financial management training BSFACL has set the goal of 100 ton sales of graded potatoes with packaging and own logo in 2018. Other expected outcomes to support set goals are: Functional potatoes business with clear operational guidelines, and developed operational and financial plan for potatoes businessIncreased marketing skills and plan for branding and marketing of potatoesIncreased the performance of the grading machine through feeding of potatoes automaticallyAdopted new way and techniques of potatoes farmingImproved financial management

Organization

Stichting Agriterra

Budget

— · not reported

Timeline

Dec 5, 2017 → Dec 31, 2018

Coverage

chitawan, Kathmandu

Mapping of potential new clients in Nepal and the assessment of potential new clients in 2018. Expected: All desk work related to scoping, assessment, and study tours 2-3 scoping rounds 4 cooperative assessments, 2 organisation assessments, and 1 study tour 3 consultancy assignment 3 networking events/personal development Mapping of potential new clients in Nepal and the assessment of potential new clients in 2018.

Organization

Stichting Agriterra

Budget

— · not reported

Timeline

Sep 27, 2017 → Dec 31, 2018

Coverage

Nepal

To characterize the microbiome of pregnant or lactating women after nutritional supplementations to improve maternal and infant outcomes

Organization

Gates Foundation

Budget

USD 770K

Timeline

Aug 8, 2023 → Jun 30, 2027

Coverage

Nepal

to ensure strong use of the data generated by the 50x2030 vision. of GPSDD Data Use Support to 50x2030 from 09/11/2024 to 03/31/2026. Grantee name: United Nations Foundation.

Organization

Gates Foundation

Budget

USD 21K

Timeline

Sep 11, 2024 → Mar 31, 2026

Coverage

Nepal

SI’s alumni network brings together former participants from OECD/DAC countries and individuals who have studied in Sweden, aiming to strengthen their capacity to contribute to sustainable development and economic growth in their countries and regions. SI supports these networks through materials, digital communication, and connections with Swedish actors and foreign missions. The Sweden Alumni Academy offers activities that build competence in areas such as green transition, innovation, entrepreneurship, and leadership. SI also provides strategic and financial support to foreign missions for alumni relations through the Sharing Sweden platform. SI Alumni Academy 2024: 1) SI Mentorship Programme for Global Professionals 2) Scholarship for participation in the Nobel Prize Teacher Summit 3) SI Alumni Capacity Boost and 4) Sweden Talks: seminar series and a master class on the theme of sustainable entrepreneurship. In 2025, the offerings include: Capacity Boost, scholarships for participation in the Nobel Prize Teacher Summit, Sweden Talks (seminar series and master classes on sustainable entrepreneurship and leadership), and Impact Lab, which provides professional coaching, peer learning, and tailored resources to initiate or develop change initiatives.

Organization

Sida / Sweden

Budget

— · not reported

Timeline

Jan 1, 2024 → Dec 31, 2027

Coverage

Nepal

The overall objective of the program is to strengthen the resilience of people and communities to crises, and their capacity to recover afterwards, and to reduce the risk that people and communities are affected by crises and disasters. A novelty of the new agreement period is that three country-projects (Afghanistan, DR Congo and Myanmar) are offered multiyear financing as they are protracted crises with a need for preidictable finansing to secure necessary resources and ensure predictability and contextspecific impact.The SRC is part of the International Red Cross and Red Crescent Movement made up of 190 Red Cross and Red Crescent national societies, the International Red Cross and Red Crescent Federation (IFRC) and the International Committee of the Red Cross (ICRC). Sida provides support to the International Red Cross and Red Crescent Movement through two channels: the ICRC and the SRC. The SRC channels most of Sida's support to national societies, the IFRC and the ICRC and works in longterm partnership with forteen countries: Cameroon, DR Congo, Somalia, South Sudan, Sudan, Afghanistan, Bangladesh, DPRK, Myanmar, Iraq, Palestine, Syria, Yemen and Ukraine. The SRC’s strategic cooperation with partners within the movement - with other National Societies (NS), IFRC and the ICRC – is essential and gives the SRC the possibility to work at both global and local levels. The SRC is in addition considered to have systems, expertise and capacity to strengthen the local capacity of NS to predict and prevent disasters, as well as to contribute to rapid humanitarian assistance in sudden crises. The SRC has faced difficulties in demonstrating the humanitarian relevance of the Sida-funded programs as they are often situated between humanitarian action and long-term development. The SRC’s new humanitarian strategy 2016-2019 does, however, put a greater focus on humanitarian operations and this new approach is reflected in the organisation’s application 2017-2019. Several programmes with a long-term development focus have been removed in the application for funding from Sida, and new initiatives with a sharper humanitarian focus have been included, such as Yemen and Cameroon (programme targeting CAR refugees). It will be important to follow up on this positive direction towards a strengthened humanitarian relevance to the Sida-funded projects to ensure its continuation.Support planned for 2017 includes long-term programs in various fields such as health, disaster prevention, resilience, sanitation, organizational development, volunteer development and planning, monitoring, evaluation and results (PMER). The support also includes regional support to the IFRC’s different cluster- and regional offices in Africa, Asia and MENA. Thematic- and capacity enhancement support will in 2017 focus on disaster reduction, volunteering in conflict and disaster, water and sanitation, health, and gender and diversity. Through support in the form of Sida's Rapid Response Mechanism (RRM), the SRC will also be able to respond to rapid onsets of disasters. Out of Sida's initial support for 2017 totalling 167.5 MSEK, 61.4 % (103.5 MSEK) will be channelled to the IFRC and 2.6 % (4,5 MSEK) to the ICRC. Approximately 5.5 % (9.3 MSEK) consists of projects that the SRC supports in consortia and where funds are allocated through partner NS such as British, Australian and Danish Red Cross. Approximately 8.9 % (15.0 MSEK) will be channelled directly to NS (e.g., DRC and Palestinian RC, further contributions go to a number of NS for the management of SRC delegates in-country costs). Approximately 21.6 % (36.3 MSEK) out of the total budget goes directly to the SRC, of which 14.8 % (25 MSEK) for staff costs (technical delegates and program officers) and 7 % to operational support costs (11.3 MSEK).

Organization

Sida / Sweden

Budget

— · not reported

Timeline

Mar 28, 2017 → Oct 1, 2022

Coverage

Nepal

The overall objective of the program is to strengthen the resilience of people and communities to crises, and their capacity to recover afterwards, and to reduce the risk that people and communities are affected by crises and disasters. A novelty of the new agreement period is that three country-projects (Afghanistan, DR Congo and Myanmar) are offered multiyear financing as they are protracted crises with a need for preidictable finansing to secure necessary resources and ensure predictability and contextspecific impact.The SRC is part of the International Red Cross and Red Crescent Movement made up of 190 Red Cross and Red Crescent national societies, the International Red Cross and Red Crescent Federation (IFRC) and the International Committee of the Red Cross (ICRC). Sida provides support to the International Red Cross and Red Crescent Movement through two channels: the ICRC and the SRC. The SRC channels most of Sida's support to national societies, the IFRC and the ICRC and works in longterm partnership with forteen countries: Cameroon, DR Congo, Somalia, South Sudan, Sudan, Afghanistan, Bangladesh, DPRK, Myanmar, Iraq, Palestine, Syria, Yemen and Ukraine. The SRC’s strategic cooperation with partners within the movement - with other National Societies (NS), IFRC and the ICRC – is essential and gives the SRC the possibility to work at both global and local levels. The SRC is in addition considered to have systems, expertise and capacity to strengthen the local capacity of NS to predict and prevent disasters, as well as to contribute to rapid humanitarian assistance in sudden crises. The SRC has faced difficulties in demonstrating the humanitarian relevance of the Sida-funded programs as they are often situated between humanitarian action and long-term development. The SRC’s new humanitarian strategy 2016-2019 does, however, put a greater focus on humanitarian operations and this new approach is reflected in the organisation’s application 2017-2019. Several programmes with a long-term development focus have been removed in the application for funding from Sida, and new initiatives with a sharper humanitarian focus have been included, such as Yemen and Cameroon (programme targeting CAR refugees). It will be important to follow up on this positive direction towards a strengthened humanitarian relevance to the Sida-funded projects to ensure its continuation.Support planned for 2017 includes long-term programs in various fields such as health, disaster prevention, resilience, sanitation, organizational development, volunteer development and planning, monitoring, evaluation and results (PMER). The support also includes regional support to the IFRC’s different cluster- and regional offices in Africa, Asia and MENA. Thematic- and capacity enhancement support will in 2017 focus on disaster reduction, volunteering in conflict and disaster, water and sanitation, health, and gender and diversity. Through support in the form of Sida's Rapid Response Mechanism (RRM), the SRC will also be able to respond to rapid onsets of disasters. Out of Sida's initial support for 2017 totalling 167.5 MSEK, 61.4 % (103.5 MSEK) will be channelled to the IFRC and 2.6 % (4,5 MSEK) to the ICRC. Approximately 5.5 % (9.3 MSEK) consists of projects that the SRC supports in consortia and where funds are allocated through partner NS such as British, Australian and Danish Red Cross. Approximately 8.9 % (15.0 MSEK) will be channelled directly to NS (e.g., DRC and Palestinian RC, further contributions go to a number of NS for the management of SRC delegates in-country costs). Approximately 21.6 % (36.3 MSEK) out of the total budget goes directly to the SRC, of which 14.8 % (25 MSEK) for staff costs (technical delegates and program officers) and 7 % to operational support costs (11.3 MSEK).

Organization

Sida / Sweden

Budget

USD 326K

Timeline

Mar 28, 2017 → Oct 1, 2022

Coverage

Nepal

Asia Disaster Preparedness Center, ADPC, has applied to Sida for funding of 5 933 000 USD (54 million SEK) to carry out the "Building resilience through inclusive and climate-adaptive disaster risk reduction in Asia-Pacific" in Asia and Pacific during the period 2017-2022. The five-year program aims to enhance regional capacity for cooperation on disaster and climate risk management with an overall objective of building resilience of people in the Asia-Pacific region. This will be achieved by building on current good practices and providing technical assistance to select governments, civil society organizations and regional bodies. Key focus areas of the program include: emergency preparedness and humanitarian response management; facilitating the use of risk information and sex-age-disability-disaggregated data by policy makers and disaster managers; integrating disaster and climate change concerns into development policy and programs; promoting inclusion and protection-sensitive approaches in risk reduction and disaster preparedness, promoting gender equality and women leadership for risk resilience; and enhancing the role of the Regional Consultative Committee on Disaster Management (RCC) to support member countries on implementing global frameworks and serving as a conduit for South-South learning, transboundary risk reduction and knowledge sharing. ADPC will implement the intervention together with the Swedish Contingency Agency, MSB, Stockholm Environment Institute –Asia, and the Raul Wallenberg Institute.

Organization

Sida / Sweden

Budget

— · not reported

Timeline

Nov 29, 2017 → Dec 31, 2023

Coverage

Nepal

Asia Disaster Preparedness Center, ADPC, has applied to Sida for funding of 5 933 000 USD (54 million SEK) to carry out the "Building resilience through inclusive and climate-adaptive disaster risk reduction in Asia-Pacific" in Asia and Pacific during the period 2017-2022. The five-year program aims to enhance regional capacity for cooperation on disaster and climate risk management with an overall objective of building resilience of people in the Asia-Pacific region. This will be achieved by building on current good practices and providing technical assistance to select governments, civil society organizations and regional bodies. Key focus areas of the program include: emergency preparedness and humanitarian response management; facilitating the use of risk information and sex-age-disability-disaggregated data by policy makers and disaster managers; integrating disaster and climate change concerns into development policy and programs; promoting inclusion and protection-sensitive approaches in risk reduction and disaster preparedness, promoting gender equality and women leadership for risk resilience; and enhancing the role of the Regional Consultative Committee on Disaster Management (RCC) to support member countries on implementing global frameworks and serving as a conduit for South-South learning, transboundary risk reduction and knowledge sharing. ADPC will implement the intervention together with the Swedish Contingency Agency, MSB, Stockholm Environment Institute –Asia, and the Raul Wallenberg Institute.

Organization

Sida / Sweden

Budget

USD 880K

Timeline

Nov 29, 2017 → Dec 31, 2023

Coverage

Nepal

Support costs incurred for direct support of volunteers in Nepal, including allowances, travel, supplies and equipment. Excludes costs for training or medical support costs.

Organization

Peace Corps

Budget

USD 263K

Timeline

Oct 1, 2024 → Sep 30, 2025

Coverage

Nepal

Overseas program support costs in Nepal. Includes costs related to HQ salaries and benefits for direct overseas support, travel, rent, communications, printing, supplies, equipment, and computer/technical support.

Organization

Peace Corps

Budget

— · not reported

Timeline

Oct 1, 2021 → Sep 30, 2022

Coverage

Nepal

Support costs incurred for direct support of volunteers in Nepal. Includes overseas staff salaries and benefit costs, leases, staff travel, communications, conferences, supplies, equipment and International Cooperative Administrative Support Services (ICASS). Excludes costs for training, medical and security.

Organization

Peace Corps

Budget

— · not reported

Timeline

Oct 1, 2021 → Sep 30, 2022

Coverage

Nepal

All costs incurred for in-service training of volunteers in Nepal during their service, including language tutoring, workshops, and conferences.

Organization

Peace Corps

Budget

USD 254K

Timeline

Oct 1, 2018 → Sep 30, 2019

Coverage

Nepal

Overseas program support costs in Nepal. Includes overseas staff salaries and benefit costs, leases, staff travel, communications, conferences, supplies, equipment and International Cooperative Administrative Support Services (ICASS). Excludes costs for training, medical and security.

Organization

Peace Corps

Budget

USD 344K

Timeline

Oct 1, 2020 → Sep 30, 2021

Coverage

Nepal

Support costs incurred for direct support of volunteers in Nepal, including allowances, travel, supplies and equipment. Excludes costs for training or medical support costs.

Organization

Peace Corps

Budget

USD 42K

Timeline

Oct 1, 2020 → Sep 30, 2021

Coverage

Nepal