Contoh Proposal donor hibah/grant 2020.pdf

Contoh Proposal donor hibah/grant 2020.

1. 1

Public-Private Platform Promoting Prosperity and Sustainable Coffee
Production in Cajamarca
Proposal for: Jacobs Douwe Egberts (JDE)


1. PROJECT DATA
- Geographic scope: Cajamarca, Peru. According to data from 2018, Cajamarca is Peru’s second
largest coffee producing area.
o Number of producers: 20,000.
o Total area with coffee production: 60,087 hectares (70% have organic and/or Fair-
Trade certification)
o Average productivity: 1,130 kilos per hectare per year
o Total production within the region: 67,897 tons
o International certifications present: Fair-Trade, Bird-Friendly, Rainforest Alliance,
organic labels, etc.
- Implementing organisation: XYZ Foundation
- Intervention time: 24 months
- Platform Partners: 1) United Nations Development Program - UNDP (facilitator in Peru of the
National Coffee Action Plan); 2) National Coffee Board (JNC); 3) Regional Technical Coffee
Commission – Cajamarca; 4) Corporación Alto Marañon; 5) Red de Técnicos del Norte; 6)
Pontificia Universidad Católica del Perú (PUCP); 7) coffee buying companies such as Perhusa,
Olam, Sustainable Harvest and Cassiopeia Café; and other actors join in the course of the
intervention.
- Support Framework: National Coffee Action Plan 2018-2030


2. PROPOSAL SUMMARY

In the past ten years, world coffee production has grown significantly. This does not go hand in
hand with coffee prices, which remain highly volatile as a consequence of years of
overproduction, speculation and climate change, amongst others. In 2018 and 2019, price
volatility has meant large economic losses for most small-scale coffee producers.
In Peru, coffee is the main agricultural export product. Approximately 223,000 families cultivate
coffee on a total of 425,400 hectares (CENAGRO, INEI, 2012); 85% are small-scale farmers and
own between 1 and 5 ha. According to data from 2018, Cajamarca is Peru’s fifth region in terms
of numbers of hectares under coffee production, i.e. 60,087 hectares; in terms of production
volume, Cajamarca is Peru’s second region, with yearly 67,897 tons of coffee being produced by
about 20,000 coffee producers. Cajamarca forms part of Peru’s “Coffee Belt of Excellence”, which
includes several regions in the North-East: Cajamarca, Amazonas and San Martin.
Coffee producers show a low level of competitiveness and social and environmental sustainability
in the management of their farms; hence, opportunities to achieve a living income
1
from coffee
production are low. Considering the current international coffee price, and comparing this with
the levels of productivity and production costs, the income of an average coffee producing family
isn´t enough to ensure all essential needs, such as food and optimal living conditions, let alone
other investments benefiting family members.

1
Living income is the net income a household would need to earn to enable all members of the household to afford a
decent standard of living. Elements of a decent standard of living thereby include: food, water, housing, education,
health care, transport, clothing, and other essential needs including provision for unexpected events. (Living Income
Practitioners ‘Workshop hosted by ISEAL & GIZ, Eschborn, February 2015)

2. 2

Based on the diversity of challenges and the proposals of different actors within the coffee value
chain, XYZ proposes to set up a public-private platform in the Cajamarca region with two
purposes. Firstly, to facilitate dialogue, discussion and policy proposals benefiting the region’s
coffee sector. Secondly, to develop a joint, coordinated vision on the development of Cajamarca’s
coffee sector, including multi-sectoral, multi-level and multi-actor coordination. This will lead to
strengthening the governance towards a more institutionalized coffee sector in Cajamarca
Proposed actions will be promoted by the Regional Government of Cajamarca through the
regional direction of agricultural development jointly with coffee exporting companies (some of
them partners of JDE); coffee cooperatives of the region (CENFROCAFÉ, Sol & Café, La
Prosperidad de Chirinos, APROCASSI, UNICAFEC among others); Corporación Alto Marañon
2
;
technical assistance service providers (Red de Técnicos del Norte); academia (such as Pontificia
Universidad Católica del Perú and Universidad Nacional de Jaén); and development organisations.
During this intervention, which has a planned duration of 24 months, JDE, UNDP and XYZ will work
together to set up the regional platform, establish its governance structure, develop its strategic
agenda and create a knowledge management system.

3. BACKGROUND
Between June 2016 and October 2018, the Ministry of Agriculture in Peru (MINAGRI), together
with the Consejo Nacional del Café and the technical support of the United Nations Development
Programme (UNDP), prompted processes of participatory dialogue between all actors in the
sector, as drivers of the National Coffee Action Plan (PNA-Café). XYZ was part of this process and
actively participated in the sessions tackling sustainable production and quality, led by the
Instituto Nacional de Calidad (INACAL) and MINAGRI.
The PNA-Café is aligned with the priorities of the General Government Policy, particularly the
component on Economic, Fair, Competitive and Sustainable Growth. This component, as one of
its key guidelines, urges to strengthen competitiveness based on the economic development
potential of each territory, facilitating access to national and international markets, ensuring the
sustainable use of natural resources and of the cultural heritage.
3
As such, the PNA-Café is in line
with three elements the MINAGRI bolsters: (1) associativity of producers; (2) productivity,
competitiveness and sustainability of agricultural production; and (3) market access for
producers. The PNA-Café also responds to the policies set out in the Acuerdo Nacional and to the
country's goal for 2030, which seeks to ensure that all people enjoy a prosperous and full life,
with decent employment and in harmony with nature, while considering resource reserves to
ensure future well-being.
4




2 The Corporación Alto Marañón is made up of the Central Fronteriza de Cafetaleros (CENFROCAFE) and the coffee
cooperatives La Prosperidad de Chirinos, Sol & Café, APROCASSI, UNICAFEC, and Valle del Marañón (COOPVAMA). It
groups approximately 5,000 families that grow coffee on 12,500 hectares and annually produce about 25,000,000 kg
of coffee.
3
MINAGRI. National Coffee Action Plan. Lima, 2018. Page 9.
4
In particular, the PNA-Café contributes to the 2030 Agenda: (1) Planet: protecting the planet through sustainable
consumption and production, sustainable management of its natural resources and urgent action to address climate
change; (2) Prosperity: living a prosperous and fulfilling life in harmony with nature; and (3) Partnerships: global
partnership for sustainable development based on a spirit of greater global solidarity and focused on the needs of the
poorest and most vulnerable.

3. 3

As tackling the root causes of the challenges impeding the development of the coffee sector
requires the integral and coordinated collaboration of more than one Ministry, the process to
design the PNA-Café demanded the participation of several government bodies, whose
competencies and functions are related to these challenges, as well as the participation of actors
from a variety of sectors: civil society; private companies; producers; representatives of regional,
provincial and district governments; and other development cooperation institutions.
Since the beginning of 2019, the UNDP has facilitated discussions on the best ways to implement
the actions set out in the PNA-Café, following a strategy based on regional structuring. The
approval of the Government through Supreme Decree Nr. 010-2019-MINAGRI, indicates
MINAGRI’s commitment to reactivate the Consejo Nacional del Café and the fact that the
MINAGRI is the responsible entity to impulse the PNA-Café, with the active participation of
MINCETUR (Ministry of Turism), PRODUCE (Ministry of Production), DEVIDA
5
/PCM (Public
Executing Agency) and the cooperation from UNDP.
Within each region, the Mesas Técnicas del Café will be heading the consensual creation of action
plans to achieve joint goals and obtain concrete results. In Cajamarca, it is the Comisión Técnica
Regional de Café which leads this process. Together with them, the JNC, the Red de Técnicos del
Norte and UNDP, XYZ has been collaborating in the past few months to identify the needs within
the region and ratify the interest in setting up a multi-stakeholder platform. (View Annex 1: actor
mapping.)
Besides the progress made in the past months and year, also the election of Hans Troyes for
Acción Popular and Felicita Tocto for Somos Perú, both coffee growers from Cajamarca, as
congressmen for the Republic for the period 2020-2021, opens up opportunities to contribute
and influence the development of the coffee sector in the region via official ways.

4. PROBLEMS AND OPPORTUNITIES
Key challenges in Peru’s coffee value chain include the low level of competitiveness and of social
and environmental sustainability. These have as main causes: the low level of productivity; the
technical handling of the crop without taking into account environmental sustainability criteria;
the low or inconsistent quality of coffee beans; the limited access to and use of financial services
by coffee farmers; the weak image of Peruvian coffee in national and international markets; the
economic and social conditions in coffee-producing areas that limit the efficiency within the
coffee value chain; and the weak governance and institutionalization of the coffee value chain.
The figures below show the current low yield level and the high potential for productivity
improvement, without expanding to additional hectares:
Crop Area(ha) Production (Tn) Yield (kg/ha) Price (S/Kg)
Coffee 60,087 67,897 1,130 6.58
Source: National Crop Plan 2018- 2019, Cajamarca




5
DEVIDA is a Public Executing Agency, attached to the sector of the Presidency of the Council of
Ministers, in charge of designing and leading the National Strategy for the Fight against Drugs and to
become the national counterpart for all international cooperation funds destined to the fight against
drugs.

4. 4

There are no complete data concerning the number of hectares currently under Agroforestry
Systems, although there are interesting experiences to build on to promote their implementation.
For instance, in the province of San Ignacio, 35% of the coffee plantations are under Agroforestry
Systems, within the Development Programme in Tabaconas-Namballe, which was made possible
with funding from the Belgian Government and Counterpart of the Peruvian Government.
The effects of climate change are one of the greatest challenges for coffee-producing communi-
ties and in general for the sustainability of the entire sector. Overcoming this challenge requires
generating dialogue among the different actors in the sector, developing sustainability strategies
and research on new varieties of coffee, improving access to financing and to the market, as well
as generating transparency along the entire value chain.
With regards to the level of professionalism of the producer organisations in Cajamarca, during
an analysis of services and training needs in 2018 by Oikocredit
6
, the following training needs
came up:

XYZ has equally carried out SCOPE evaluations, using a methodology developed by Scope Insight
(see annex 1: Methodologies), to evaluate the business performance of cooperatives and to iden-
tify the key capacity building needs. The SCOPE evaluations of XYZ partner coffee cooperatives in
Cajamarca have shown that key dimensions that need to be targeted by capacity building include
internal management, financial management and operations (with emphasis on information sys-
tems and strengthening human resource capacities).
In relation to the weak governance and institutionalization of the coffee value chain, ongoing
articulation processes at national or consolidated regional level to facilitate dialogue, discussion
and policy proposals in favour of the coffee sector are just starting up. Within the sector, there is
little capacity for dialogue between the government and the private sector, little participation of
the different actors in decision-making, absence of a concerted development vision and little
multi-sector, multi-level and multi-actor coordination.


6
Oikocredit 2018 Annual Meeting Report.

5. 5

There also exist opportunities to set up the multi-stakeholder platform in Cajamarca. On the one
hand, in the existence of the Comisión Técnica Regional del Café
7
, which has been promoting
spaces to relate the different actors, and has been disseminating the progress and limitations in
the coffee value chain. However, this space needs greater technical support to consolidate a
broad public-private platform that promotes the sustainable development of the sector. On the
other hand, the presence of the JNC representing the grassroots organisations (cooperatives) and
its experience in being part of the Mesas Técnicas in San Martin and Amazonas, also for the
implementation of the PNA-Café, are elements that will also support the set-up of a public-private
platform.
This proposal seeks to strengthen this space for public-private dialogue through mechanisms that
allow for improving the level of representation of the sector, strengthening its capacity to take
action based on the experiences in the region, convening actors and achieving joint
commitments, as well as implementing joint actions and being accountable for the work done.
The aim is to come to a strong public-private platform where problems can be looked at jointly,
as shared responsibility between all actors in the coffee value chain is key to increase its
profitability and sustainability.
XYZ can built on significative experience in facilitating and boosting these types of platforms (e.g.:
Nicaraguan Coffee platform NICAFES, the Honduran coffee platform Plataforma Hondureña de
Café Sostenible, and the Central America cocoa platform SICACAO). The organisations and
institutions that form part of the Comité Técnico Regional de Cajamarca consider XYZ as an
important partner that is ideally placed to coordinate and facilitate the process to set up the
platform.
The benefits that the platform seeks to generate for the sector in the region include:
- A clear sector agenda: the regional platform will allow chain actors to interact to jointly build
a development agenda for the sector. It provides an opportunity to build a long-term vision,
independent of political and economic cycles. To this end, it is fundamental to ensure the
participation of groups that are usually un- or underrepresented and to tackle topics that are
often overlooked, to ensure a truly equitable coffee sector that takes into account
intergenerational contributions.
- A favourable environment and credibility towards investors: having a space for open dialogue
with all chain actors, including the government, will make it possible to build a project
portfolio to attract investors and generate better financing conditions.
- Efficiency in the use of resources and projects: jointly planning and prioritising strategic lines
of work, according to sector and territory needs, and taking into account requirements from
the demand side, will contribute to a more efficient allocation of development cooperation
and government resources.
- Institutionalisation: the platform, as mechanism for dialogue and participation of the
different actors at different chain levels, will allow to gather more coordinated evidence and
proposals to contribute to the functioning of the Consejo Nacional del Café.
In line with the CORPORATE RESPONSIBILITY REPORT 2018, the intervention will generate:
- a space for direct communication between public and private actors within Cajamarca’s cof-
fee value chain; this space will seek to be proactive, collaborative and voluntary, to improve
the prosperity and sustainability of the sector.




7
Regional Technical Commission of Coffee Cajamarca, a public-private coordination space that promotes the
development of the coffee value chain. Chaired by INIA and promoted by MINAGRI.

6. 6

- reflections and support actions that contribute to the sustainability of the sector, hand in
hand with suppliers, NGOs and government, to meet the challenges of the sector and take
advantage of existing opportunities (particularly reducing Greenhouse Gasses with clear
mechanisms that ensure traceability to improve the positioning and marketing of Peruvian
coffee).
- lessons learnt from this collective effort, which will serve to nourish dialogue spaces at the
national and regional level.


5. PROPOSED INTERVENTION

Within the frame of Jacobs Douwe Egbert’s line of work “Prosperity for producers: strengthening
capacities to achieve an economically viable agriculture”, and in line with the PNA-café, XYZ
proposes the following interventions:
- Facilitate the set-up of a regional platform to bolster the implementation of the PNA-café in
Cajamarca, based on the jointly agreed-upon priorities, and in coordination with the mem-
bers of the Comité Técnico Regional;
- Support the definition of the platform’s governance structure with roles, agenda setting and
jointly defined criteria for dialogue, reflection and coordination of collectiveactions. We will
pay particular attention to the assembly, the facilitation committee
8
and the person who will
be in charge of making the platform operational;
- Relate the issues defined in the platform to the work in the field, documenting evidence and
providing feedback for the improvement of practices of the platform members
9
;
- Impulse knowledge management based on the evidence and experiences generated, and
scale lessons learnt through the national Platform (PNA-café) and at the international level
(via PROMECAFÉ and Global Coffee Platform), all of which XYZ is a member.
The development of the platform and its operationalisation will be implemented under the ap-
proaches of human rights, interculturality, gender equity, territorial equity and adaptation to cli-
mate change. In the spirit of developing a participatory and inclusive process that encourages
collective action, we will rely on a systemic approach (systemic changes, cumulative processes
and collective intelligence). (View Annex 2: Methodologies.)

6. APPLICANT ORGANISATION, PARTNERS AND PARTICIPANTS

a. Applicant organisation: XYZ
Role: Implementer
XYZ; XYZ is an international NGO with more than 40 years’ experience in value chain
transformation, strengthening small scale farmer organisations and food chain actors across
Africa, Asia, Europe, Central and Latin America. It has experience in facilitating the establishment
and strengthening of multi-stakeholder consultation spaces such as the Nicaraguan Coffee
platform NICAFES, the Honduran coffee platform Plataforma Hondureña de Café Sostenible, and
the Central America cocoa platform SICACAO.


8
This committee should guide decision-making related to the set-up and creation of the platform.
9
The aim is to, among platform actors, formulate or manage joint initiatives for the implementation of projects that
help to develop the sector based on the needs identified in the National Coffee Plan.

7. 7


b. Allies:

Sector Actors Roles
Organisations and companies
Organisations with legal status.
Dedicated to the collection,
industrialisation and
commercialization of coffee
and/or the social and political
representation of its members, to
contribute to the integral
development and entrepreneurial
capacity of its members.


National Guild of Producers: Junta
Nacional del Café
o Cenfrocafe Cooperative
o La Prosperidad de Chirinos
Cooperative
o Aprocassi Cooperative
o San Ignacio Border Cooperative
o Green Forests Cooperative
o Selva Andina Cooperative
o Casil Cooperative
o UNICAFEC Cooperative

Peruvian Chamber of Coffee & Cocoa
(business association)
o Olam
o Volcafe
o Perhusa
o Comercio & Cía
o Cassiopeia Coffee

o Inform the associated
producers and/or union
members of the actions and
decisions derived from the
priorities defined within the
framework of the platform;
o Manage resources for the
operation and sustainability of
the platform;
o Vote during the decision-
making moments at the level
of the Coordinating
Commission.

Service providers
Private, public or international
cooperation service providers.
They provide research, extension,
technical assistance and/or
training services on good
sustainable coffee practices to
producers, making use of
extension methodologies.

International Organisations
o XYZ
o UNDP
o Rainforest Alliance
o CLUSA International
o Agriterra
o Producer Direct
o Biolatina
o Ceres

Programmes and projects
o Selva Central Norte
o MOCCA Programme - Coffee

University and research centres.
o Universidad Nacional de Jaén
o Pontificia Universidad Católica
del Perú
o Universidad Nacional La Molina

o Adapt service portfolio; to the
needs of the sector
o Design and support the
organisation of knowledge
management actions,
technology fairs on
sustainability and innovation
and experience exchanges;
o Support implementers in
managing sustainability
projects;
o Join in the governance and
political incidence processes of
the platform.
Public institutions
Public Actors such as Local
Municipalities, Regional
Government, Ministry of
Agriculture and Irrigation
(MINAGRI) at National Level

Government Ministries
o PROMPERU
o INACAL
o MINAGRI
o MINAM

Regional Government Cajamarca
o Regional Management unit for
Economic Development
o San Ignacio Agricultural Agency
o Agricultural Agency Jaén
o Regional Directorate of Foreign
Trade
o Tabaconas Namballe National
Sanctuary

MINAGRI projects and programs in the
region
o Support the platform's liaison
efforts with other government
institutions;
o Facilitate access to production,
processing and
commercialisation support
services;
o Report on progress and
constraints in the
implementation of the PNA-
café.

8. 8

o Servicio Nacional de Sanidad y
Calidad Agroalimentaria
(SENASA)
o Instituto Nacional de Innovación
Agraria (INIA)
o Servicio Nacional Forestal y de
Fauna Silvestre (SERFOR)
o Proyecto Especial Jaén San
Ignacio Bagua (PEJSIB)
o AGROIDEAS Jaén
o AGRO RURAL – Programme for
Productive Agricultural
Development
o Sierra y Selva Exportadora
o Programa Sub Sectorial De
Irrigaciones (PSI)
o Autoridad Nacional del Agua
(ANA)

Provincial and District Municipalities
o Provincial Municipality of Jaén
o Provincial Municipality of San
Ignacio
o San José De Lourdes District
Municipality
o Tabaconas District Municipality
o Namballe District Municipality

More information, see the Annex 2.

c. Beneficiaries

Direct beneficiaries Indirect beneficiaries
o Actors in the coffee value chain in the Cajamarca region:
Cooperatives of producers who are members of the Na-
tional Coffee Board (JNC), Red de Técnicos del Norte,
buyers, academia.

o 20,000 coffee producers in the Cajamarca
region
10
;
o The coffee sector at the national level
(learning from regional experience)



7. OBJECTIVE AND LINES OF WORK
In the spirit of continuing the participatory approach towards a sustainable, inclusive and
competitive coffee sector, XYZ, in partnership with key players in Cajamarca’s coffee value chain,
proposes the development of a public-private multi-stakeholder coffee platform.
The set-up of such a multi-stakeholder platform is extremely relevant considering the need to
strengthen the governance and institutionalization within Peru’s coffee sector. In this particular
case, operating at the sub-national level will make it possible to strengthen the associativity of
farmer organisations and the linkages between different segments within the coffee value chain.



10
According to figures from the Junta Nacional del Café - supported by Certification Bodies registered by SENASA - the
coffee sector is growing steadily/ Cajamarca is the region with the highest number of producers (12,438 organised
producers). When also taking into account unorganised coffee producers, we reach a total of 20,000 men and women
dedicated to coffee production. (Source: Reporte de Resultados – Cosechando desarrollo en la sierra nororiental 2011-
2106).

9. 9

While this proposal is aligned with the PNA-café, the platform must, once it has been set up,
refine its work agenda. Two key components of the platform’s agenda will be the creation of an
internal dynamic between public-private institutions (including the governance of the platform),
and the definition of a technical agenda (e.g. strengthening the transfer of knowledge in the
shape of research and technology, promotion and marketing of Cajamarca coffee, access to
financing). The different participating actors will then be allowed to propose interventions that
will have an impact on the development of the sector.
It is expected that this regional platform, linked with the Eje Cafetalero del Nororiente (North-
eastern Coffee Belt, i.e. Cajamarca, Amazonas and San Martín), will contribute to the
development of the national platform led by the Consejo Nacional de Café. Besides advocacy at
the national level, XYZ and project partners will also make use of their membership in continental,
global and/or thematic platforms, such as PROMECafé, the Global Coffee Platform (GCP) and the
Agribusiness Market Ecosystem Alliance (AMEA), for advocacy purposes at the global level.
The topics that are prioritised by the Eje Cafetalero del Nororiente, which are equally present in
the PNA-café, and which are used as a basis for this proposal are
Prioritised lines of work (L) defined in the PNA-café Strategic Action (SA)
L1. Increase coffee productivity under sustainable production systems
• Improve the access of coffee-producing families to quality training
and technical assistance services that incorporate economic and
environmental sustainability criteria
• Contribute to the reduction of Greenhouse Gases (GHG) by
promoting the management of coffee under Agroforestry Systems in
the framework of NAMA Coffee
11

SA 1.2



SA 1.7
L2. Improve the consistency level of the quality of Peruvian coffee
• Strengthen and develop quality infrastructure services or other
mechanisms that guarantee the traceability of the parameters and/or
conditions that define coffee quality along the chain
SA 2.3
L4. Improve the positioning and marketing of Peruvian coffee
• Develop and implement an articulated and consensual trade
promotion strategy
• Develop capacities and mechanisms to professionalise business
management of the cooperatives
SA 4.1

SA 4.3
L5. Promote territorial linking processes for the improvement of social, economic and environmental
conditions in coffee-growing areas
• Promote public-private partnerships for local economic development
in coffee-growing areas
SA 5.2

8. INTERVENTION LOGIC

a. Facilitate the creation of a regional public-private platform, building on the existing structure
of the Comisión Técnica Regional de Café, to launch the implementation of the PNA-café in
the region of Cajamarca. This includes:
- The identification of potential partners via bilateral meetings;
- The confirmation of their participation in a consolidation workshop.

11
NAMA stands for Nationally Appropriate Mitigation Action, a concept introduced on the Conference of the Parties
(COP) in Bali in 2007 as a means for developing countries to indicate the mitigation actions that they were prepared
to take as part of their contribution to a global effort. NAMAs can help achieve the country’s Nationally Determined
Contributions (NDCs), adopted with the Paris Agreement at the COP21 in December 2015.

10. 10

b. Support the governance structure with roles and agenda setting . The governance structure
defines the management framework in which decisions are to be made, and should also clar-
ify who has the power to make decisions (authority) and who is responsible for the success
of the intervention, i.e. the platform (accountability). Actions include:
- The participatory construction of the governance structure; including decisions on the:
o Coordination Committee
o Guidance of the processGeneral Assembly
o Working committees
o External consultants
o Frequency of meetings
o Decision-making
o Tolerance set regarding intervention deliverables (and their quality), schedule,
cost and risk.
o Budget
o Monitoring and Evaluation
- The joint design of the agenda and sustainability plan;
- The ratification and refinement of the proposed lines of work, including the identification
of cases of evidence and the definition of a work plan.

12. 12

c. Provide evidence from the implementation of activities with cooperatives and grassroots or-
ganisations, as well as with other members of the platform, in the spirit of documenting les-
sons learnt. These serve both the empowerment of platform members, and advocacy on na-
tional/global platforms.
Evidence will be built linked to the prioritised lines of work (L) described in the PNA-café:
PNA-café Actions to be promoted by the Cajamarca Platform
(note that these actions must be ratified by the platform when the
work agenda will be developed and refined)
L1. Increase coffee productivity
under sustainable production
systems



SA 1.2. Improve the access of
coffee-producing families to
quality training and technical
assistance services that
incorporate economic and
environmental sustainability
criteria.

Diagnosis on coffee agronomic management: deficiencies and op-
portunities (with participation of the technical teams from each co-
operative)
Capacity building plan using the "training of trainers" strategy, also
called the cascade strategy:
- Training of technical teams with emphasis on youth and women
- Incorporation of the environmental approach, with Good Agri-
cultural Practices (GAP), installation of Sustainable Agroforestry
(SAF), waste management and other good practices.
- Monitoring of technical assistance to families
- Use of computer programs, through Information and Communi-
cation Technologies (ICTs), to accompany the technical assis-
tance and the reporting of the cooperatives.
Development of a management plan for a specialty and carbon
neutral coffee

Actor: Network of Technicians of the North and public entities with
authority over the technical component of the crop.



SA. 1.7. Contribute to the
reduction of Greenhouse Gases
by promoting the management
of coffee under Sustainable
Agroforestry Systems in the
framework of NAMA Coffee

To show the potential for GHG reduction, it is proposed to imple-
ment pilots in 2 or 3 areas with the following methodology
1) Implementation of the Life Cycle Analysis (LCA) methodology in
the territory.
2) Characterization of agroforestry models
3) To propose adjustments to the current models of Agro-Forestry
Systems, contributing also to income diversification.
4) Construction of a proposal of public policy incentives that pro-
mote mitigation measures against climate change
These pilots of “resilient plots” will be worked on in spaces provided
by the coffee organizations in a spirit of researching, testing, and
demonstrating the results of the work in SAF.
Actors: PUCP, PromPerú and University of Jaén.
L2. Improve the consistency
level of the quality of Peruvian
coffee
SA 2.3 Strengthen and develop
quality infrastructure services or
other mechanisms that
guarantee the traceability of the
parameters and/or conditions
that define coffee quality along
the chain
- Diagnosis of current traceability systems.
- Experience-sharing events with organisations that have ad-
vanced in software design and use.
- Develop traceability mechanisms
- Participation of INACAL to recognize and/or regulate these pro-
cesses.
Actor: INACAL.
And support will be sought from specialized service providers

13. 13

L4. Improve the positioning and
marketing of coffee

SA 4.1 Develop and implement
an articulated and consensual
trade promotion strategy
SA 4.3 Develop capacities and
mechanisms to professionalise
business management of the
cooperatives
- Develop and implement a coherent and consensual commercial
promotion strategy, which also allows for positioning the lowest
carbon emission coffee: Sustainability Brand and Eco-labeling.
- Professionalization of organizations:
o Scope Insight Evaluations
o Design of improvement plans
o Implementation of improvement plans (on internal
management, financial management, business man-
agement and particular attention to strengthening co-
operative governance)
o Promote linking with Financial Entities, Impact Funds
and other innovative credit mechanisms.
Actors: XYZ, PromPerú and Junta Nacional de Café.
L5. Promote territorial
articulation processes for the
improvement of social,
economic and environmental
conditions in coffee-growing
areas

SA 5.2 Promote public-private
partnerships for local economic
development in coffee-growing
areas

- Ensure private sector participation within inclusive business
models: Linking with Exporters and Roasters
- Encourage productive diversification initiatives that comple-
ment the development of coffee farms and increase economic
and environmental resilience
- Discuss and build measures to generate incentives with a gen-
der perspective and generational interaction. Such as the fe-
male coffee supported by the ICO and the measures of the "Fair
Trade" label that made it possible for women to participate in
the value chains and to improve the conditions for decent work.
* The guidelines, as well as the strategic activities (SA) listed in this table, follow the same numbering as the Na-
tional Coffee Action Plan (PNA-café). We maintain this numbering for coherence purposes.

In this third phase - of implementation of strategic lines and actions - we will ensure:
- Efficient management of the platform:
o Time: This is a 24-month starting project, which will ensure the formation, struc-
ture and operation of this public-private group. With a proven organic operation
and the first evidence of the results of this partnership, it is intended to be con-
tinued by the members of the platform.
o Scope: The project is going to work on a sample of producer plots, members of
the involved cooperatives, to do a first diagnose of the existing problems and
opportunities and formulate improvement plans at plot level (productivity and
quality of coffee as well as diversified production systems). On the organisation
level, the evidence will serve to formulate guidelines to implement traceability
systems as well as the promotion of actions that allow the inclusion of young
people and women) .
o Resources: The platform will initiate actions with funds designated by this project
(JDE, UNDP, XYZ, producers' organizations) and aims at the formulation of a sus-
tainability plan (also financial) where the contributions of each of the members
are valorised (either in cash or in value).

- The platform aims to develop catalysts actions that accelerate processes and promote
changes. For this reason, aspects such as productivity and coffee quality have been pri-
oritized. This proposed agenda will be reviewed and must be ratified by all actors in order
to be implemented and to ensure its appropriation.

14. 14

- Very important is, that the work carried out and the achievements that are being made
are evidenced. That´s why the work on "resilient plots" and knowledge management will
be supported by knowledge products that create reflection and learning among members
of the platform and the funding organizations.
- The involvement of all platform members in the actions to be implemented.
- The agenda of the platform will contain an explicit strategy to promote gender equity in
the sector, as well as the intergenerational approach.
- Generate a sense of partnership among platform members will be an inherent part of the
construction of the platform. Fostering collective intelligence and action to move away
from thinking in terms of one-off interventions and going towards new ways of analysing
and understanding the sector in a more comprehensive manner. This approach will be
part of the management tools as: act of constitution, governance structure, sustainability
plan (financial plan) and communication plan.
d. Knowledge Management: Disseminate concrete experiences at a national and international
level for scaling up.
- Participation in the biannual / annual meetings of the different regional platforms.
- Design a plan for knowledge management and dissemination
- Share concrete experiences/evidences in national (National Coffee Platform) and interna-
tional (PROMECAFE and Global Coffee Platform) spaces of incidence in the sector.

9. RISKS
Risk Probability
(1 low - 5 high)
Impact
(1 low-5 high)
Mitigation measures
Little/no central government
capacity to accompany the
platform's efforts with
financial resources

4 4 - Involving regional bodies to "take
advantage" of the budgetary
resources of the decentralised
model of public administration;
- Accompany the efforts of the
platform with contributions from
partners; the platform’s action plan
should be based on current funding
available and a plan to seek
additional funding needed.
Little or no representation of
young people and women
within the platform
3 3 - Motivate the participation of groups
of young people and women
through participation quotas and by
ensuring funding for the
participation of both groups
- Creation of particular committees
for the empowerment of women
and youth in the sector. ;
- Development of a programme to
promote entrepreneurship
(technological, productive and
social) among young people and
women.
Acceleration of
deforestation or change of
land use (in forest areas) to
4 4 - Advance the work with PROMPERU
with regards to the adoption and
use of the Life Cycle Assessment
methodology;

15. 15

convert them into coffee
production areas

- Review the possibility of setting up
an incentive programme for the
preservation of forests
Low participation,
commitment and ownership
by private sector and civil
society actors
2 5 - Share experiences and evidence of
XYZ with platforms in Nicaragua and
Honduras.
- Motivate other companies by
showcasing JDE’s commitment, to
support regional platforms.

10. SUSTAINABILITY
a) Institutional sustainability
As a starting point, the development of the platform is based on the implementation of the
National Coffee Action Plan (2018-2030) and the advances of the Comisión Técnica Regional
de Café in Cajamarca. In addition, there is the commitment of UNDP, JNC, INACAL and
PROMPERU, which has translated into technical and financial contributions since the start of
the process. To ensure further institutional sustainability, different companies which are part
of the supply chain in the region are approached to join the platform and contribute to its
functioning.
b) Social sustainability
The platform will promote the participation of representative actors from each segment of
the value chain. Strengthening associativity is key to sustaining the participation of producers'
organisations in this space, but also for a better openness and coordination between the dif-
ferent actors.
Within the platform's agenda, gender equity and generational interaction will be taken up as
a priority. Work plans may include activities such as gender equity policies for the sector,
formal inclusion of the women's and youth commissions in the organisations' statutes, refor-
mulation of statutes with inclusive language, mapping the risks of child labour, working to-
wards financial mechanisms for the provision of resources to women and youth, among oth-
ers.
c) Economic sustainability
From the beginning of the construction process, contributions from each member of the plat-
form will be defined, it can be with human resources, technicians, current projects and cash.
It is key that these base resources are complemented with a financial sustainability plan that
allows the self-management of this space of articulation.

16. 16


11. BUDGET
For this intervention, with a duration of 24 months, a budget of USD 397,614 is foreseen. XYZ
contributes USD 61,665 and partners such as UNDP, INACAL, JNC and coffee cooperatives
contribute USD 80,463. XYZ is requesting USD 255,487 (which is 65.84% of the total budget) from
JDE.
PNA Café Overall USD % JDE XYZ Others
INTERVENTION 235.036 59% 119.627 39.946 75.463
L1. Increase coffee productivity un-
der sustainable production systems
68.844 17% 40.958 4.791 23.094
L2. Improve the consistency level of
the quality of Peruvian coffee
45.163 11% 22.750 424 21.990
L4. Improve the positioning and
marketing of Peruvian
coffee
72.373 18% 35.541 27.931 8.900
L5. Promote territorial linking pro-
cesses for the improvement of so-
cial, economic and environmental
conditions in coffee-growing areas
48.657 12% 20.378 6.800 21.479
KNOWLEDGE MANAGEMENT 27.981 7% 21.261 1.720 5.000
MONITORING AND EVALUATION 13.253 3% 9.463 3.791 0
HUMAN RESOURCES 94.469 24% 78.261 16.208 0
ADMINISTRATION COSTS 26.875 7% 26.875 0 0
TOTAL 397.614 100% 255.487 61.665 80.463

17. 17

ANNEXES

Annex 1: Methodologies
• SCOPEinsight (IWA 29)
Assessment tool that details information on the organisational and financial performance of
farmer organisations as potential business partners.
https://www.XYZ.org/en/news/improving-professionalism-and-investment-readiness-
farmers-scopeinsight

• Life Cycle Assessment (LCA) ISO 14040 (2006)
Environmental management tool that analyses and quantifies the environmental impacts
associated with a product or service, considering its entire life cycle.
https://red.pucp.edu.pe/ciclodevida/sobre-la-red-ciclo-de-vida/herramientas-de-gestion-
empleadas/analisis-de-ciclo-de-vida-ambiental-acv-a/

• LINK Methodology
Tool that supports the establishment of inclusive business models, based on 4 main tools: 1)
Value Chain Mapping; 2) Business Model Template; 3) Prototype Cycle and 4) The Principles
for an Inclusive Business Model.
https://www.XYZ.org/en/project/link-methodology-changing-relations-between-business-
partners

18. 18

Annex 2: Actor mapping
Actor Description Role Proposal
United Nations Development
Programme - UNDP

Facilitator of the NAP-Café. It also has
funds to energize the platform.
Responsible for taking the lessons
learned and achievements of the re-
gional platforms to a higher level: Na-
tional Coffee Platform.
“Comisión Técnico Regional
de Café”: Regional Technical
Coffee Commission, part of
the Regional Agricultural Di-
rectorate.
Sectoral Regional Director's
Resolution No. 034-2020-
GR.CAJ/DRA
Space for articulation of public actors
(Local Municipalities, Regional Gov-
ernment, Ministry of Agriculture and
Irrigation at National Level) Created
with the objective of strengthening
the coffee value chain in the Ca-
jamarca Region, directly linked to the
Peruvian Coffee Action Plan.
Representation of the public sector,
promoting processes of territorial artic-
ulation. Promote the intervention of na-
tional, regional and local government to
improve the effectiveness of public ser-
vice delivery.
“Dirección Regional Agraria
Cajamarca”: Regional
Agricultural Directorate
Cajamarca
Governing body for the implementa-
tion of the region's agricultural policy.
Representation of the regional public
sector, with the participation of: Na-
tional Service for Agrifood Health and
Quality (SENASA) and the National Insti-
tute for Agricultural Research (INIA)
“Junta Nacional de Café”:
National Coffee Board.
Members:
o Coop. Cenfrocafe.
o Coop. La Prosperidad de
Chirinos.
o Coop. Sol&Café.
o Coop. Aprocassi.
o San Ignacio Border Coop-
erative
o Coop. Green Forests.
o Selva Andina Coop.
o Coop. CASIL
o Unicafe Coop.


National representative organization
of small-scale coffee growers


Representation of organized coffee pro-
ducers in the region.
Contribute with its knowledge of the
sector and on behalf of small-scale pro-
ducers. Share the experience of the
platforms in the regions of Amazonas
and San Martin.
Pontificia Universidad
Católica del Perú: Catolic
University of Peru
Responsible for the pilot on the envi-
ronmental footprint of coffee (LCA
methodology). Currently, together
with PROMPerú, they are developing
the environmental footprint calcula-
tor.
Support from the academy
It will provide experts in the methodol-
ogy of LCA and will be able to
strengthen the capacities of another
university in the territory.
National University of Jaen Academic community in the region
oriented towards research, teaching
and professional training.

Support from the academy
It will provide the facilities for research
laboratories, experts and students
Private Companies.
o Olam Peru
o Volcafé
o Perhusa
o Sustainable Harvest
o Cassiopeia Coffee
o Others to be integrated
during the construction
process

Big scale coffee buyers in the region
and smaller scale buyers looking for
high quality coffee.
From their knowledge of market trends
they will share information that will al-
low all actors to anticipate actions in the
region.
Coordination of possible support to the
small holder famers on training and
marketing

19. 19

Individual coffee producers Unorganized producers Companies can give information about
their individual providers. Their partici-
pation requires the definition of an ac-
tor that represents them.




Global Coffee Platform
(GCP).
JDE, OLAM, Louis Dreyfus and XYZ are
members
Catalyst and support in diffusion
The GCP will receive direct evidence
from practices at regional level that can
be used to reflect on the evolution of
the sector. It can act as a catalyst for the
implementation of good practices and
strategies.

Service providers: technical
assistance, training, certifiers
and input suppliers.
- “Red de Technicos
del
Norte”:Technicians
Network
- Rainforest Alliance
- Corporación Alto
Marañon
- Others to be de-
fined
The most relevant financial and non-
financial service providers in the re-
gion will be invited; in addition, inno-
vative service providers will be sought
as digital solutions to support tech-
nical assistance and traceability
To contribute with solutions for the im-
provement of services in the chain
Provincial governments of
Cajamarca.
Particularly from Jaén and San Ignacio
(two of the seven provinces, with the
highest production)
Public sector representation at provin-
cial level