mission - swisscontact · 03 asia regional report-2012 asia regional report-2012 04 foreword dear...

Regional Report 2012Asia

MissionSwisscontact promotes economic, social and ecological development by supporting people to successfully integrate into local commercial life. Swisscontact creates opportunities for people to improve their living conditions as a result of their own efforts. The focus of its systemic interventions in the private sector is the strengthening of local and global value chains. Through its projects, Swisscontact enables access to professional training, promotes local entrepreneurship, creates access to local financial service providers and supports the efficient use of resources with the goal of successfully promoting employment and income generation.

02Asia Regional Report-2012

ContentMission 02Foreword 03Approach 06South Asia 07South East Asia 15Success Stories 23Overview of Projects 25Donors 27Management 28

Asia Regional Report-2012

03 04Asia Regional Report-2012 Asia Regional Report-2012

ForewordDear Reader,

Asia is certainly one of the most dynamic regions in the world with impressive economic growth rates over the last few years. However, at the same time, disparities between poor and rich become more and more evident and the fast economic growth endangers natural resources. Swisscontact supports private and public partners in addressing these challenges in Indonesia, Laos, Myanmar, Bangladesh and Nepal.

For Swisscontact 2012 was a very positive year in terms of progress in ongoing programs as well as expansion into new projects. We managed to grow and expand our activities into Nepal and Myanmar. The extensive learning that we generated over the past years is being successfully transferred into new projects.

The results achieved so far are the proof that we are on the right path and that we are capable, together with our partners, to deliver high quality project work in favor of disadvantaged communities.

In South-East Asia we have a strong focus on market development projects. In Indonesia, we currently manage a portfolio of eight projects focusing mostly on market development in different industries. In particular Cocoa has become a key value chain where Swisscontact Projects in Indonesia have become international references.

Peter BisseggerRegional DirectorRegional Office South East Asia (ROSEA)

Manish PandeyRegional DirectorSouth Asia Regional Office (SARO)

The current projects target around 80,000 households involved in the cocoa production, improving their livelihoods and production capacity significantly. In particular the SCPP project is considered a best practice example in establishing successful private-public partnerships with the major cocoa traders and processors in Indonesia. Tourism promotion is another priority in Indonesia with a large project on Destination Management and capacity development of local TourismManagement Organizations (TMOs), aiming to improve the competitiveness of Indonesia’s tourism industry. Swisscontact is applying a comprehensive approach towards Destination Management by strengthening local stakeholders and communities in internal tourism management as well as promoting regional collaboration for external destination marketing.

In Laos, we continued our work in tourism development with a destination management approach. In Myanmar, we fielded a mission to explore

potential future activities for Swisscontact and managed to identify several promising projects. In both countries we see an important potential for Swisscontact to engage in meaningful development.

Our objective remains to add real value to the development process in the whole region. We are thankful for the important contributions of our partners in the private and public sectors as well as the many local NGOs working with us and helping us in fulfilling our mission. We are grateful to our donors for the confidence they put in us in delivering high quality and sustainable impact at the needed scale.

We also would like to express our gratitude to all our staff and to thank them for their tireless efforts and commitment.

We are looking forward to a successful collaboration in 2013.

In Bangladesh we recently completed one of our skills development projects, which started in 2009, and has exemplified replicable models for other projects in the region. In the market development arena, we extended our work into new areas of Bangladesh, mainly the chars. Following the “making markets work for the poor” approach, more than 2.1 million farmers and enterprises around Bangladesh

In South Asia, our development projects include pro-poor market development, skills development and newly resource efficiency projects - with a focus on Solid Waste Management. We also run a recently awarded Supplier Qualification Project in the textile sector. Skills development has been one of the priorities for 2012, where we were able to diversify our activities into different economic sectors. The current projects in skills development reach over 92,000 young men and women in Bangladesh and Nepal.

profit from our interventions.

In Nepal, we have set up a new country office. Swisscontact was present in Nepal previously and we are glad to be back. We designed a new skills development project to start in 2013 and consolidated a promising market development program.


As an expert organisation, Swisscontact carries out high-quality project work on site. The cost-effectiveness and efficiency of its services is proven by well-documented, transparent monitoring and quantification procedures. Recurring internal and external checks provide proof of continued, sustainable development of expertise, skills and practical know-how.

Swisscontact was established in 1959 as an independent organisation by notable figures from the worlds of commerce and science in Switzerland. It is exclusively involved in international co-operation and since 1961 has carried out its own and mandated projects. Since it was founded, Swisscontact has had close ties with the private sector. In 2012 Swisscontact is active in 27 countries and had some 750 employees. The organisation is based in Zürich.

• Vocational Education and Training: Enabling access to the labour market and creating the conditions for gaining an occupation and earning an income. In South Asia, one of the major areas of focus for Swisscontact is skills development. The current skills development projects are targeting more than 92,000 youth in Bangladesh and Nepal. The office also works with the objective to showcase the importance of market-led skills development for better employment and poverty reduction for the economies.

• SME Promotion: Promoting local entrepreneurship with the goal of strengthening its competitiveness. Pro-poor market development projects are another major area of focus for the Swisscontact offices in Bangladesh, Nepal and Indonesia. The largest and most successful market development project in the region is Katalyst, based in Bangladesh, which is starting its third phase in 2013. Facilitation of value-chains through private sector led innovations is core to this approach that Swisscontact follows.

Swisscontact Approach

Swisscontact concentrates on four core areas of private sector promotion:

• Financial Services: Creating access to local financial service providers who offer credit, savings, leasing and insurance products. Swisscontact projects in Asia consider financial services as having an important role to play in the sustainability of its programs. Thus, it ensures facilitating linkages between their partners and beneficiaries with financial institutions in their market development and skills development projects.

• Resource Efficiency: Promoting the efficient use of resources through production methods that are efficient in their use of energy and materials, and through taking measures to promote clear air and sustainable waste disposal. From 2013, the pilot phase for Solid Waste Management project will be starting in Bangladesh with the objective to improve the household waste management in selected areas of Dhaka. In Indonesia, under WISATA a ‘solid waste management working group’ has developed a “Roadmap 2012-2015” for waste management.


Katalyst is one of the leading projects in the world applying the pro-poor market development approach (known as “Making Markets work for the Poor” or M4P). Impacts are achieved by facilitating successful changes in existing market systems and in the behaviour of those market players involved in such systems to present new opportunities to the target beneficiaries. Such new opportunities include increasing access to relevant information, valuable services and quality inputs. This has resulted in better practices, increased income, leading to improved living conditions and better lives for the poor, and gradually reducing poverty. Katalyst has been working in around 30 sectors since 2003.

The project has completed two phases; the first phase started in March 2002 and ended in October 2007 and the second phase started in March 2008 and ending in March 2013. The third phase is due to start in March 2013. In this time, the total number of farmers and enterprises benefited is 421,000; total amount of income increase is USD 45 million as a result of the project’s interventions.

Highlights in 2012:

• Katalyst partnered with the Rural Development Academy (RDA) to develop the technology for trichoderma. Trichoderma is an environment-friendly, soil-borne fungus that speeds up the decomposition of organic materials. RDA produces trichoderma activator in its culture laboratory at Sherpur, Bogra. To date, around 200 local service providers have been trained to disseminate knowledge on this technology to farmers. RDA also engaged ten sales agents to market trichoderma in the surrounding districts and to ensure that it is used effectively at the household level.

• Katalyst supported Ispahani Biotech, a leading integrated pest management (IPM) company, to organise a cluster demonstration in Chuadanga, on the use of pheromone traps for effective pest control. 197 farmers along with other IPM techniques received training in the usage and benefits of pheromone traps to control crop infestation. After reading the results of an IPM study on improved crop production, Katalyst recommended policy change to government, resulting in an Amendment of the Pesticide Rules, 1985, allowing the private companies to commercially sell IPM tools.

M4C aims to improve the market systems for the poor people living on the chars, by developing capacity of poor char households, service providers and other market actors leading to their increase in income and reduced vulnerability. The project will work in 10 districts of Northern Bangaldesh- Bogra, Sirajgonj, Gaibandha, Jamalpur, Rangpur, Nilphamari, Lalmonirhat, Kurigram, Pabna and Tangail.

M4C applies the M4P approach supplemented by Participatory Market System Development (PMSD) tools.The project partners with a range of private and public sector organisations to facilitate local market systems ensuring sustainable and pro-poor impact on the chars. M4C’s current portfolio includes product sectors such as maize, chilli, jute, handicraft and cross-cutting sector such as char transport. During the project period, new sectors will be added based on further assessments and learning from the field.

The project is implemented by Swisscontact in consortium with Practical Action. Starting December 01, 2012, M4C has completed its inception period on May 31, 2012 and has rolled over into the first year of its implementation phase.

Highlights in 2012:

• Partnership with two agro-input companies and a regional feed mill established.

• Facilitated training of 200 input retailers on agriculture and business practices.

• Supported partner companies to establish around 100 demonstration plots in 4 districts on maize and chilli.

• Supported 11 local traders to provide inputs and training to maize producers on the chars.

• Collaboration with a national technical institute to carry out research on suitable boat designs for the chars.

Making Markets work for theChars (M4C)

Katalyst

• A recent study showed that traditional forms of packaging cause around 30-40% post-harvest loss in the vegetable, fish and fruit sectors. To minimise this loss, Katalyst partnered with Bengal Plastic to introduce plastic crates for the farmers to carry their produce. Around 400 value chain officials were informed about the benefits of using plastic crates at farm level and for long distance transportation. More than 2,500 crates were sold during the pilot phase (up to May 2011). Encouraged by this success, in March 2012, Bengal Plastic launched two new types of plastic crate for fish and vegetable.


SkillFUL aims to improve the skills-based opportunities for sustainable income generation for the labour force in the informal economy, particularly women, youth and People with Disabilities (PWDs) in Dhaka, Kurigram, Sunamganj, Nilphamari, Jessore and Bogra. The project components include Training Needs Assessment (TNA); development of curriculum guides and training of trainers; capacity development of training facilities and facilitating trainings; introducing certification of private training service providers; employment support to trainees and graduates; facilitating financial linkages with Training Service Providers (TSPs), trainees and graduates.

A total of 4,745 trainees from 6 target areas were enrolled into the TSPs, out of which the number of females were 3,560; males were 1,185 and Differently-abled People were 53. Among whom 2,389 have already graduated.

Highlights in 2012:

• Modular contents of all the training curricula have allowed TSPs to implement customised short courses relevant for the trainees as per their specific needs. In many places training sessions are also being conducted in flexible hours, ensuring participation of more trainees.

• Workplace based training has been introduced in Kurigram and Sunamganj, in trades such as carpentry,

SkillFUL SkillMarkSkillMark contributed to the skills development portfolio of Swisscontact SARO as the pioneer in 2009. The project operates mainly in Dhaka by improving the competitiveness of selected economic sectors. The project assesses their needs of skilled labour and facilitates market‐based mechanisms that ensure the sustained availability of skilled workers. Over the years, it has partnered with 5 Training Service Providers (TSPs) to facilitate their capacity development and promotional activities till 2012.

Beneficiaries of SkillMark primarily comprise of poor unemployed/underemployed young men and women who have enrolled themselves as trainees under the upgraded training delivery mechanism in the partner TSPs of SkillMark. By the end of the project a total of 5 private TSPs were partnered with and their capacity was developed for better delivery of both theoretical and practical training sessions. As of December 2012, a total of 4,108 trainees have been enrolled in the partner training institutions out of which 2,317 have graduated successfully.

Highlights in 2012:

• SkillMark has facilitated the launching of the first ever training institute in the Alternative and Renewable Energy Sector in Bangladesh. It is known as the Institute of Clean Energy Training and Research (ICETR) as a sister concern of PSL (Prokaushali Sangsad Ltd.) who are one of the partners of SkillMark.

• Competency Based Training (CBT) curriculum on Solar Energy Technician has been developed and distributed among the partner TSPs.

• CBT Manual on Cook occupation has also been developed and distributed among the partner TSPs along with non-partners such as National Hospitality and Tourism Training Institute (NHTTI).

hand embroidery/stitching, block and batik print, etc. The project has engaged workshops and factories as alternative to training centres to carry out workplace based training models. So far, it has been an effective approach for training underemployed workers in the informal economy. Some of these workshops, serving as TSPs, are also selling the finished products prepared by trainees during training. Such practices are also helping them generate additional revenues.

• All the TSPs contracted under the project have seen incentives to share cost during training implementation, thus guaranteeing their ownership. Furthermore, TSPs have been encouraged to charge training fees from trainees and in many cases it has been recorded that trainees have contributed a nominal amount as their contribution to trainings.

• The project has facilitated discussions and established linkages between many TSPs and financial institutions and 3 TSPs have availed loans to expand their training operations as they have begun to comprehend the potential of training as a business. Some TSPs in Nilphamari and Dhaka have shown interest and are already pursuing loans with similar plans.


Supplier Qualification Project (SQP)The SQP project on Social Compliance and Workflow Improvement started in 2011 and will continue till May 2014. The project supports supplier factories in the garment industry to implement social compliance according to the BSCI (Business and Social Compliance Initiative) standards. Teams made up of factory staff from all levels are formed to be the Change Management Team (CMT) and receive training on how to improve working conditions and health of workers; comply with local law and international social standards; increase productivity; provide safe energy and water; reduce environmental impact.

Till now, 87 factories have improved their social compliance which benefits over 90,000 garments workers who work in healthier and safer conditions. Factories that have better compliance secure their business long-term, maintaining thousands of jobs for the poor.

The objective of the SDP project is to reduce poverty and promote economic growth in Bangladesh by increasing wage and self-employment of graduates of skills training programmes. The project works in the areas of Light Engineering, Ready Made Garment (RMG), Construction and Informal sector.

The duration of the project is July 2008 to June 2013. However, the implementation of the project was delayed and the Technical Assistance support by Swisscontact started in January 2010. As of December 2012, 3,030 TVET teachers have been trained among which 374 are female TVET teachers. Meanwhile, 40 master trainers have been selected. Market Responsive Training Courses (MRTC) started from September 2012 in 11 Polytechnic Institutes to conduct skills training in 4 areas:- (i) Welding and Fabrication; (ii) Plumbing and Pipe Fitting; (iii) General Electrician; and (iv) Masonry and Rod-binding. 1,100 unemployed and underemployed youth including women trainees enrolled for the courses and 1,085 have completed and been certified by the competent authority on 31 December, 2012.

Highlights in 2012:

• Forum for Skills Development Partners (FSDP) formed.

• MOU signed with BGMEA and NGO Federation.

• 2 Awareness raising campaigns were organized in different parts of Bangladesh.

• 60 competency standards developed and submitted to BTEB.

• 15 curricula on 6 occupations developed and submitted to BTEB.

• Competency Based Learning Materials (CBLM) on 6 occupations (skills level-1) developed.

• Syllabuses of 6 BTEB Trade Courses (360 hours) have been revised, reflecting the need of the market. The revised syllabuses have already been approved by BTEB.

• Glossary of TVET terminologies developed.

Skills Development Project (SDP)

Highlights in 2012:

• Inclusion of a broader target group (different management levels and workers) to foster dialogue in the factory and spread the learning at different levels. This will help make the project intervention more sustainable.

• In-factory trainings were added with greatly expanded target groups (especially to include workers) to support this knowledge transfer.

• New indicators were added for health and safety and worker satisfaction that go beyond what social standards capture.

• A very advanced factory created a worker participation fund with our support. Workers receive part of the factory profits paid out in cash.


TARSAN project aims to contribute to a more qualified, sustainable and accessible quality healthcare service for the poor living in rural Bangladesh by engaging local Civil Society Organisations (CSOs). The project assists in the development of Community Paramedics (CP) from three disaster prone areas of Patuakhali, Nilphamari and Sunamgonj. These CPs will be skilled in basic general health, maternal health, neonatal & child health and other reproductive health issues. Community Paramedic course is a two years course designed by the Ministry of Health and Family Welfare (MoH&FW) for creating an additional health workforce in the healthcare system. Through a scholarship scheme TARSAN will support 600 CP students from the above mentioned districts.

Currently, there are 58 students studying to be Community Paramedics after receiving the scholarships. After January 2013, they will get certification from Bangladesh Nursing Council (BNC).

Besides this, 13,607 community people, mostly female are aware about Community Paramedics as being a skilled workforce in the health sector. They are also more aware about maternal and child health related issues through Uthan Baithak meetings.

Highlights in 2012:

• Community Paramedic course has been affiliated by the Ministry of Health and Family Welfare through Bangladesh Nursing Council (BNC) in September 2012.

• 15 Community Paramedic students are getting scholarship from other sources.

• 10 students are getting study loan from CSOs/NGOs.

• Financial institutes (Rupali Bank Ltd., etc.) have committed to provide startup loan for the Community Paramedic graduates.

Towards sustAinable qualityhealthcaRe delivery atgrasSroots level throughActive participation of civil societyorganisatioNs (TARSAN)

Nepal remains one of the poorest and most unequal countries in Asia. 55% of the population lives on less than $1.25 per day and 78% on less than $2. Nepal needs growth (currently at 4% rate), and in particular it needs pro-poor growth. Thus, development work in Nepal needs to (a) focus on sectors of most relevance to the poor and (b) learning from the mistakes of the past, address the underlying systemic constraints that prevent key sectors from working effectively.

In response to the above need, NMDP follows the “Making Markets work for the Poor” (M4P) approach focusing on rural market development, particularly in agricultural sectors which have potential for delivering pro-poor growth. The program aims to achieve two objectives: (i) The underlying pro-poor performance of rural sectors, particularly agriculture, is improved; (ii) The capacity for effective pro-poor market development among key stakeholders, including government, throughout Nepal is enhanced, leading to positive and sustained practice change.

Nepal Market Development Programme (NMDP)NMDP aims to reach out to thousands of small farmers and entrepreneurs over its duration. It will do this by working with a wide range of public and private stakeholders like agents, traders, input suppliers, importers, manufacturers, distributors, processors, government agencies and departments and also qualified local and international NGOs or public agencies that will complement the implementation capacity of the programme.

Highlights in 2012:

• After completing the design phase, NMDP has started working in the following agriculture sectors: dairy, vegetables, ginger, aquaculture, pigs.


SCPP project aims to improve competitiveness of the cocoa value chains in selected disadvantaged areas in Indonesia. The Program targets 60,000 cocoa farmers for capacity development, to improve the productivity and quality of cocoa production. Improving the management of cocoa farm is achieved through comprehensive training in on-farm and post-harvest Good Agricultural Practices (GAP), Integrated Pest Management (IPM), responsible use of inputs, improved planting material, and strengthening of Cocoa Producer Groups.

Around 2,000 Cocoa Producer Groups and at least 200 Smallholder Cocoa Enterprises (SCE), at sub-district level, have been targeted for strengthening through improvements to managerial, financial and organisational capacities. Through this, the program has targeted average productivity levels of at least 1,000 kg of cocoa per hectare per year, through improved cocoa farm Management.

The Program also targets certification of smallholder cocoa farmers, based on international sustainability standards, in order to improve the long-term prospects of the Indonesian cocoa sector.

Highlights in 2012:

• First batch of 6,000 cocoa farmers trained in West Sulawesi, South Sulawesi, Central Sulawesi and follow-up support provided to 12,540 previously trained PEKA cocoa farmers.

• 403 previously trained PEKA Cocoa Producer Groups (CPG) followed-up and supported. An additional 200 new CPG supported and strengthened through improved group management, financial and organisational capacities.

• 173 extension staff attended Master Training in how to conduct trainings for farmers in Good Agricultural, Social, Environmental and Business Practices. The participating extension staff were from public and private sector partners.

• Preparations are being made for cocoa farm certification processes based on international sustainability criteria under UTZ Certified and Rainforest Alliance.

• 6 business partners committed to integrating traceability and sustainability into their supply chains.

The Sustainable CocoaProduction Program (SCPP)

LED NTT LED NTT in its second phase aims to improve the performance of 3 economic sectors (cashew, cocoa, seaweed) and a service sector (Regulatory Impact Assessment – RIA and One Stop Services – OSS) in selected districts of NTT (East Flores, Sikka, Ende and Alor) whereby contributing to reduce poverty in the target areas. The project targets 4,100 poor households benefiting through direct training in agricultural practices.

Highlights in 2012:

• The project has facilitated the process of producing 362,580 tons of organic cashews per-year of 6 farmers groups. There are 346 people registered in 2 organic cashew processing units and at the household level.

• Through cashew processing unit (brown skin), the project has increased the incomes for 106 households on an average of USD 98 and for 300 households from sold in-shell cashew on an average of USD 53.

• 20 full time jobs have been created in one local processing unit at the village level with an average income of USD 100 - 150 per month for 3 months (October – December).

• In 2009, the first and only agriculture vocational school with organic GAP included in the curriculum, was established in one of the cashew target villages, with a total of 68 students until today.

• Cocoa has an increased productivity of 150% or 625 kg per hectare compared to baseline data from 2007 of 250 kg per hectare. This reflects an increase in income from IDR 2,250,000 per hectare in 2007 to IDR 5,625,000 per hectare in 2012.

• Service providers in cashew sector (Cooperatives and Facilitators) and cocoa sector (Village Cocoa Clinic – VCC) were promoted and delivering their services on productivity, introducing Internal Control System (ICS) for organic, joint marketing of cocoa seedling to farmers, local NGOs, local government, etc. One cooperative has created profit reaching USD 5,600 from buying and selling organic cashew and providing microfinance services. 3 cooperatives in cocoa sector created profit reaching USD 8,374 from buying and selling cocoa beans and USD 5,805 from service provision for giving information on productivity and nurseries.

• Based on the impact study in both sectors, the project has contributed to increasing livelihood of the beneficiaries: improvement of housings, access to electricity and water, education institutions, health facilities, local market and information sharing.


Technical Assistance to GIZRegional Economic Development (RED)The overall objective of the RED Programme is to improve framework conditions, sector programs as well as planning and implementation processes for regional economic development. The project works at the national level as well as in pilot projects in three geographic regions. In a consortium with Mesopartner and GFA, Swisscontact is implementing the approach in West Kalimantan and Central Java, covering 9 districts, 6 in Central Java and 3 in West Kalimantan.

SC’s technical assistance to GIZ focuses on capacity building of the partners in planning and implementation of sustainable LRED Approaches in the target areas. The project provides capacity building to the local partners in implementing various instruments, such as the development of regional development strategies, One Stop Services for business licensing, regulatory impact assessment, value chain and cluster development, as well as entrepreneurship training.

Main private partners include media such as Suara Merdeka/Pontianak Post and Q-Spicing (a major spice supplier) and from the public sector Provincial Bappeda, Bank Indonesia and BPMD. The project is now in its third phase and will come to an end in December 2014. From the last phase, the project has an additional focus on introducing issues related to ‘green economy’ among partners.

Highlights of 2012:

• After conducting a potential assessment of new tourist destinations in both regions, Tourism Profile Brochures and a Tourism Map have been published.

• Joint efforts in tourism destination management and marketing result in the development and sales of new tourism packages; National Tourism Magazines and local newspapers publish tourism activities.

• Business link established between pepper farmers in West Kalimantan (with a potential supply of 100 ton) and a major spice supplier to European markets.

• An Investor Survey (needs assessment of investors) was conducted to improve investment conditions in Central Java.

• RED strategies have been developed together with the partners in both regions; the model for regional planning will be used by Bappenas as an example for other regions.

The Project seeks to increase the market for local products purchased by tourists. This has the potential to increase incomes for local farmers, processors, traders and other market actors. PLUS promotes labeling and standards for a wide range of local food products and focused in its pilot phase until end of 2012 on product development for mango sheets. PLUS follows a three pronged approach consisting of: promoting local products targeting the tourism sector through the market development approach; laying the foundations for public and private sector stakeholders to initiate a destination management approach for Champasak; and promoting capacity building of local agencies on market development and value chains.

Lao PLUSThe project is in its first phase 2011-2012 and will enter a second phase of 3 years in January 2013.

Highlights in 2012:

• Livelihood indicators related to education, nutrition and household assets have shown improvement for 1,820 people (455 HH with 4 members each) in 3 selected districts of Champasak province.

• Productivity of 438 mango farming households increased from 270 tons in 2011 to 541 tons in 2012.

CPHP (2011-2013) project aims to improve competitiveness of cocoa farmers in Ende - Flores through productivity enhancing and value adding measures, as well as by creating a favorable business environment for the development of the cocoa sector. Increased productivity and value addition will result in higher incomes from cocoa production and are expected to contribute to reduced poverty levels. The project partners with Cocoa Cooperative, Cocoa Forum, local government, local and national traders, media and finance institutions.

Around 1,500 household families are benefited through direct access to cocoa buying station and access to finance.

Highlights in 2012:

• Field Facilitators (FFs) have trained 1,709 farmers on solar dryer technology and access to market (including 1,094 farmers who are facilitated by local government).

• 360 units solar dryer have been developed in 23 villages, with average drying within 2-7 days in depending season.

• 905 farmers have delivered 36,897 kg wet cocoa beans; 16,795 kg wet cocoa bean (moisture content 20%), and 11,437 kg dry cocoa beans (moisture content 7% / standard SNI) and 3,601 kg cocoa bean fermented to three cooperatives acting as processing and marketing units. Therefore, 30,093 kg cocoa dried (unfermented and Comextra Majora Fermented - CMF standard) were sold to PT. Comextra Majora with prices average USD 2,065/kg for unfermented and USD 2,117/kg for fermented. Created profit reaching USD 8,374 from buying and selling cocoa beans.

• 23 Cooperative officers have attended Financial Household Management workshop.


Peningkatan Ekonomi Kakao Aceh (PEKA)PEKA aims to improve competitiveness of the cocoa value chain to provide more business opportunities for the private sector. Swisscontact initiates a conducive policy environment and strategic planning tools for the cocoa sub-sector by using a leading sector planning tool – Triple A (Atlas, Aturan Main, Agenda), that provides a platform for the public and private sector to develop a district based Cocoa Master Plan (DCMP) for Aceh. The project improves human resources in cocoa research and the cocoa supply chain, at the district, sub-district and farm level in cooperation with the Agriculture Departments in the selected districts. Through the project, 12,500 farmers will receive a total of 250,000 person days of training on good crop husbandry practices, farm rehabilitation and cocoa farmer community strengthening. The project supports key services to the cocoa sector with the objective to improve its competitiveness. Main interventions are the promotion of business services in the field of input supply, promotion of business services related to quality improvements and market access, and promotion of financial services in the cocoa value chain.

Highlights in 2012:

• PEKA reached 12,540 cocoa farmers (21% women), increasing their productivity by 124% from an average of 330 to 740 kg of cocoa per hectare per year. This directly led to a 101% average increase in cocoa farmer’s income (from USD 697 to USD 1,400 per hectare per year).

• A total of 1.2 million unproductive cocoa trees were rehabilitated (1,500 hectares) through side-grafting techniques.

• Project supported cocoa traders (SMEs) saw a 19.7% increase in total sales volume over the project period and increased their number of employees by 37.5%, from 365 to 502 over the same period.

• In an independent assessment of SME owners, 82% reported improved financial management and 76% reported an increase in business profits.

Cocoa Post Harvest Handling Practice (CPHP)


WISATAThe WISATA project aims to increase the competitiveness of the tourism destination Flores. The direct beneficiaries of the project are an estimated 5,000 people working in the tourism businesses, the local government agencies in 8 districts in Flores, as well as the provincial and the National Government represented through the Ministry of Tourism and Creative Economy. The project is expected to increase tourist arrivals in Flores from the current 25,000 tourists to 45,000 in 2013, an increase of 30% for businesses working in the tourism sector as well as 7% annual increase in average daily visitor spending.

The project strengthens the capacity of local Tourism Management Organisations (TMOs) and supports the establishment of an effective destination management organisation (DMO) on a regional level. The DMOs act as catalyst and facilitator in internal destination improvements and in external Destination Marketing functions. The Project also supports the development of local and regional tourism government plans, the preparation of Tourism Objects and Information and the involvement of local communities in tourism sector and the local tourism industry to offer appropriate services & facilities.

Highlights in 2012:

• In all 8 districts of Flores local tourism management organisations (TMOs) are established to coordinate and support local sustainable tourism development.

• The regional Flores Destination Management Organisation is operational, the secretariat in Ende and its office in Bali are linked to the tourism market established.

• The TMOs and DMO opened 3 Tourism Information Centers in different cities of Flores, which are operational.

• A supported farmer group is constantly supplying tourism businesses (hotel, restaurants and life abroad) in Labuan Bajo with organic vegetables. The Farmer group is also providing consultations to other interested farmer groups to expand and adopt the same approach. Organic farm training has been conducted for one farmer group in Egon village, Sikka. 10 farmers were educated with organic farm principles and benefits.

• Through institutional capacity building the project supports local community organisation of traditional villages responsible for managing the village attractions. The focus was set especially on the way

TAPP was running from 2007 to September 2012. The project partnered with well reputed Indonesian Polytechnics like POLMAN, ATMI and POLINEMA. The project goal is to create a qualified technical labour force which will support short term reconstruction and sustainable private sector led growth. The purpose of the project is to create a financially viable Polytechnic Institute with a good reputation among industries and communities for high quality technical education that provides a broad variety of technical education schemes to a diverse range of students.

Highlights in 2012:

• Second batch of 120 students have graduated from D3 programs in September 2012.

• More than 70% of 2011 graduates have found employment 6 months after graduation.

• Polytechnic Aceh graduates are clearly more successful on the labor market than graduates from any other Acehnese institution of higher education.

• Polytechnic Aceh is offering job placement services to Aceh’s University graduates.

TAPP of handling tourists visiting the village as well as

providing suitable services for these visitors.

• Supporting different subsectors such as tour guides, hotels and restaurants, as well as boat operators through capacity building. Developing toolkits for trainings of different positions within the tourism sector (i.e. general management, cook, tour guide etc.).

• A working group for Disaster Risk Reduction (DRR) in tourism sector in one city has been formed and disaster awareness and tsunami evacuation workshop for tourism SMEs has been conducted.

• Through the facilitation of the local ‘solid waste management working group’ the development of a “Roadmap 2012-2015” for waste management defining responsibilities, facilities needed, necessary funding and the details of implementing waste management actions was developed.

Success Story: Dipok The Entrepreneur

DIPOK CHANDRA PAL is now an entreprenuer in Kurigram, based in the northern part of Bangladesh. He had dropped out of school after grade eight and used to help his father with different part-time work.

Faruk Electrical and Electronic Workshop is a partner of SkillFUL Project that offers flexible and affordable competency based training services to the poor. Dipok, from his father, heard about the training and went to the Faruk Electrical and Electronic Workshop and chose to be trained as an Electro Mechanical Technician.

He paid a minimum amount for his four month long training. The competency based training provided theoretical and practical courses. After graduating, Dipok was placed to receive on-the-job training with a small electrical store. This helped develop his skills, knowledge and confidence for wanting to become an entrepreneur. His parents gave him the start-up money for his business and now he has a steady income of USD 210 per month. He believes that he can do even better in the future.

The training I received has broadened my outlook and increased my knowledge. I am more confident and motivated after my training. I wish more people will be benefitted by the SkillFUL project.

a graduate of SkillFUL project in Bangladesh


Success Story: Astuty And Her Cocoa Farma key farmer of the SCPP Program in IndonesiaASTUTY TUTY SUDARSO (50) is Indonesian, living in the province of South East Aceh. She is a tenacious farmer with six children, whose husband works as a government officer. She started her cocoa business twelve years ago in a mountainous area of the Aceh province. She heard about the soaring cocoa prices at the time, and wanted to start her own cocoa cultivation. She soon figured that cocoa farm management and techniques were not that simple, and her income was not that high.

When she heard about Swisscontact’s cocoa development program, Astuty enthusiastically signed up for the key farmer selection process. She enrolled

into the Cocoa Farmer Field Schools (FFS) and graduated successfully from her 12 days key farmer training. Astuty started applying these Good Agricultural Practices (GAP) to her own farm, and also advised and encouraged other Cocoa FFS participants to use them. The visible changes and improvements in her farm were crucial in convincing other farmers to change their farming techniques.

Astuty was also chosen to represent the Aceh farmers at the Cocoa Sustainability Partnership (CSP) General Assembly Meeting in Makassar, Sulawesi, on December 12, 2012 given her strong involvement with the program.

I am very pleased with Swisscontact’s Sustainable Cocoa Production Program. Earlier, I could only produce around 1.5 tons of cocoa beans per hectare per year, but now, I can produce up to 5.4 tons per hectare per year. Currently, my cocoa business has expanded into bean sales, nurseries and microfinance. I am able to meet my family’s needs and also am able to send all my six children to school and university.


Overview of Projects Overview of ProjectsProjectName

Contact Address Supported byProject Manager/

Responsible

SwisscontactHead Office

South AsiaRegional Office

Katalyst

Walter HornDirector,Asia and Eastern Europe

Managing DirectorSwisscontact Services AG

Manish PandeyRegional Director, South Aisa

Goetz EbbeckeGeneral Manager

House 19, Road 11, Baridhara, Dhaka 1212, BangladeshPhone +88 02 988 26 63 Fax +88 02 988 33 [email protected]

House 20, Road 6, Baridhara, Dhaka 1212, BangladeshPhone +88 02 882 3822, +88 02 886 1416Fax +88 02 882 [email protected]

Döeltschiweg 39, CH-8055 Zürich, SwitzerlandPhone +41 44 454 1717Fax +41 44 [email protected]

SARO

UKAid, Swiss Agency for Development and Cooperation (SDC), Embassy of the Kingdom of Netherlands, Canadian International Development Agency (CIDA)

Making MarketsWork forJamuna,Padma andTeesta Chars(M4C)

Fouzia NasreenGeneral Manager

Bogra Office:CIWM Building (5th Floor), RDA, Bogra5842, Bangladesh

Dhaka Office:House 19, Road 11, Baridhara, Dhaka-1212, BangladeshPhone +88 02 988 26 63 Fax +88 02 988 33 [email protected]

SDC

Jeoung-Keun LeeTeam Leader

Supplier QualificationProject (SQP)

Martin DietschiProject Manager

House 19, Road 11, Baridhara, Dhaka 1212 BangladeshPhone +88 02 988 26 63 Fax +88 02 988 [email protected]

GIZ IS

SkillMark Manish PandeyProject Manager & Regional Director,South Asia

Belayet HossainNational Officer

House 19, Road 11, Baridhara, Dhaka 1212, BangladeshPhone +88 02 988 2663Fax +88 02 988 [email protected]

Swisscontact and SDC

TARSAN-CSO Jafar Ahmad HakimProject Manager

House 19, Road 11, Baridhara, Dhaka-1212, BangladeshPhone +88 02 988 2663Fax +88 02 988 [email protected]

European Union (EU)

SkillFUL Devi Prasad DahalProject Manager

House 19, Road 11, Baridhara, Dhaka-1212, BangladeshPhone +88 02 988 2663Fax +88 02 988 [email protected]

EU and SDC

NMDP Tim TuckettGeneral Manager

Oasis Complex, 49 Dhara, Patan Dhoka, Lalitpur, NepalPhone + 977 1 [email protected]

UKaid

Skills DevelopmentProject (SDP)

16, Shikkha Bhaban (Ground Floor), Abdul Gani RoadDhaka 1000, Bangladesh Phone +88 02 956 [email protected]

Asian Development Bank (ADB) and SDC

ProjectName

Regional OfficeSouth East Asia

TAPP

WISATA

Peter BisseggerRegional Director, South East Asia Prashant RanaDeputy Regional Director, South East Asia Martin StotteleHead of Operations

Martin StotteleProject Manager

Ruedi NuetziProject Manager

Jl. Tanggul, Desa Pngo Raya, Kec. Ulee Kareng 23119,Banda Aceh, NAD, IndonesiaPhone +62 651 31855, Fax +62 651 31852 [email protected]

Bali Office: Jl. Batur Sari 20 SB, Sanur 80228, Bali, IndonesiaPhone +62 361 283 221Fax +62 361 271145

Labuan Bajo Office : JL PW Papua Lingkungan I. Kampung Ujung, Labuan Bajo,Manggarai Barat 86554, NTT, IndonesiaPhone +62 385 41844

Maumere Office : Jl. Cemara 14, Nangametin Alok Timur, Maumere 86111, IndonesiaPhone +62 382 2700078 [email protected]

Jl. Terusan Hang Lekir II No. 15 Kebayoran Lama, Jakarta 12220, Indonesia Phone +62 21 7394041Fax +62 21 7394039 [email protected] [email protected] [email protected]

ROSEA

Swiss State Secretariat of Economic Affairs (SECO)

USAID

GIZ-RED Peter BisseggerProject Manager

Roland PokpahanProject Manager

Jl. Terusan Hang Lekir II No. 15Kebayoran Lama, Jakarta 12220, Indonesia Phone + 62 21 7394041 Fax + 62 21 7394039 [email protected]

German Agency for International Cooperation (GIZ)

Lao PLUS Buakhai PhimmavongProject Manager

Ban Naxay, Seysettha District, H 429, Unit 41P.O. Box 9997, Vientiane Capital, Lao PDRPhone +856 21 454 650-1Fax +856 21 454 [email protected]

Swisscontact Development Programme

LEDNTT Meihaar JosianoProject Manager

Jl. Dewi Sartika No. 6, Ende, Flores NTT, IndonesiaPhone +62 381 24101/2Fax +62 381 241103, +62 381 241103

Kantor BPPPMD Kabupaten SikkaJl. Mawar No 24, Maumere, Flores, NTT, IndonesiaPhone +62 382 23107Fax +62 382 [email protected]

Cordaid (The Netherlands) and Swisscontact

PEKA Manfred BorerProject Manager

Ferry SamosirProject Manager

Jl. Teuku Umar, Lingkungan Glee Geurah No. 1,Sentui Banda Aceh, NAD, Indonesia Phone +62 651 41850Fax +62 651 41207 [email protected]

Jalan Ahmad Yani No. 14A, Gampong Jawa MukaLangsa – NAD, 24416, IndonesiaPhone +62 641 23601Fax +62 641 [email protected]

Economic Development Financing Facility (EDFF)

Cordaid (The Netherlands)READ

Manfred BorerProject Manager

Medan Office:Komplek Taman Setia Budi Indah,Jl. Chrysant, Blok E No. 76 Medan 20132, Sumatera Utara, IndonesiaPhone +62 061 8229700Fax +62 061 8229600

Makassar Office:Gedung Graha Pena , 11th Floor, Kav. 1108-1109 Jl. Urip Sumoharjo No. 20, Makassar 90231,Sulawesi Selatan, IndonesiaPhone/Fax +62 411 [email protected]

SECO,IDH, and Embassy of the Netherlands (Jakarta)

SCPP

CPHP JI. Pahlawan No. 14, Ende, Nusa, Tenggara Timur, IndonesiaPhone +62 381 24102Fax +62 381 [email protected]

Ford Foundation

Contact Address Supported byProject Manager/Responsible

mailto:[email protected]























Donors

ADB

Asia Management

Project Management

Peter Bissegger

Abdul AwalMukti Zaenal Asikin Manfred Borer Victoria Carter Devi Prasad Dahal Grégoire Delbruyère

Martin Dietschi Goetz Ebbecke Manfred Egger Catharina M. Guntz Jafar Ahmad Hakim Mujibul Hasan

Md. Emdadul Haque Belayet Hossain Farida Husain Mohammad Shahroz Jalil

Meihaar Josiano Shahnewaz Karim

Markus Kupper Jeoung-Keun Lee Fouzia Nasreen Ruedi Nuetzi Roland Pakpahan Ferry Sabam Samosir

Elvy Setheono Dollaris R. Suhadi Etih Suryatin Vu Phuong Thao Nicolas Tomecko

Walter Horn Manish Pandey Prashant Rana Martin Stottele

We Create Opportunities

Swisscontact SARO : House No. 19, Road No.11, Baridhara, Dhaka-1212, Bangladesh Phone +88 02 9882663, 9887264-5, +88 02 9883496, 9882067, Fax +88 02 9883319www.swisscontact.org.bd

Swisscontact ROSEA : JI. Terusan Hang Lekir II, No. 15, Kebayoran Lama, Jakarta Selatan 12220, IndonesiaPhone + 62(0)21739 4041, Fax : + 62(0)21739 4039www. swisscontact.or.id

http://www.swisscontact.org.bd

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