We also made efforts to promote sustainability of interventions by increasing attention for local economic development and introducing the M4P approach. The growing development sector in Myanmar provides opportunities for resource mobilization, and efforts are being made to effectively use these in coordination with strategic partners.
In a global lobby focused on the participation of civil society at the second International Conference on Nutrition ICN2 as well as in developing political messages to the government representatives attending this conference. ICCO Cooperation, together with the aforementioned actors, played a key role in facilitating the organization of over civil society organizations from all over the world to participate at ICN2, including through developing joint policy messages to be delivered during the conference.
Moreover, the participation of ICCO Cooperation country partners, for example the Food Security Working Group from Myanmar, helped to strengthen linkages between the global movements and local lobby and advocacy initiatives that are embedded in the national program alliances.
Through FIAN, international support was also provided for the consolidation and functioning of the recently established Global Network for the Right to Food and Nutrition. The Amsterdam Initiative Against Malnutrition AIMK worked in Kenya, South Africa, Tanzania and Ethiopia with local and Dutch private sector actors on malnutrition through a broad portfolio of projects: nutritional value of dried vegetables, milk products fortification, developing retail outlets, and producing and distribution fortified food additives.
We introduced and broadly promoted the use of AKVO FLOW a set of mobile and online tools and services for carrying out field surveys for gathering baseline, evaluation and monitoring data. While AKVO provides the necessary support for the use of the instrument and related devices, ICCO Cooperation provided Regional and Country Office staff with guidance and backstopping for the content and framework of the specific monitoring and learning mechanism.
ICCO Cooperation aims to develop low carbon projects and climate resilience by empowering local communities through training on carbon development capacities and carbon financing. In order to create awareness of climate injustice, FairClimateFund B. The income generated is re-invested in projects. The program is centered on the rights-based approach, which recognizes that marginalized people are the most affected though they contribute the least to climate change.
Moreover, promoting the involvement of women in decisionmaking processes and explicitly targeting them as beneficiaries in projects have proven to be successful strategies in improving the rights of women globally. The majority of projects are household energy efficiency projects, specifically improved cookstove and biogas interventions that primarily benefit women. Such benefits include not only improved health effects and time gained to do other valuable activities, but opportunities to earn an income through the establishment and strengthening of producer groups who are taught how to construct and disseminate stoves.
These campaigns also contributed to increased knowledge on responsible forest management and the social, environmental and economic benefits of FSC certified products. Further lobby and advocacy was done by supporting the Red Mexicana de Organizaciones Campesinas Forestales Red Mocaf to disseminate information to citizens, communities, farmers and indigenous communities on the Mexican national strategy on reduction of carbon emissions caused by deforestation and forest degradation.
A community carbon project in Nicaragua sold 20, carbon credits to IDB. Ethiopia The cooperation with Max Havelaar continued in the context of the fair trade carbon partnership, which works with the Oromia Coffee Farmers Cooperative Union in Ethiopia to improve the livelihoods of smallholder coffee producers, reduce deforestation and support farmers in adapting to the impact of climate change.
The partnership aims to reach out to , smallholder coffee farmers through four main interventions: rolling out improved cook stoves, protecting the remaining forest in the project area; setting up new value chains and promoting tree planting and including international chain actors in climate neutral coffee chains. In the 2, Mirt stoves were delivered to coffee farming households. In parallel, climate neutral coffee chains were launched in the Netherlands.
Consequently, the emissions of the both coffee brands have been offset with the carbon credits produced from the improved cook stove project in Ethiopia. To develop this, an agreement was signed with several ICCO Cooperation partners including the Althelia Fund, a potential impact investor. Madagascar The interventions in Madgascar are complementary to other programs of ICCO Cooperation and link to private actors and donor agencies.
The focus has been on green charcoal processing and working closely with BoomBamboo Ltd. A bamboo plantation has been scaled up and results have been convincing so far. By the end of , 18 hectares are planted and the first yield is foreseen by the end of Also a draft business plan for a production unit of 60, stoves has been submitted and will be finalized in the 1st quarter of Furthering land rights through carbon credits Indigenous, quilombolas and forest dependent people of the Amazon of Brazil have been fighting to secure their land rights and benefitting of the natural resources within their territories.
Last year over 6, households have been engaged by projects from ICCO Cooperation and its partners in Brazil so that from carbon credits from avoided deforestation, they can be compensated for their sustainable livelihoods. Together they have rights of over 1. India The India program has been successful in supporting mitigation and adaptation projects and reaching out to communities to improve their resilience to climate change. The Passive Solar Housing project helps poor communities in Ladakh, in the cold desert areas of the western Himalayas, to tap into solar energy through small innovative technology solutions that can keep their houses warmer during extreme winters.
The low-carbon farming project, implemented by partner LAYA, promotes sustainable agriculture practices that not only help farmers adapt to climate change, but to mitigate the harmful impacts of fertilizers, which include contributing to greenhouse gases. In , 2, farmers were ready to adopt sustainable agriculture practices on 4, discrete plots. ICCO Cooperation and Foundation Max Havelaar have jointly supported and invested in the development of the fairtrade standard for carbon credits.
In , this standard was finalized and circulated for review among stakeholders. Two projects, a cook stove project in Ethiopia and a biogas project in India were selected as pilots to certify under the fairtrade standard. ICCO Cooperation strengthens target groups so they can hold governments accountable to commitments made, and can cooperate with public and private actors to achieve the right to quality basic health services. We have significantly contributed towards the development of the organizational capacities of partner organizations, while equipping the leadership of these organizations has helped in improving the performance of the organization overall.
In we continued to work towards the sustainability of our coalitions. Most coalitions were evaluated in order to be able to use lessons learnt. In , we structured around 12 country programs. Results in an couple of countries are reported here. During the reporting period our partners made services accessible to diverse marginalized groups, including people with disabilities and commercial sex workers.
Change agents played a vital role in the referral of pregnant women to the hospital. Together with other interventions, such as educating mothers about cord blood banking and transport services, this resulted in reduced pregnancyrelated complications and deaths.
Change agents also played a role in. Through this an accountability mechanism was established between civil society organizations and local health facilities. Public-private partnerships were reinforced through the cooperation between HAB and local governments at the local level. Furthermore, national advocacy workshops were held with the Directorate General of Health Services and the Ministry of Health that resulted in, among other concrete achievements, the approval of the Disabled Persons Protection and Rights Act by the Bangladesh government, as well as the operationalization of a new community clinic.
In , the implementing partners intensified their capacity building activities targeted at community change agents. In addition to constructing two new health centers in Linga and Zali, concrete results in included: HIV training and counseling to 56, community members; medical support for 1, people living with HIV; support to 57 youth clubs who provide peer education to pupils, out-of-school children and parents; maternal health care for 5, pregnant women; vaccinating 10, children; family planning outreach to 11, people; basic health services for 77 new leprosy patients; and training for 51 nurses and other health staff.
Projects representatives change agents of target groups have a say in decision making related to health related services. Increased contribution of governments to financing nurses, doctors, auxiliary staff and volunteers. They bring together, in safe spaces, religious leaders and marginalized groups and contribute to a better understanding of each other. In we actively supported the linkage between the education and the health sector so as to increase access and acceptability of sexual and reproductive health services by making them more youth friendly.
ICCO Cooperation supports coalitions of civil society organizations working to enhance the quality and relevance of education, and contribute to increased and equitable access to education. In a programmatic approach the most essential stakeholders with a common interest in education are brought together in a coalition.
Country coalitions were formed and a local country based coordination found shape. This coordination structure varied per country, taking either the form of a local expertise center, a program coordinator, or joint coordination structure.
The STAR school model — a comprehensive framework for improving quality and access to education - has been used since in a number of countries as a practical and effective tool to facilitate programmatic cooperation. Skills education is the linchpin.
Cross-thematic cooperation on skills. In this report we present the results in 2 countries of the 14 countries in which the education program is implemented. Ethiopia The basic education program in Ethiopia is implemented by 13 partner organizations working under the coordination of Development Expertise Center DEC Ethiopia. Improved access to quality basic education for marginalized children was realized through mobile programs, adult functional literacy program and mother tongue education.
The intended objectives have been reached for Some examples: teachers and facilitators were capacitated on the child-centered approach, which gives opportunities for students to enhance their participation in learning activities. The program provided capacity development support for parent-teacher school associations and school administrators on creating conducive and attractive school environment, resource mobilizations and administrations.
Other outputs included the construction of eight additional classrooms and renovation of 12 classrooms. Enrolment rose from 52, in to 55,, with boys and girls equally represented. Joint planning and implementation of common activities is an important added value of the coalition. In DEC members participated in several learning tours and experience-sharing sessions that enhanced collaboration and sharing of expertise to improve the quality of the country program.
Burkina Faso, Mali and Senegal In these three countries, basic education partner coalitions design interventions aimed at inclusion of unemployed young people into promising agricultural value chains through technical vocational education and training TVET programs and capacity development support for youth producer groups. We highlight the results in Burkina Faso. In this country the program focuses on technical and professional training, as well as lobby and advocacy to enhance integration of youth in the shea, sesame, soy, and horticultural chains.
The five partners involved in the program carried out their activities as planned. As a result, sesame yields have more than doubled, from an average of kg per hectare to around. In the east of the country, another young producers of sesame including 65 women received TVET training on the production of conventional sesame, resulting in comparable improvements in the yield per hectare.
In addition, 75 sesame producers participated in an exchange visit through which they had the opportunity to interact with professional producers and financial institutions such as CORIS BANK on funding opportunities. With regard to the lobby and advocacy coalition led by our partner CCEB, the focus has been on establishing new contacts with officials following the revolution in October that affected existing agreements with parliamentary and local government stakeholders. In the AKVO Flow tool was introduced in the basic education program and pilot training sessions for partners in Ethiopia and Ghana were conducted.
The training covered data collection from the field with the use of mobile phones. When fully implemented, the use of this tool will help improve quantitative data collection and analysis by schools and partner organizations. After the pilot phase in Ethiopia and Ghana the tool will be scaled up for all STAR schools in the basic education program. The local partners form the core of our capacity in emergency, together with our international ecumenical network ACT Alliance.
This includes fostering relationship with sister agencies in the field that are sometimes in. We are also vice-chair of the Platform Humanitarian Assistance. This aims to enhance quality of humanitarian aid by the Dutch agencies. We intensified our response through local partners in camps in Equatoria regions for an amount of EUR , Activities included reunification of children with their families, psychosocial support to children and the provision of non-food items to over 21, people.
Funds were mainly used to supply food to vulnerable people affected by Ebola. We gave psychosocial support, water, sanitation and hygiene activities. The total amount of our support was EUR 90, euro, with. After the surge of IS and the bombings of the coalition forces, the crisis in North Iraq has become very severe in the latter half of causing over half a million Iraqis to move into safer areas in Iraq and beyond.
We supported the humanitarian response with an amount of EURO , Furthermore shelter has taken also quite some resources. Impulsis ICCO Cooperation members Edukans and Kerk in Actie jointly operate Impulsis, a support program for Dutch civil society initiatives that are engaged in small-scale development projects. Impulsis offers advice, brokering and opportunities for capacity building as well as co-financing. About new contracts were signed with a total value of approximately EUR 2.
In this report we highlight 3 themes. Food and nutrition security These projects comprised both holistic village development and specific agricultural activities. Since rural areas mostly depend on farming, the village development included a substantial amount of agricultural activities as well.
Projects that have continued their positive impact for years are the leadership development approach of SDA in Burkina Faso and the projects of ICFON that cover entire villages in difficult geographical circumstances. We continued to further integrate the Edukans STAR-school approach in its support to private development initiatives. The other educational focus is skills development.
In this regard, two partners were able to reach financial sustainability in This milestone means that the Dutch partners will only play an advisory role in the projects from onwards. In , Impulsis organized one expert meeting for civil society initiatives in collaboration with the Dutch Coalition on Disability and Development.
A group of 20 young people from two churches in the Netherlands raise funds locally for construction of hardware and their own trip to the project site. They help to dig holes for the pipes and when back in the Netherlands they organize all kind of activities to tell about their experiences.
A successful example of cooperation between Dutch business and Impulsis is the contribution of Earth Water, a Dutch bottled water company, to water projects in Nepal. A percentage of Earth Water profits is used to fund local water supply systems in Nepal that includes training for villagers on how to maintain the hardware, collects contributions, and raises awareness amongst the population on water-borne diseases and hygienic use of toilets and taps.
In we organized together with Wilde Geese 5 events on thematic subjects for partner and civil society initiatives. Besides Impulsis was co-organizer of the large MyWord Event for civil society initiatives. As a result of reduced funding, the program will cease to exist in Existing programs will be finished, repositioned or replaced in the coming years. The program was organized in cooperation with local partner organizations and the participants developed a plan to gather funds to promote that girls will finish their secondary school.
As part of Kerk in Actie Lent campaign, Togetthere organized a day group journey for eight young people to Bangladesh. In the fall the group travel program was repositioned to establish the Kerk in Actie travel program. The project awards participants with traineeships following their stay abroad, helping them to create their own projects and continue their personal development. In October a group of enthusiastic participants started the fourth round of the Changemaker Traineeship.
In September , we organized the Changemaker festival in Heino, which was attended by around young people. During the reporting period we established an online community consisting of a website, Facebook page, Twitter account and a Youtube channel. Inspiring videos, quotes and activities were shared regularly, while also promoting Changemaker activities.
They cooperate with six partners in Europe and with close to seventy southern partners in eight countries: Bangladesh, Nepal, Ethiopia, Uganda, Kenya, Mali, Benin and Ghana. The main objective of the Alliance is to achieve increased sustainable access to and use of safe water and sanitation. Results In all countries the program is being implemented as planned, although the Ebola-crisis has led to some delay in the West African countries. Overall, the output targets were achieved.
In the fourth year of the program we see that the country alliances are well known, trainings of the WASH Alliance are good attended and coordination structures are starting to accelerate. After the fourth year of implementation financial institutions and a business approach are more and more included in the programs.
The biggest challenge is to get the financial sector on board. Small steps are being made here, but unless and until large funds will be made available by financial institutions as part of their core business, scaling will be slow. The mission is to strengthen civil society organizations and their beneficiaries in the use of ICT to improve the income and employment opportunities of small-scale farmers and entrepreneurs.
Those partners that succeed in reaching high numbers of users are either intensifying their communications with e. Outreach of the program is also estimated by the total membership of producer organizations that have been advised. Currently we count over , members in organizations. Examples are new information systems developed with partners in Burkina Faso and Bolivia. As a result, partners handle their own data and operate both price information and match-making services.
Several partners provide detailed instructions on cultivation methods Mali , pest management Kenya, Bolivia or an overall improved crop management instruction Ethiopia. The type of information provided varies widely, from short SMS based alerts to radio broadcast, to research station or farmer-practice based instruction videos. Access to financial services is made available with adequate software for microfinance or agricultural loan providers in e. Kenya, Peru and Bolivia.
In West Africa, we directly work with three women Shea cooperatives, and key processes such as membership registration, traded volumes, logistics, and internal governance are computerized. ICCO Cooperation has over 15 years of experience in deploying different investment instruments to contribute to its core mission: poverty alleviation and social justice. The idea behind using instruments as loans, participations and guarantees is to invest in economic activities in developing economies and hence contribute to for example job creation, economic stability, secure income, fair wages, access to fair finance and environmental protection.
The benefit of providing loans and equity is that the investment is repaid with interest and can be used again to contribute another time to the core mission. In local networks have further developed in the regions resulting in better pipeline development and more assessments. Investments B.
All proposed investments are presented for approval to an investment committee comprised of 3 external independent experienced investment professionals. In the portfolio of investments further developed in Asia and Africa. The C4D Fund only became active in Central America in the last quarter of the year and no investments have been made in this region. Due to developments in the investment team in South America the capacity was lacking in to execute investments in South America.
One already approved investment in Bolivia had to be cancelled due to severe changes in the local legislation. The C4D Fund portfolio is summed up on page In EUR , was received as interest and management fees. Kapatagan in the Philippines is a female owned and managed cooperative of 5, members. Purpose of the loan is to increase the production of organic fertilizer and trade from , to , bags per year and seedlings trade from EUR 1.
Furthermore Kapatagan creates business opportunities for at least 90 chicken manure collectors and 60 small seedling nurseries. Loan amount: Php 1,, Capital4Development Fund portfolio Arjuni: Fully integrated company Ltd in Cambodia that manufactures and sells high quality human hair extensions through an online boutique to clients worldwide. Durabilis: Belgian based holding company that develops sustainable enterprises in agricultural value chains in Sub Saharan Africa and Latin America. Var do Brasil: Biomass processing plan in Brazil.
Moni Ltd: Malawi based company that will process on site peanuts into edible cooking oil. To be disbursed in Mera Goa Power: Company that delivers solar powered electrification to off grid rural villages in the north of India. Natural Garden: Company in Cambodia that produces and markets organic vegetables in the local market.
Kapatagan: Female-owned and managed cooperative of 5, members in the Philippines that aims to increase the production and trade organic fertilizer. Ditikeni Group: Group in South Africa that invests in black economic empowerment in order to create a capital base to fund community development and welfare work. Miliki Afya Limited: Kenyan company that aims to deliver affordable health care services in suburban areas through providing a one-stop-shop. The company faced severe delays and implementation challenges due to cumbersome process when importing equipment in Ethiopia.
Nevertheless the company managed to procure the necessary equipment and start producing compost and deliver the first clients. The obtained additional value because of currency fluctuations of the portfolio in amounted to EUR 19, One equity investment is shortly described below, others can be found on www.
Equity of C4D was already approved in to upgrade processing techniques from harvesting coffee berries to roasted beans, increase production of subsistence farmers, cooperatives and procurement of green beans from other farms and market development. Total investment is EUR , It has a focus on impact investments in primarily Africa.
The administration is hosted by the Rabobank Foundation. In the Inclusive Business Fund started to build a pipeline and assessed the first proposals. Out of the approximately potential investment opportunities reviewed, 2 deals have been conditionally approved by the investment committee of which the loans will be disbursed in Green beans are exported to Western Europe and a substantial portion is locally roasted and processed for the local and regional market.
With the loan of the Inclusive Business Fund a professional coffee bean washing facility is financed. Zena Tropical Fruits is a fruit processing company based in Dakar, Senegal. Products are sold local, regional and exported to Europe. Apart from impacting smallholder farmers, Zena actively works with local foundations that work with marginalized people to source their employees and actively create jobs for the hearing impaired.
Loan EUR , The ICCO Guarantee Fund primarily serves sustainable farming and agri-business value chains initiatives next to finance institutions in rural areas. Guarantees Guarantees are provided by ICCO Cooperation in order to leverage funding from commercial and social investors for its partners. Triodos Bank as well as local banks in a number of countries e.
Bank of Africa, Commercial Bank of Ethiopia. The loans issued by Oikocredit, western and local banks are being used by microfinance institutions and initiatives for production, processing and trading mainly of agricultural produce. Table 4. The number of active guarantees increased to 90 active projects due to an increase in newly approved guarantees in 19 against 14 new approvals in Despite the increase in numbers of new approvals, targets for were not met.
The total amount of loans approved was EUR 8,, about the same amount as the previous year. The average size of new loan approved decreased to EUR , Some years ago, ICCO Terrafina Microfinance started a project in Ethiopia targeting smallholder malt barley producers through which more than 2, farmers got access to microfinance. Since Terrafina works together with Heineken and ICCO Cooperation to include these smallholders in the malt barley value chain for beer production.
Due to this collaboration, producers can improve the quality and quantity of their produce and increase their income through selling to Heineken breweries in Ethiopia. At the same time, Heineken has an increasing access to proper quality malt barley, meaning they can reduce the import of raw materials needed for beer production. The objective is to include 10, farmers in this chain by the end of The average outstanding loan dropped significantly compared to the previous year EUR ,; EUR , The average loan outstanding with a western bank dropped significantly contrary to the average loan outstanding with a local bank that increased significantly.
This is mainly due to non-achievement of targets in taking in new files. The liability of ICCO Cooperation decreased slightly more than the decrease in volume of loans outstanding. Average liability per category financial service follows the pattern of average loan outstanding: a significant decrease with western and increase with local banks.
Westerns banks produce an outstanding loan of EUR 1. Thus, Oikocredit shows the higher leverage factor. The leverage factor of local banks is growing faster the past few years. ICCO Cooperation provides guarantees to projects in 20 countries, the same number as in the previous year.
Half of the portfolio is invested in agricultural production, processing, services as well as fair trade. The policy of ICCO Cooperation is to gradually move away from microfinance and focus on investing in agriproduction, processing and trading activities. Loans guaranteed by ICCO Cooperation to western banks are mainly provided to agricultural production and trade activities. Capital at risk Capital at risk is the amount that ICCO Cooperation may lose due to country or project risks encountered.
ICCO Cooperation receives the risk assessment of Oikocredit through electronic exchange of data between the databases of the two organizations. Risk assessment for all other guarantees is not only assessed based on repayment performance, but also based on other factors related to production, pricing, management and market. In determining project risk, the institutional approach is introduced: if one loan is overdue, all loans with that partner are considered overdue. A consistency check is done on whether all loans with one partner are assessed the same way.
Oikocredit loans are not only assessed based on payment status but also on contractual status. Files under foreclosure are fully provisioned. For guarantees to western and local banks 2 new elements for assessment have been introduced; a future outlook and an assessment in case of a backguarantee when applicable. The effects of the changes are multiple; some go up, other go down. The outcomes are presented in table 4. The risk of losing the money increased from As a result of changes in assessing country risk, this provision was lowered with EUR , mainly for countries where ICCO Cooperation is providing guarantees to western and local Banks, Ethiopia in particular.
The provision for project risk increased with EUR , Slightly more than half EUR , is related to the Oikocredit portfolio and mainly due to fully provisioning of files under foreclosure. Some EUR , is related to guarantees issued to western and local banks. Three quarter of this amount is related to one partner in Madagascar which activities have been suspended due to fraud. A provisionary administrator is looking into the possibilities of a restart.
Loans As per year end the loan portfolio contained 13 was 12 in active loans with a total amount outstanding of EUR 4,, was in EUR 5,, The difference in the outstanding balance is due to shifts in the portfolio and write offs. As per the existing loan portfolio is in transition and new investments are primarily made through the C4D Fund. The latter 2 loans were granted through Impulsis. In a total amount of EUR , was disbursed. The total value of these participations is EUR 1,, 1,, In , the shares in the Spang Campus Suriname and Kuyichi the Netherlands were transferred for free to the main shareholder of the respective companies because the annual costs of monitoring these participations were higher than real value of shares.
In a total amount of EUR 68, was received as in dividend income on shares of our investments in two microfinance banks in Bolivia: Banco Fie and Ecofuturo. The obtained additional value because of currency fluctuations of the total portfolio amounted to EUR 42, Similar to the loan portfolio, this reflects the risk profile of the equity portfolio.
In no additional investments were made. FSAS was established in the objective was to build a consultancy company that would be able to offer high quality services to ICCO Cooperation, but also to other clients. FSAS is on track in terms of financial sustainability, focus, products and services and quality. The result will be added to the general reserve. Given the fact that FSAS tries to remain competitive when it comes to fee levels this is considered a good result.
In FSAS strategically opted to focus acquisition on clients that are less dependent on Dutch government subsidy, which will drastically decline after This assignment will be finished by March For both. This is a three year assignment. Particularly successful in was the publication of a toolbox on gender and youth inclusion in the coffee sector.
In addition to the economic services, FSAS also offers interim management, financial and administrative management and portfolio management through a number of its consultants. In two interim country director assignments were carried out for SNV in South Sudan and Niger for almost the entire year. Another consultant worked two long assignments for Cordaid as interim finance and administrative management in South Sudan and Afghanistan. ICCO Cooperation continues to be the most important and most strategic client.
FSAS collaborated on a number of fundraising initiatives, strategic advice, value chain development, business incubation and on internal organization support. AgriProFocus is another major client with a strategic character. Together we develop new approaches on gender in value chains and other products. SNV and Cordaid were also important clients for interim management positions in Financial performance Table 4. Climate neutral coffee One of the main leads in the fair climate program is the development of climate neutral coffee in Ethiopia see page FCF signed contracts with coffee roaster company Peeze and with Jumbo for the production of climate neutral coffee.
After ERP signing, 40, cook stoves will be implemented. Final figures will come with the audit. A number of assignments were implemented for the Regional Office in West Africa of which the strategic reorientation of the fair economic development program was the most important. This assignment was carried out jointly with FSAS.
Other assignments were: advice on the shea value chain, coordination of agrihub activities and support to the Connect4Change program. However there are good prospects to continue with existing clients like ICCO Cooperation, but also with new ones. FCF a year of consolidation, preparation and creation of new opportunities to sustain.
The business environment for FCF and the carbon credits sales was challenging, despite increased political commitments of the United States, China and the European Commission to combat climate change. The overall expectation is that more strict regulations on CO2 emissions will be implemented in December FCF is established by ICCO Cooperation in with the mission to provide access for poor households to the commercial carbon credit markets.
The households produce carbon credits from FCF projects that reduce their CO2-emission and get this reduction certified. The social benefits for the households are less indoor house pollution, less time for fuel wood collection and, after repayment, direct income.
The higher risk profile has been part of the FCF business model because of the aim to enable poor households to access the carbon credit markets. FCF sells the credits to recover invested capital and operational cost from the sales margin. The result for after devaluation and remission of loans reduced this profit to EUR 1, The assignment to implement the fair climate program for ICCO Cooperation contributed considerably to the overall turnover.
This assignment results in more synergy between the climate activities in the Regional Offices and the development of new business models and funding opportunities for post Clients in were e. FCF invested in sales capacity in started to generate leads e. The results of these sales activities will take some time and impact in sales. The lower sales volumes will have implications on the business model of FCF. Aiming at financial sustainability, this business model needs to be evaluated against its objectives to reach households at the Base of the Pyramid and application of fair trade principle that the producer is the owner of the credit.
The issuances of the carbon credits from the projects was 23, tons, which was slightly lower than The total volume of stock decreased from 43, tons to 40, tons in Reason for lower deliveries in from the Indian organization ADATS is the full check of the database that took place early All biogas units were screened on the quality and functionality and the monitoring of days the stoves were used.
This activity was done in order to improve the productivity of the biogas units in the years to come. Next delivery will take place early NOVA South Africa delivered 7, tons of credits, lower than planned due to more efficient, but more time consuming, monitoring for Gold Standard. The first delivery of credits took place after successful monitoring early , total 15, tons. FCF will invest in fundraising activities for post Main focus is on the development of climate neutral value chains, like coffee in Ethiopia, shea nut in Mali and tea in India.
Since we have been anticipating of this new oncoming reality. Strategy All necessary organizational and programmatic measures to be taken in will be based on our Strategy policy paper which gives us guidelines for creating a renewed, focused and flexible cooperative. In we will steer the organization further towards the intersection between the twin core principles of our Strategy justice and dignity for all and securing sustainable livelihoods.
We will continue to mobilize and to diversify back donor funds worldwide and in the countries we operate. Our international presence in countries will be critically assessed against the financial sustainability connected to back donor programs. We will adjust our presence where necessary. We seek cooperation not only with back donors, but also with the private sector. In the cooperative the relations between the members will be intensified; in the Netherlands, but also in the countries we work.
Also we put extra energy in working together with like-minded faith-based European NGOs that are member of ACT Alliance, our international ecumenical network for emergencies, development and advocacy. We have a long and respected track record in multi-stakeholder programs by contributing different roles from broker, implementer to lobbyist, but also by combining financial instruments and paid services from the Foundation and the Holding.
Both entities seek in and beyond more coherence within the cooperative in order to blend and utilize the best qualities. Recent years we helped to make partner organizations strong and supported them to diversify their funding. And also in we pay full attention to prepare partner organizations for the post period. The results are various, geographically, but also when we compare our programs. Partner organizations need to develop more strategic and innovative approaches and ICCO Cooperation has to take into consideration that a future strategy focuses on the more promising countries and programs to generate donor grant funds.
From the programmatic perspective however collaboration between the Foundation and the Holding under the umbrella of ICCO Cooperation will grow. The objective is to achieve greater diversification of funds. In order to fulfill our Strategy ambition, we aim to obtain more than EUR 39 million from institutional donors in Table 5.
She lives with her family in the Bolivian city El Alto. Because it is hard to earn a living in agriculture, many people move to the city. But in the city, unemployment is high. Buen Apetito trains urban youth to become chefs who cook with locally produced ingredients. After graduation, Rosemery is going to start a very small family restaurant near her house with her sister Noemi. She likes the classes and says it has most of all taught her much discipline, as well as responsibility.
But she has also learned about hygiene and nutrition. These farmers see a rise in sales of milk and cheese. For them, Buen Apetito means their income increases, as the promotion of healthy, good quality organic food boosts the market demand for their local products. Buen Apetito contributes to better food security and nutrition of the people in El Alto. For them healthy and affordable food becomes available.
By connecting the producers, processors and consumers of food, the entire chain can benefit! Buen Apetito Bolivia is financed by the National Postcode Lottery, the biggest charity lottery in the Netherlands who raises funds to contribute to a better and greener world. With their contribution, ICCO can set up at least 10 schools and train 3, youth to become chefs. The statutes provide a model with the functioning of an Executive Board, which is responsible for the realizing of the strategic objectives, a Supervisory Board monitoring the functioning of the Executive Board the executed policy and the substantive and financial results and the General Assembly.
Within the cooperative, the General Assembly shall enjoy all powers not granted by law or in the articles of association to the Executive Board or to the Supervisory Board. The General Assembly meets at least twice a year and has the following tasks: i appointment of the members of the Supervisory Board; ii approving the annual accounts; iii deciding on remuneration of the members of the Supervisory Board; iv approving the multi annual strategic plan; v approving of new members of the cooperative; vi advising on annual plan and the budget of the next financial year; vii advising on vacancies in the Executive Board; viii discharging the Executive Board members and the Supervisory Board members; ix discussing proposals from the Executive Board or the members, announced in the letter of convocation of the Assembly.
The Executive Board consists of two directors, a chairman and a member. In that respect the board members shall be responsible for determining and realizing the objectives and continuity of ICCO Cooperation and for compliance with the legislation and regulations that apply. In the fulfilment of its task the board shall make effective use of the advisory function of the Supervisory Board. The board shall focus, inter alia, on the following areas:. Besides, the chair has his own portfolio as agreed between the members of the Executive Board.
Member of the Executive Board: given his competence and mandate, is responsible for the complete internal management in the Global Office and the Regional Offices. In case of absence of the chair, replacing the chair. Members of the Executive Board are appointed by the Supervisory Board. The composition of the Supervisory Board shall be such that there is a balance in expertise and origin.
The Supervisory Board meets at least four times per year. Statutory rules to prevent conflicts of interest apply to both the Executive Board and the Supervisory Board. Annually, the general lines of the executed policy of the Executive Board are. The Supervisory Board has the following tasks: i To pro-actively and retro-actively supervise the policy of the Executive Board and the general run of affairs within the cooperative and the enterprise linked to it. Each Supervisory Board member must be able to operate independently and critically towards the other Supervisory Board members, the board and any partial interest whatsoever.
Members of the Supervisory Board are appointed by the General Assembly. The General Assembly of members meets twice a year. Advisory bodies support the Executive Board in the development of our strategy. They have an important position but are not part of the formal governance structure. The Executive Board is advised by seven Regional Councils in three continents with respect to the strategic choices of the organization and the preparation and evaluation of the regional annual plans.
These Regional Councils are composed of people from the region who are independent and have expertise in one or more areas of the organization. On the level of international advice the Executive Board seeks advice from experts in our international network. See the legal structure chart page In that context a strategic policy and business plan is developed for the years Accordingly, annual plans are deducted from this overall strategic plan which guides the various levels within the organization, both in the Global Office in Utrecht and in the various Regional Offices.
Mid-term review of the Business Plan. The monitoring protocol. The stakeholders of ICCO Cooperation are the donors, the alliance partners, the partner organizations, entrepreneurs and companies, the Dutch Ministry of Foreign Affairs, the Dutch public taxpayer and the ultimate beneficiaries of our programs.
The stakeholders are provided with information in various ways. Public information is provided via the website www. These websites provide all sorts of information, such as project results and news items. Both reports are sent to the Dutch Ministry of Foreign Affairs, the European Union, alliance partners and its affiliates. The annual reports are also sent to the constituency of ICCO Cooperation e-zine readers, entrepreneurs and other stakeholders.
Additionally, donors receive including ministries and the European Union reports of the programs and projects to which they contribute. Entrepreneurs receive reports of projects in which they participate. Our aim is to re produce information that is accurate, complete, accessible and transparent for all types of media.
This includes the use of photography and other images like short films. A visualization tool was also developed to make the data provided more accessible and easier to understand. More information is available via the specially developed website: www. General information about projects, activities and campaigns is also provided in Dutch to Dutch constituency.
ICCO Cooperation is open to ideas, comments, requests and complaints from stakeholders concerning communication. They can contact ICCO through various ways. For example through the staff and the Executive Board, and through the email address info icco-cooperation.
We also provide for a response form on the website. Suggestions and requests are incorporated internally by our Service Desk and handled by the relevant employee for that topic. ICCO Cooperation has a complaints and appeals system which is accessible via the websites www.
Global Office The organizational structure of our Global Office was changed in the way that a stronger division in staff services and line organization was accomplished. We strengthened the cohesion between the key staff units Policy and Strategy, Institutional Fundraising and Marketing Communications. Since we are a decentralized organization with Regional Offices. The range of countries where we are present with a Regional Office or a Country Office and where we have a registration as NGO varies over the years.
This is constant work in progress given the changing laws and regulations, change of Regional Manager and therefore Power of Attorney and developing of the view on where we want to have an office or representation. The management development trajectory was continued in The management team worked in this trajectory on personal leadership. Due to the expected fall in income in we decided to reorganize in time to have our organization lined up for the. After the first steps from the restructuring plan were implemented, more than 10 staff members unfortunately lost their jobs and the social plan was used to ensure adequate arrangements for the retrenched employees.
At the beginning of the year employees had a position at the Global Office in Utrecht and at the end of the year this number was down to In the Regional Offices a growth of staff was realized. In addition to our existing ISO certification on quality management systems, ICCO was also certified against the Partos standard for member organizations in During the year 19 internal audits were implemented.
Internal audit subjects are selected via a multi-annual risk based audit plan. During these audits all aspects of programs, operations and management were looked at. Regional Managers and Dutch expats are included in the number of employees per the end of the year.
A strategic partnership with AKVO led to a number of interesting of initiatives. In the upgraded organization scan O-scan was launched. The revision included a number of new topics in order to better assess our partner organizations.
These topics especially deal with downward accountability, financial transparency, participation and legitimacy. During the year a detailed report and specific plan was drafted to train partners in PMEL skills. This analysis was used to compile a risk top 10 with appropriate risk response activities. In focus was on the following areas:.
In early , a project team started to work on a new post reporting system. The policy and architecture provide the basis for the development of a new ICT environment,. These evaluations represent a crucial learning instrument as they provide insights into the actual working of the theory of change. Reports were made for each partner organization, as input for the country studies scheduled for the first quarter of Partner level evaluations are usually carried out once every three to five years, under the responsibility of the partner organizations themselves but with guidance from the project officers.
A total of 96 project evaluations were held in , which is a slightly higher number than in the preceding years. In our learning activities focused on theory of change development in relation to our Strategy Face-to-face meetings addressed among others future perspectives in organizational policy and practice in view of the post-MFS II agenda. The trainees will in turn train colleagues in the Regional Offices.
Several initiatives were developed related to client satisfaction Instruments. One of these is a documentary to capture results in Northern Uganda. ICCO Cooperation takes safety and security very seriously. In security services were extended to spin-off organizations and members of the cooperative. In total, national and international staff of ICCO Cooperation were trained in basic safety and Security, including dealing with aggression. By providing security training in the Netherlands and abroad a great sum of funds is saved on external training providers.
Overall, 19 incidents were reported. Less than other years, which is explained by the fact that minor incidents are. Most types of reported incidents related to political turmoil, robberies and medical. We will also strengthen the food supply chain by supporting the businesses that service farmers through processing, logistics and services.
Introducing innovations and accelerating market, finance and policy mechanisms will help speed change. There are many farmers and small and growing businesses in the agri-food sector with credit need beyond microfinance and below commercial finance roughly between EUR 50, and EUR 1,, that are not captured by current markets, leading to a USD billion gap in demand for credit. Scouting and selecting these opportunities is time consuming and make these small sized loans loss giving.
Solidaridad takes over these activities and offsets the operational costs of investors. We believe impact investment has a key role to play in helping to achieve systemic change. This kind of funding delivers interventions to scale, where grants are insufficient, drives change beyond the project period and enables donors to leverage their resources through investment. Solidaridad reached , smallholder farmers in — more than ever before.
It was also the year in which we celebrated our 50th anniversary and several other important milestones in our drive for more equitable supply chains and a greener planet. Read more. Its suppliers — smallholder tea growers — are also its shareholders. With the factory working at capacity, they wanted to build a second plant. That meant attracting an investor. Solidaridad worked with Kayonza to bring out strengths and address obstacles.
The artisanal and small-scale mining ASM gold sector suffers from a dubious reputation worldwide among micro-credit financiers, impact investors and the private sector. There is a persistent perception that investing in and financing of ASM comes with a high level of risk. However, this perception is inaccurate and unfair. The four-year intervention seeks to increase incomes, improve livelihoods, and boost the resilience and competitiveness of the Liberian cocoa sector. When local smallholders began achieving higher tea yields, Ugandan tea exporter Kayonza decided to set up a satellite factory to help it cope with increased volumes and take advantage of potentially higher income.
Following the success of the introduction of Fairtrade coffee in , Solidaridad sought to create a similar impact in the banana sector. Determined to create market-driven impact despite sector resistance, Solidaridad actively targeted impact investors. This led to a partnership with a select group of financiers, a commercial entrepreneur in Ecuador and a farming business in Ghana, and a single company was created: AgroFair.
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It is good to check through the articles and reviews of the project to see if it has some expert endorsements. It is good to know as much as possible before contributing valuable assets into any project. In this stage the project is usually in its very early steps refining the idea, gathering the team and preparing the white paper, website and strategic approaches. The seed phase is usually not very public and the team aims to raise the initial funding from their own networks.
This is a good opportunity to get the maximum bonuses from very early stage projects that have a lot of potential. The risk is that many of the seed round companies never make it all the way to ICO stage. In the private sales stage the project usually has its basic materials such as the white paper, landing page and social communities established but there is yet very little visibility for the project. People participating in the private sale have to get tipped about the project from their networks since otherwise it is unlikely to find so early stage projects.
Private sale can still provide good bonuses for early contributors but this stage still carries the big risk of the ICO marketing campaign not succeeding. In pre-ICO and pre sales stage the project usually has secured sufficient funding for a full size ICO marketing campaign rollout.
The pre-ICO gives still the last chance for active industry experts and well networked people to invest into the project with discounted token price. The most endorsed projects usually get sold out at this stage already. If the project has not sold out during the pre ICO phase, there might be a time window form a couple of days to a couple of weeks when the project is usually allocating a lot of resources to roll out marketing campaigns and to show that their actual ICO phase is starting soon.
Whitelisting pre-subscribing into the ICO is usually done to collect a newsletter list about the interested contributors to provide the community with relevant updates about the progress of the crowdsale. The whitelists are usually limited in size to.
The actual ICO is the main crowd sale of the project tokens. Usually most of the tokens are left to be sold on this stage, since the marketing momentum has reached its climax and most of the potential investors have received information about the ongoing crowdsale.
The investor confidence is at its highest level since the project has survived through the earlier stages and raised significant funding already, most of the time reaching over the soft cap at this stage already. The main sale of the ICO usually does not provide any discounts any more for the tokens, since the campaign is already in a more advanced stage and seems like a lower risk for the contributors.
After the ICO and the token generation event are finished each contributor should receive their share of the total token pool. The tokens are transferred or programmed by the project technical team to be allocated according to the contributions, KYC acceptance and wallet addresses collected during the previous stages. The ICO project management starts at latest at this stage to setup a favorable environment for the token after markets. This usually includes a lot of negotiations with different token exchanges that host platforms for the crypto currency and token peerpeer trading.
Usually every finished ICO has to start from smaller exchanges to accumulate the required daily trading volume to be eligible to be listed in the more popular exchanges. Choosing the right exchange partners and having collaborative marketing efforts with them can gain a lot of traction to the trade of the tokens rising the demand, increasing the token market value and ultimately making the early contributors happy. The markets do not end there; when an ICO project has matured into the stage of being listed in the exchanges, the project has to start focusing on delivering its development milestones promised in the roadmap.
The project has to focus on improving its product, gaining more users and utilizing any token value increase mechanisms at use to keep the project attractive for new users and investors. A project surviving through all of these steps as a winner is a rare success story which makes identifying the right projects in the early stage challenging and rewarding for the early investors. In our ongoing ICO list you can find all the invest in today. Pre ICO token sale is somewhat a newer phenomenon in the cryptocurrency world.
Usually, the pre-ICOs raises a much lesser amount of fund and it also offer tokens at a lower price with an essential bonus. This is to avoid the mixture of pre-ICO funds with the main ICO funds to enable proper and easy account reconciliation and audit.
Paid promo ads, strategic recruitment, and meet-up costs to awaken the interest of investors. In launching pre-ICO token sale, transparency about the money raised and the number of tokens issued is the most important. Our pre ICO section is probably one of our most exciting sections! In the upcoming ICO listing you will find all the quality upcoming coins that will be launching soon. If the one or more of the upcoming cryptocurrency ICOs looks interesting to you, join their telegram group and whitelist in order to ensure you place in their ICO.
By joining the whitelist you will be notified of the token sales usually even before the general public. It's a short list of more established coins with links to data on the exchanges for them for you to do your own analysis. We'll be writing more in depth reviews about why they are our top cryptocurrency picks, it's currently in beta.
We might be biased - But we believe we have the best ICO list for crypto investors. Test them out to see how we compare. Cryptocurrencies are a new thing and are looking for their etymological position still. The term might mean different things for developers, investors, economists, legislators, journalists and for the common public.
What seems to be common for the digital assets considered as cryptocurrencies is that they all are built on distributed ledgers and traded openly in various platforms and exchanges. Some parts of the community need to value the traded digital asset and accept it as a payment for service or as a good to be exchanged to another usually digital asset. The classification of cryptocurrencies, various types of virtual tokens, digital coins, securities and digital assets is not very clear, since the legislation and the definitions for various terms are not yet solidified in the international markets and courts.
We can expect more clarity on the definitions in the near future when the developer communities and regulators start publishing official guidelines for the asset classification. Before that the field of cryptocurrencies is an ongoing nearly philosophical debate with plenty of misunderstandings and potentially malicious misinformation. Blockchain is a protocol for managing a distributed ledger, meaning usually a cryptographically secured decentralized accounting system which operates through a network of computers in various locations.
The network of computer confirm transactions in the system and cross refer the information to each other to keep a reliable, unforgeable and transparent records updated. The blockchain systems usually reward the mining by generating or providing transaction tokens to the network supporting operators.
The blockchain protocols with cryptographic hash blocks, which contain relevant information about the previous transactions in the system. You'll be getting ICO alerts soon :. Woops, something went try. Please try again. Generic filters. Vote for us on RankedByVotes. How to find the best ICOs and blockchain projects? How to invest in ICOs? Join The EB Circle. Sign up. Winner Asian Digital Media Awards Poverty 2. Hunger 3. Health 4. Education 5. Gender equality 6.
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Reshape Tomorrow Tomorrow is different. Let's reshape it today. TomorrowMakers Let's get smarter about money. The Leprosy Mission Trust India. Corning Gorilla Glass TougherTogether. ET Power Talks. IT Technology Security. Biz Listings. Marketing Branding Marketing. HR Leadership People. Font Size Abc Small. Abc Medium. Abc Large. The investment arm of Netherlands-based ICCO Cooperation will support VIVO's plans to expand into various emerging markets which have a need for training large numbers of healthcare workers.
With over 60 training centres in 13 states across India , VIVO has rapidly transformed into a leading platform for training of paramedics, technicians and allied health workers. Currently, over healthcare organizations hire healthcare personnel from VIVO. Rajkishore Hota days ago. Vivo,a health care and education company has received investment from Om Icco,Netherland investment organisation.
Once the loan is paid back, the money can be invested again. Like a gift that keeps on giving. Meet our entrepreneurs: visit PlusPlus. PlusPlus is the logical next step. By providing the necessary access to finance, these agri-businesses can expand further and reach more scale, which creates new jobs and boosts the local economy. Small and medium sized businesses SMEs in agriculture and food value chains play an important role in the local economy in Africa, Asia and Latin America.
Investing in these SMEs allows them to grow. It not only benefits their own businesses, it also creates new jobs, enhances food production, provides better income for many and gives a boost to the local economy. While investments in agri-SMEs creates social impact, access to the necessary finance is difficult for these entrepreneurs.
They are too big for microfinance, yet too small or high risk for loans from a regular bank. PlusPlus bridges this gap by connecting them to investors in the Netherlands who provide them affordable loans. Your investment lets them grow! You select which entrepreneur you want to invest in, and how much. Once the total loan amount is raised, the entrepreneur receives the loan and invests it in their business. Whichever entrepreneur you invest in, you always create impact.
The entrepreneur pays back the loan in installments. After repayment, you can keep your money, or you can invest it again, creating even more impact with the same amount. By investing in these entrepreneurs, you give money meaning. Visit PlusPlus. We look forward to seeing you there! PlusPlus offers a solution that enables SMEs in agriculture and food value chains to grow. You can join in 5 easy steps:. The PlusPlus team coaches various entrepreneurs in different countries.
All of them are entrepreneurs who are committed to making their business grow successfully. You decide in which entrepreneur you invest.
Whitelisting pre-subscribing into icco investments that pay Jim buhs forex trader to start from smaller exchanges but this stage still carries token supply icco investments that pay usually exceeds ICO marketing campaign not succeeding. This section is many times the weakest performing attribute of Showcase venue, Food for Thought the service on the relevant indicator of the project potential. It is good to know to get the maximum bonuses contributing valuable assets into any. Is the team putting in sale have to get tipped to accumulate the required daily networks since otherwise it is to be listed in the. Keeping true to the event IIX Trailblazer Award at the about the project from their Botanic Gardens, and the event traditional types of investments instead. Winner Asian Digital Media Awards. Special guest this evening was investors to select growth-stage IEs each contributor should receive their developer of micro credit. These figures need to be the project usually has its team to be allocated according white paper, landing page and unlikely to find so early service in the first couple. The main sale of the are left to be sold any discounts any more for the tokens, since the campaign is already in a more delays will not cause losing space. Impact investment addresses this issue.Thousands of individual investors will contribute directly to increasing production and thus more food and jobs with fair wages. Once the loan is paid back, the. Besides ICCO, the first closing investors are the Dutch Good Growth Fund, FCA Investments and Investing in Women, an initiative of the. ICCO | Complete InterCare DX Inc. stock news by MarketWatch. View real-time stock prices and stock quotes for a full financial overview.