workplan year 4 - united states agency for …pdf.usaid.gov/pdf_docs/pa00n17t.pdf · peru cocoa...

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WORKPLAN YEAR 4

October 9, 2015 – October 8, 2016

Peru Cocoa Alliance | Year 4 Workplan

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TABLE OF CONTENTS

Executive summary ................................................................................................................................ 4

Objective I: Promotion and expansion of the agricultural value chain .................................................. 6

R.1.1: Organized producers have access to better markets. ............................................................ 6

R.1.2 Cocoa and other crop areas extended through agroforestry systems ..................................... 7

R.1.3. Improved post-harvest systems ............................................................................................ 11

R.1.4. Partner integrated into the value chain ................................................................................. 14

R-1.5. Strengthening of producer organizations .............................................................................. 14

Objective 2: Finance ............................................................................................................................ 17

R.2.1. Farmers understand and access financial services .............................................................. 17

R.2.2. Financial institutions that operate within the scope of the Alliance access more and better

financing ........................................................................................................................................... 19

R.2.3 Improved capacity of financial institution management ......................................................... 19

Communications .................................................................................................................................. 20

Communications activities ................................................................................................................ 23

Awareness raising ............................................................................................................................ 24

Alliance management .......................................................................................................................... 25

Sustainability plan ............................................................................................................................ 25

Closeout plan .................................................................................................................................... 25

Capacity-building of CCCP............................................................................................................... 26

Leverage .............................................................................................................................................. 28

Gender approach ................................................................................................................................. 29

Activities by results ........................................................................................................................... 29


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Gender deliverables matrix .............................................................................................................. 30

Environmental compliance ................................................................................................................... 31

Monitoring and evaluation plan ............................................................................................................ 32

Annex I: 2016 Expansion schedule ..................................................................................................... 35


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EXECUTIVE SUMMARY

Over the course of the fourth and final year of the project, which extends from October 9, 2015

to October 8, 2016, the Peru Cocoa Alliance (PCA) will consolidate its cocoa expansion

approach based on the encouraging results obtained to date. To this end, the Alliance shall

continue to support producers in the proper installment of fine flavor cocoa under the

agroforestry system; promote linkages between buyers and producers, and consolidate a

service platform for businesses and investors interested in investing in cocoa.

The Year 4 Work Plan has been structured to reflect the project’s two key result areas –

development of market-led value chains, and development of financial services – and the cross-

cutting components of Alliance management, gender, monitoring and evaluation, and

communications. The following table presents the number of hectares planned for expansion

during project Year 4:

Table 1. No. of cocoa hectares planned for expansion during Year 4*

New hectares of cocoa No. of families

Huánuco 2,246 1,496

Ucayali 3,591 2,394

San Martin 1,858 1,238

Grand Total 7,695 5,128

*Please see the planting and grafting schedule in Annex 1.

The Year 4 Work Plan focuses on the following priority areas:

1) Access financing through three principle strategies:

o Facilitate credit to small farmers through commercial partners - While the

main focus of PCA has been on expansion of areas cultivated, maximizing

productivity and income for farmers is increasingly important. The ability to

purchase and properly use fertilizers is particularly important. PCA is working on

an agreement with AgroBanco (a state bank) to offer credit, as well as facilitating

arrangements between input and equipment suppliers, financial institutions and

the PCA’s commercial and farmer organization partners.

o Promote investment for cocoa expansion through Cacao Agroforestal Perú

(CAP) and other investors- CAP is developing a pilot farm to demonstrate the

cocoa agroforestry system as an investment opportunity to potential investors.

CAP will then develop and manage additional farms as financing is finalized, with

a goal of 2,000 ha. CAP is in discussions with potential investors about specific

investment proposals. CAP’s goal by project end will be to line up commitments

from private investors for $20 million dollars for cocoa expansion. PCA provides


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information and guidance to any interested investor, developer and buyer, while

facilitating contacts among all Alliance members.

2) Lay the groundwork for sustainability beyond USAID funding:

o Long term sustainability of the Alliance’s objectives and functions is a key goal of

the project and we will continue refining our strategy together with USAID. During

Year 4 PCA will continue to transition to a private sector-led approach to ongoing

cocoa development through two key dimensions:

1) Building the capacity of non-profit partner CCCP to sustain the Alliance brand

and functions, submit proposals to government, donor and commercial sources

for grants and contracts to continue technical support to small farmers, and

develop as a center of excellence for cocoa development. CCCP can retain and

expand the PCA brand and apply to domestic sources of funds such as

Agroideas, FONDAM, CONCYTEC, etc.

2) Supporting private sector partners such as ECOM, Romex, Acopagro and CAP

to develop their own sustainable value chain projects linked to long-term

financing;


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OBJECTIVE I: PROMOTION AND

EXPANSION OF THE

AGRICULTURAL VALUE CHAIN

R.1.1: Organized producers have access to better markets.

During Year 4, the Peru Cocoa Alliance will continue facilitating long-term commercial

relationships between small producers and end buyers of cocoa and short-term crops to

maximize the benefits captured by farmers, incentivize price premiums for quality and

traceability, and encourage investment in post-harvest facilities.

To this end, we will support the implementation of 40 business plans detailing hectares under

agroforestry production, responsibilities and financial commitments of partners. The principle

companies with which we will pursue commercial relationships include ICAM, Samago,

Amazonas Trading, Romex, and ECOM for cocoa, Inka Crops for plantain, and Redesign for

baby bananas. We will reach out to others, particularly chocolate manufacturers.

The Alliance will continue linking farmers producing plantain as temporary shade with Inka

Crops, which peels the plantains in its facility in Aguaytia and packages them in Lima to make

plantain chips. We will also continue marketing baby banana through Redesign for export to

Italy and to Patt Fresh for supermarkets in Peru. BioAzul, which works for ECOM and Inka

Crops, and CAP are two companies the Alliance helped facilitate, which are now raising their

own capital to structure supply deals with end buyers of cocoa and plantain These entities, and

the other commercial partners we have supported in integrating farmers into their supply chains,

such as ICAM, ROMEX, ACOPAGRO, will be responsible for maintaining and strengthening

commercial relationships with producers through competitive prices and services, since they

have a commercial incentive for working with loyal farmers who supply them with quality

products.

As part of the project’s outputs, we will develop a map with the profiles of each of the seven

clonal arrangements used by the Alliance, which we will market to chocolate companies that

seek specific organoleptic characteristics for the recipes used in specific brands. We are in the

process of developing Terms of Reference for a consultancy to identify the flavor profiles, which

will take place during the November-December harvest season. We will have the results by the

end of March, and will share them with farmer organizations and commercial partners so they

know the characteristic of the cocoa they offer.


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This aspect of the project will serve as proof of concept of the value of selling flavor profiles to

chocolate companies rather than simply beans. This presents an opportunity for Peru to market

itself as the source of differentiated cocoa flavors given the trend toward dark, premium, single

origin brands. For example, if certain chocolate manufacturers have recipes that call for more

nutty or fruity tastes, their challenge is to find enough cocoa that presents these flavor

characteristics. Having the flavor profiles mapped sets the foundation for future supply

arrangements with companies for beans with those specific characteristics. With the fine-flavor

cocoa initially planted increasingly coming into production, the Alliance will help market these

profiles to chocolate manufacturers during this last year. From there, it will be the responsibility

of offtakers such as ROMEX, ECOM, ICAM and ACOPAGRO to market these profiles, send

samples to companies and establish supply arrangements with them.

An important issue to tackle will be the long-term management of the farm data that comprises

the Alliance traceability system, one of its most valuable assets. The goal will be to turn the

database over to our implementing partners. There are several options, which for the most part

will depend on whether the private sector is willing to pay for a service that hitherto has been

covered by the Alliance. Some options include:

The database is transferred to and managed by a neutral party such as CCCP,

APPCACAO or ADEX, with companies paying a fee to access the data on the farmers

who supply to them.

Buyers negotiate their own individual contract with GeoTraceability to access data on

their specific suppliers.

A new entity is created, headed by an M&E specialist who manages the database and

the data collection on a commercial basis.

In January, the Alliance will hold meetings with its partners to explore different options based on

whether companies would be willing to pay a fee to continue this valuable service.

R.1.2: Cocoa and other crop areas extended through agroforestry

systems

To date, the Alliance has installed 20,305 hectares (ha) of cocoa out of the target 28,000 ha, of

which 12,172 ha have been geomapped and 6,278 have been planted with hardwood trees as

part of the agroforestry system. The following table summarizes progress to date by regional

office (RO):


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Table 2: Cocoa installed, geomapping and hardwood to date (Years 1-3)

San Martín RO Huánuco RO Ucayali RO Total

Cocoa installed (ha) 6,658 5,215 8,432 20,305

Geomapping (ha) 4,274 3,120 4,778 12,172

Hardwood trees (ha) 2,925 1,282 2,071 6,278

The planting schedule is included in Annex 1, Table 15. Although there are more ha of

hardwood to plant than there are already planted, this does not pose a problem because our

strategy as of January 2015 allows us to access centralized nurseries in each region, which will

ensure the production of 10,600 ha of hardwood seedlings to be combed with cocoa.

In year 4, we will install the 7,695 ha of cocoa remaining to meet our project goal of 28,000

through the implementation of 40 business plans, using two different strategies:

1) Through partnerships with sources of grant funds for the expansion of hectares

a. 2,800 ha through an agreement with Fondo de las Américas del Perú

(FONDAM), implemented through four local partners. Each partner has an

operation plan for expansion based on each region’s planting schedule. There

are no ha planted to date, given that as of this Workplan the FONDAM project

began 5 weeks ago.

Table 3a: Ha to be installed through FONDAM

Regional Office Partner Areas Ha

Huánuco Central Café y Cacao

del Perú (CCCP)

Tingo María 700

Diaconia Cholón 700

Ucayali IDESI Curimaná 700

APPCACAO Campo Verde, Nueva

Requena

700

Total ha 2,800


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Table 3b: PCA-FONDAM activities timeline

OVERALL

Quarter (Q1 = 6/15)

1 2 3 4 5 6 7

Prepare land for planting cocoa 1400 1400 0 0 0 0 0

Install temporary shade 150 1400 350 900 0 0 0

Install family nurseries 600 923 423 0 0 0 0

Install cocoa in the field 0 0 600 950 1250 0 0

Graft with fine flavor cocoa 0 0 0 600 650 1250 300

Install permanent shade 0 150 300 750 1250 350 0

IMPLEMENTER: APPCACAO (Campo Verde and Nueva Requena districts, Coronel Portillo, Ucayali







IMPLEMENTER: CCCP (Leonicio Prado, Huánuco region)







IMPLEMENTER: IDESI (Curimana district, Padre Abad province, Ucayali region)







Install anual crops 0 50 0 0 0 0 0

IMPLEMENTER: DIACONIA (Cholon district, Marañon province, Huánuco region)







The Alliance’s role will be to provide technical assistance in the installation and management of

the crops, in harvest and post-harvest management of fine flavor cocoa, and in the production

and distribution of budwood for grafting, and of plantain shoots for temporary shade.


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b. 600 ha will be installed through two projects receiving grants from Fondo

Nacional de Capacitación Laboral y Promoción del Empleo (FONDOEMPLEO).

These will be implemented by our local partner CCCP, together with the Tocache

Cooperative (300 ha) located in the Tocache province of San Martín, and the

Monte Alegre Cooperative (300 ha), in the Neshuya region of Ucayali. The

Alliance will facilitate the distribution of cocoa seeds and hardwood trees, bags

and fine flavor budwood.

2) Through technical assistance directly from the Alliance:

The Alliance will directly install 4,295 ha of cocoa while providing technical assistance to

farmers in management of the agroforestry system. Support from the Alliance will consist mainly

of distribution of cocoa seeds for the patron, seeds for beans that will provide temporary shade,

seeds of hardwood trees that will provide permanent shade, bags for the production of cocoa

and hardwood saplings, and distribution of fine flavor cocoa.

During year 4, we will install permanent shade on 10,522 ha of cocoa at 135 hardwood trees per

ha. To achieve this, we will continue working with municipalities through MOUs granting access

to their nurseries while providing technical support to strengthen the nurseries. This strategy will

enable us to produce 4 million hardwood saplings.

We will also continue working with the brewery Backus in Ucayali to train farmers in their

facilities in the cultivation of hardwood trees. The Alliance is working to strengthen linkages

between Backus and farmer associations so that the training continues beyond project end. As

part of the company’s corporate social responsibility, the Alliance has been experimenting with

Backus on a new type of compost consisting of organic waste from the beer brewing process.

Results from pilots on demonstration farms revealed that the application of beer compost

together with NPK fertilizer results in significantly higher plant growth over regular fertilization.

Should the method continue to show positive results once it is fully tested, Backus will develop a

commercial strategy to continue selling the compost at cost to farmers to help increase their

yields.

The Alliance will also georeference 10,828 new ha of cocoa. This will be achieved through our

extensionists who each have targets for going out to the farms to map the hectares with GPS

system, interview farmers using a questionnaire, and report the data to be uploaded to the

geotraceability system by the Alliance M&E department. This database will enable traceability of

23,000 ha of cocoa. We will conduct this activity faster than in previous years and accomplish

this goal because for the last year of the project, we have a greater number of trained field

technicians with GPS systems who will be conducting the geo-mapping and data collection. All

of them have been assigned a target number of hectares for geo-mapping that is feasible within

the remaining time.

The Alliance will continue providing training to farmers using the farmer field school

methodology, covering 1 subject per month, working with 4 groups per training cycle, 4 sessions


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per training group per cycle, with each group consisting of around 25 producers. The trainings

will focus on post-grafting management, fertilization and integrated pest management for cocoa.

Table 4: Farmer training

RO Number of facilitators

Number of groups trained

Number of Participants per group

Total number of participants

San Martin 7 4 25 700

Huánuco 5 4 25 500

Ucayali 7 4 25 700

Total 19 4 25 1900

R.1.3: Improved post-harvest systems

To date the Alliance has helped increase post-harvest storage capacity for cocoa by 4,286.3 MT

with a total of 28 organizations and two commercial partners (Romex and ECOM). In Year 4 our

target will be to increase post-harvest capacity by 1,839.7 MT, including 28 organizations and

two commercial partners to reach our total target of 6,126 MT of increased capacity. The

following matrix details the increased capacity achieved to date and those projected for the last

year, for each region:

Table 5: Overview of Alliance Post-Harvest Capacity Improvements

Region Number of

organizations

Increase per year (MT)

Projected increase (MT)

Total per region (MT)

2014 2015 2016 San Martín 12 728 1,628.5 709.5 3,066

Ucayali 11 65 776 565 1,406

Huánuco 7 109 979.8 565.2 1,654

Total 30 902 3,384.3 1,839.7 6,126

We will achieve this goal through the following activities:

Continue providing training and technical assistance to producer organizations

(cooperatives, associations, committees) and commercial partners in linking with buyers

and public sources of funding to obtain resources for the implementation of post-harvest

facilities. Through training of farmer associations and local governments in obtaining

grant funds for rural development and competitiveness, the Alliance is leaving the

conditions is place for the construction and upgrade of fermentation modules to

continue through competitive grants from Agroideas, Fondoempleo, and Procompités.


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Furthermore, the trend is toward commercial, centralized fermentation and trying

processes to control quality, as is currently under way with CAP and ACOPAGRO with

the Alliance’s support. In order to maintain traceability and uniform flavor profiles, the

sector will have to move beyond a system where farmers do their own fermentation, to

one in which farmers transport their beans to centralized modules operated on a

commercial basis by associations or offtakers, where beans are fermented at the same

time, clearly identifying the origin and post-harvest process details on the bags.

Underpinning this is an evolving behavior already underway with Alliance support away

from farmers selling to whoever gives them the best prices, toward the forging of long-

term relationships based on trust and loyalty between farmers and buyers who treat

them fairly.

Work with cocoa producers and organizations to increase skills for harvesting and

management of post-harvest facilities to meet market requirements for quality

(fermentation and drying), particularly in the areas of differentiated management for

CCN51 cocoa, fine flavor cocoa, organic, etc.

Conduct trainings for farmers in cocoa post-harvest management through presentations

by internationally-renowned experts. These trainings have the goal of achieving

separate treatment of fine flavor cocoa to obtain a differentiated product that will garner

a price premium for quality. The Alliance will further strengthen commercial ties between

farmers and buyers so that commercial partners continue providing technical assistance

in post-harvest management beyond the project, since they have a vested interest in

managing the quality required by chocolate manufacturers. Furthermore, Alliance

trainings will yield a group of technicians who have the capacity to continue providing

assistance in post-harvest management, whose activities will be paid by associations.

Emphasize harvest and post-harvest management in the business plans implemented

through the FONDAM and FONDOEMPLEO projects in order to build capacity and

ensure product quality.

Support local governments in the design of proposals to be presented to ProCompite for

financing of post-harvest facilities, and support organizations in the presentation of

proposals to Fondoempleo and Agroideas, among others.


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Table 6: Year 4 Activities and Goals for post-harvest Capacity

Region Interventions

Number of organizations/

companies Increase in storage

capacity (MT)

Year 4 (Quarters)

Q1 Q2 Q3 Q4

San Martín Post-harvest trainings 2 100 20 35 35 10

Improved storage facilities 1 109.5 19.5 35 35 20

Improved drying and fermentation facilities

4 400 50 150 150 50

Basic equipment for drying and fermentation

1 100 20 35 35 10

Sub total 8 709.5 109.5 255 255 90

Ucayali Post-harvest trainings 3 100 20 35 35 10

Improved storage facilities 1 100 20 35 35 10


6 300 50 100 100 50


1 65 15 20 20 10

Sub total 11 565 105 190 190 80

Huánuco Post-harvest trainings 1 100 20 35 35 10

Improved storage facilities 1 100 20 35 35 10


4 300 50 100 100 50


1 65.2 15.2 20 20 10

Sub total 7 565.2 105.2 190 190 80

TOTAL 26 1839.7 319.7 635 635 250


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R.1.4: Partner integrated into the value chain

In Year 4 the Alliance will continue facilitating meetings between Alliance business managers

and commercial partners participating in each business plan to review progress and

commitments. Furthermore, we will facilitate the use of improved technologies to improve

productivity. For example, the Alliance will link the cooperatives ACOPAGRO, Oro Verde and

other organizations, as well as commercial partners such as ROMEX, with companies such as

Naadanjain and Tuboplast to install irrigation systems. We will also continue to facilitate direct

commercial relationships with chocolate manufacturers. For example, the Alliance developed an

MOU with COCOANECT, which has a business model that consists of a strategic partnership

with suppliers, customers and service providers, providing innovative and customized solutions

to foster sustainable cocoa and achieve positive impact at the farmer level. The company has a

global network that secures purchases of more than 60,000 tons annually, and projects it will

reach 180,000 tons per year in the 5 next years. COCOANECT has started trading fine or flavor

cocoa from multiple origins, including Peru, and will serve as an additional channel for linkages

to chocolate manufacturers. The Alliance will work with COCOANECT to market the different

flavor profiles promoted by the Alliance. We are also linking producers with the Italian company

ICAM, which is evaluating Alliance farmers’ product offering as part of the process of

establishing a long-term supplier relationship. The Alliance will continue its facilitation efforts

with PRONATEC, which is evaluating the product quality and fine flavor profiles of organic

cocoa producers. As more cocoa comes into production, PCA will serve as a valuable facilitator

enabling commercial partners to develop direct relationships with producers, supporting due

diligence and deal making and setting the stage for those to continue after the project ends.

R.1.5: Strengthening of producer organizations

Capacity-building of farmer organizations will reinforce their market orientation in order to

increase their competitiveness in export markets and provide them with the skills to offer value

to their members. In Year 4, the Alliance will continue strengthening producer organization at

three levels: 1) Industry associations; 2) Existing farmer organizations; and 3) Unaffiliated

producers, through the following actions:

1) Industry Associations

In the first quarter of Year 4, we will continue building the capacity of APPCACAO and

Asociación Verde Amazónico in four key areas:

Training for association technical personnel in the production of fine flavor cocoa

Training for business managers and members in business management and leadership

Development of funding proposals to increase hectares of cocoa of member

organizations

Participation of members in events where they can present and promote their fine flavor

cocoa.

2) Existing Organizations


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Market linkages: As part of the implementation of the 40 business plans, the Alliance will

continue to link 35 producer organizations with buyers and offtakers who commit to investing in

their supply chains, particularly to improve production, harvest and post-harvest quality.

In the last year, as part of the agreement with CCCP, the Alliance will affiliate at least 8

producer organizations with CCCP, which will then support cocoa installation projects as a

technical unit available to producer organizations, thus improving their production management

capacity and market competitiveness. We expect for the affiliation with CCCP to benefit 2,000

producers. In coordination with the United Nations Office on Drugs and Crime (UNODC), The

Alliance technical and regional teams will determine which organizations have the greatest

potential for sustainability as a criteria for joining CCCP.

CCCP in turn will assess the main public and private sources of funding in Latin America and in

Peru, and present proposals to the following sources:

FONDOEMPLEO

FINCYT

FONTAGRO

FOMIN

Women’s Global Fund

FONDAM

FUNDACION INTERAMERICANA

AGROIDEAS

Sahee Foundation

The Nippon Fund


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Table 7: Year 4 Activities and Goals, Objective 1

Intermediate Results Year 4 Activities LOP Goals

Results to date

Year 4 Goals Q1 Q2 Q3 Q4

R1.1 Organized producers have access to better markets

Link producers with buyers

400 producers 100 100 100 100

10,000 15,671

R1.2 Cocoa and other crop areas extended through agroforestry systems

Verify performance of services according to the agricultural calendar

28,000 20,305 7,695 new ha of cocoa planted

3,289 1,379 1,777 1,250

N° families benefitted - 5,128 new families 2,192 919 1,184 833

Field experts map ha of cocoa installed

10,828 ha geomapped

3,718 2,610 3,300 1,200 23,000 12,172

R1.3 Post-harvest systems improved

Strengthen post-harvest managers’ skills through technical assistance that meets their needs so they in turn can meet market demands

26 organizations implement post-harvest improvement plans

10 10 6 0

6000 MT 4,268 MT

Storage capacity increase of 1,839.7 MT (cocoa and plantain)

319,7 635 635 250

R1.4 Partners integrated into the value chain

Consolidate value chains 5 3 2 consolidated value chains

1 1 0 0

R.1.5 Number of organizations trained in business and finance

Build organizations’ capacity in business mgt, accounting and administration, grant writing, leadership and human development

10 12 2 organizations 2 0 0 0

(*R1.2, Q4 targets will be achieved through FONDAM and FONDOEMPLEO projects, and also correspond to the agricultural calendar)


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OBJECTIVE 2: FINANCE

R.2.1: Farmers understand and access financial services

During the first two years of the project the Alliance had great success facilitating micro-credit to

producers in San Martín, Huánuco and Ucayali through financial institutions, achieving $20 million in

financing. However the nature of these credit placements did not enable us to ascertain whether the

financing was used toward expanding cocoa.

In the last year of the project, the Alliance will reorient this component to ensure that financing is

clearly linked to expanding cocoa agro-forestry. We will do this through three strategies: 1) Facilitate

credit to small farmers through commercial partners; and 2) Promote investment for cocoa

expansion through CAP and other investors.

1) Facilitate credit to small farmers through commercial partners

Maximizing productivity, quality and income for farmers is increasingly important as cocoa has come

into production. To achieve this, the Alliance will emphasize the ability to purchase and properly use

fertilizers and other technologies. This important aspect is at the nexus of technical assistance under

Objective 1, access to finance under Objective 2, and campaigns promoting fertilization under the

Communication strategy.

PCA will facilitate arrangements between financial institutions, suppliers of inputs and equipment,

and PCA’s commercial and farmer organization partners. These different types of arrangements will

1) facilitate credit to farmers (especially for fertilizer) and personal cash flow until they receive

payment from the sale of cocoa, and 2) provide financing for aggregators such as ECOM clubs,

farmer organizations and others who will use it as capital to buy the cocoa from farmers until they

are paid.

One example of an arrangement would be for input providers to deliver inputs on credit to farmers

that is repaid by discounting their price from future cocoa sales to buyers. The Alliance is currently

building this type of linkage between ACOPAGRO, its farmer members, and the irrigation company

Nanndanjain. We will replicate this model with input companies. Furthermore, the Alliance will build

the capacity of buyers to channel financing, either through their own resources or through financial

institutions.

The Alliance is currently working on an agreement with AgroBanco (a state bank with increasing

presence in the project target areas) to offer credit, and will approach other financial institutions to

structure similar agreements. Main activities in this area will include:


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Sign an MOU with Agrobanco for the facilitation of financing for cocoa expansion, particularly

fertilization.

Conduct financial education campaigns to improve financial knowledge among producers

and build producers’ financial skills to ensure repayment

Conduct an awareness-raising campaign about the importance of fertilization to improve

cocoa quality and productivity. We will demonstrate this to farmers by showing the costs and

benefits of using fertilization.

Facilitate linkages between farmers, input companies and anchor firms and develop models

for financing of fertilizer and other technologies.

Develop mechanisms for monitoring the financing provided through anchor firms and input

companies

Build the capacity of buyers to channel financing to farmers, either through their own

resources or through financial institutions

2) Promote investment for cocoa expansion through CAP

CARANA created CAP, a Peruvian company with the objective of structuring and operating cocoa

agroforestry development projects. As a resource partner for the Alliance, its primary role is to

promote investment for cocoa agroforestry from private investors and impact funds in the target

regions in Peru.

Its first project was expected to be in partnership with Romex to manage $8 million in financing from

responsibility with a DCA guarantee. With USAID DCA deciding not to continue its guarantee, this

project is now being restructured. CAP is leasing a 135 ha farm in order to start planting cocoa and

related crops, while also developing a commercial nursery project.

CAP’s approach will be to develop and manage additional farms as financing is finalized, with an

initial goal of 2,000 ha. Proposals are under discussion with Moringa, Althelia, ReponsAbility, Siat

Group (from Belgium), which is interested in developing commercial scale farms in Peru, and a

Peruvian mining company seeking to develop 1,000 ha of cocoa. Discussions are also under way

with the Multi-lateral Investment Fund (MIF), Corporación Andina de Fomento (CAF), and chocolate

companies interested in investing in their supply chains.

In the last year of the project CAP will obtain investment commitments for $20 million by project end

through the following activities:

Develop and operate at least one commercial farm serving as pilot to demonstrate the cocoa

agroforestry system as an investment opportunity to potential investors. The pilot will also

demonstrate the viability of its approach of leasing land from small and medium land owners.

We anticipate initiating field work on the CAP farm by March 2016, after addressing the

contractual and legal aspects of leasing the land.

Identify potential investors interested in developing medium and large fine flavor cocoa

farms.

Provide business planning support to private companies to assist their decision-making for

investment in medium and large cocoa farms


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Establish a Portfolio Management Company to channel and manage foreign investment into

cocoa projects. A Trust manager will be engaged as soon as the first foreign fund is ready to

disburse.

R.2.2: Financial institutions that operate within the scope of the

Alliance access more and better financing

Given the high liquidity of the financial system, MFIs do not require short-term capital financing.

Therefore, the Alliance will not be prioritizing this objective in Year 4.

R.2.3 Improved capacity of financial institution management

Through the MOU with Agrobanco, the Alliance will build capacity of bank lending officers in

selected branches to provide credit to cocoa farmers for the purchase of inputs.

Table 8: Access to Finance, Year 4 Activities and Goals, Objective 2

Intermediate Results Year 3 Activities Year 4 Targets Q1 Q2 Q3 Q4

R2.1 Producers understand and access financial services

Identify and select producers with available land on which to install new areas of cocoa and who are willing to work with private investors.

100 producers identified associated with private companies

20 30 50

Support potential investors in preparing business plans and carrying out due diligence with potential producers.

4 business plans (investment) prepared

1 2 1

Access guarantee funds that will facilitate financing

1 guarantee fund 0 0 1 0

Facilitate access to finance for producers US$ 4M 2 2


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COMMUNICATIONS

The Alliance communication strategy, which was approved by USAID and is currently being

implemented, has the following goals: 1) Position the Alliance as a reference in quality fine

flavor cocoa; and 2) Position Peru as a global leader in fine flavor cocoa. In the last year of the

project, communications efforts will be geared towards consolidating the efforts from previous

years in order to transfer communications products to cocoa value chain partners who will be

able to provide continuity in the dissemination of those products. The Alliance will share and

systematize the knowledge, experience, challenges and successes it has gained over the 4

years of implementation.

Communications activities in Year 3 (Please see the Communications Component

Deliverables Schedule):

1. Position the Alliance as a leader and reference for fine flavor cocoa

The conference series “hablemos de cacao” (“let’s talk about cocoa”) will continue on a

national level in association with strategic partners such as ADEX, and at regional levels

in partnership with regional governments and trade associations, in conjunction with

subject matter experts. In October 2015 the Alliance will organize an expert-led

conference featuring Laurent Pipitone, Economics and Statistics Division Director of the

International Cocoa Organization.

The Alliance will participate in flagship events in four regions including Festival de Cacao

y Chocolate in Juanjuí and the Expo-Tocache Festival. This will involve development of

materials designed to showcase the Alliance’s brand and accomplishments.

The COP will lead roadshows to medium-sized cities in Peru. These roadshows will

promote topics of interest to the Alliance with producers, cooperatives, regional

governments and cocoa value chain commercial actors. The roadshows will provide and

educational platform directed at different audiences within the Alliance.

Alliance activities will also be promoted on social media through USAID. Therefore, any

publicity will be published simultaneously on USAID platforms (Facebook, Twitter,

YouTube).

We will conduct radio campaigns twice a month, which will promote Alliance and

alternative development (AD) messages, as well as feature women who will give tips

and advice about how to manage the cocoa farm business.

Production of promotional materials for internal and external audiences will continue

throughout the year. These will include:

o Cacao Express (monthly)

o Cacao Express – special editions

o Cacao Review – Photo report of Alliance activities


21

o Peru Cocoa Alliance Informs (monthly newsletter)

We will identify potential spokespeople (voceros and voceras, men and women farmers)

who can speak on behalf of the Alliance and relay key messages. We will map potential

spokespeople and, once selected, will provide them with briefings or media training,

empowering them to offer testimonies on the Alliance’s approach and the impact it has

had on their quality of life. This will allow us to have at our disposal a group of people

who are available on short notice to speak about Alliance achievements.

Advocacy and public opinion: as part of the goal of presenting the Alliance as a

reference for fine flavor cocoa, messaging to the media must be aligned with the 4 key

ideas described below.

2. Raise awareness about good agricultural/environmental practices

During year 4, the communications team will continue to support the Agribusiness team

to raise awareness about key moments in the fine flavor cocoa production process, as

well as raise awareness about environmental impacts, risks and mitigation measures at

critical phases. The production process is not linear, but rather includes overlap among

different phases, including grafting, pruning and fertilization, and transfer cocoa from the

nursery to the field.

We will continue developing audiovisual materials as a critical aspect of technical

assistance, including

o Radio spots

o Video tutorials

o Radio microprograms

o Text messages (SMS)

We will continue developing and disseminating these materials, which are cost-effective

and therefore broad-reaching in Alliance target communities. During Year 4 we will

prioritize the transfer of these materials to our main partners through regional

communications kits, which will contain all the communications products develop to

support the Alliance’s technical team.

We will continue to capitalize on synergies with CEDRO’s Digital Inclusion program

through the use of information and communications technologies (ICTs) to connect

hundreds of producers, facilitating the exchange of technical information on cocoa

farming. Through the CacaoTIC teleconferences, Alliance farmers will receive

continuous online training while also learning about ICT tools, all of which is necessary

to compete in global markets.

We will continue to develop messaging and materials for the campaign to promote good

environmental practices and the campaign to promote gender equity within the cocoa

production sector. One key message we will disseminate is “in the home as on the farm,

men and women work as equals.”

The “fertilize your fine flavor cocoa” campaign will be conducted simultaneously in the 3

regions starting in September 2015, the month in which the manual on “Integrated

nutrition and timely pruning in the cocoa agro-forestry system” will be published. This

campaign will promote timely fertilization and pruning as a way to prevent pests and


22

diseases, particularly in the context of changing temperatures and precipitations due to

El Niño.

3. Plan for transition and sustainability post-closeout

The transition and sustainability plan summarizes the main activities the Alliance will undertake

in view of closeout, in order to achieve meaningful dissemination and systematization of Alliance

experiences together with a proper transfer of Alliance information products. We will seek to

disseminate four key messages through this plan:

1. The Alliance consolidates over 15 years of efforts of USAID and Peru in alternative

development.

2. The Alliance presents a game changer for the cocoa and chocolate industry, placing the

cocoa farmer at the center of the sustainability of the industry and providing a model for

traceable, transparent and inclusive supply chains for fine flavor cocoa.

3. The Alliance offers differentiated products, working with different clonal arrangements to

meet chocolate companies’ flavor profiles, offering niche markets and added value.

4. The Alliance technical package is based on biodiverse, intelligent farming that is carbon

neutral and helps mitigate the effects of climate change.

We will integrate these four ideas in all the products and activities to be implemented in the last

year, including:

1. Final report: this will be a key deliverable to USAID and we will treat it as a public

document providing a synthesis and analysis of the Alliance’s work during its 4 years of

implementation.

2. Transition ceremonies at the regional offices and main office in Lima: the four

transition ceremonies will serve as platforms for presenting results as well as

commitments for continuity from the different regional partners.

3. Transition kits: we will deliver all the national and regional communications products

developed by the Alliance of the course of four years. We will transfer these to Alliance

partners that have a high level of institutional development and commit to their proper

use and dissemination.

4. Photographic reports of results: we will develop these reports way through the fourth

year to visually present the 4 key ideas.


23

Table 9: Communications Activities Schedule

Sep- 15

Oct-15

Nov-15

Dec-15

Jan-16

Feb-16

Mar-16

Apr-16

May-16

Jun-16

Jul-16

Aug-16

Sep-16

Oct-16

Nov- 16

Expert conferences

Laurent Pipitone - ICCO

Traceability – Alliance commercial strategy

Regional Roadshows

San Martín (Moyobamba, Rioja, Saposoa, Juanjui)

Huánuco

Participation in events

Cocoa day- San Martín

Cocoa day - Ucayali

Cocoa day - Huánuco

Coffee and cocoa expo in Tingo María

Expo in Juanjui

2015 Entrepreneurial creativity contest

Communications products

Cacao Express

Peru Cocoa Alliance Newsletter

SMS sent

Deliverables

Success stories

Quarterly reports

Transition and sustainability activities

San Martín RO transition ceremony

Ucayali and Huánuco Transition ceremonies

Lima office closing ceremony

Sustainability and transition kits

Results and impacts photographic report

Final report


24

Table 10: Communications Awareness Raising Campaigns Schedule

Sep- 15

Oct- 15

Nov- 15

Dec-15

Jan- 16

Feb- 16

Mar- 16

Apr- 16

May- 16

Jun- 16

Jul- 16

Aug- 16

Sep- 16

Radio campaigns

Radio campaign on transplanting cocoa

Radio campaign on grafting and farm maintenance

Radio campaign on good environmental practices

Radio campaign on fertilization

Radio campaign on fine flavor cocoa pest and disease control

Radio campaign on farm management and entrepreneurship tips/ gender approach/AD

Teleconferences - CacaoTICs

Fine flavor grafting

Environmental best practices

Pest and disease control

Fertilization

Micro-programs

Good environmental practices

Fertilization

Video tutorials for partners

Fertilization

Manuals for partners

Integrated nutrition and timely pruning

Fine flavor cocoa post-harvest manual

Plantain cultivation manual


25

ALLIANCE MANAGEMENT

Sustainability plan

In the project’s last year the Alliance will put the conditions in place for expansion of fine flavor

cocoa agro-forestry to continue with support from national and international chocolate/cocoa

industries, financial institutions, investors and other partners.

During Year 4 PCA will continue to transition to a private sector led approach to ongoing cocoa

development, at the same time that it focuses on ensuring the targets agreed with USAID are

achieved during the last year of the project. There will be three key dimensions to the long-term

management of the Alliance:

1. Private sector partners such as ECOM, Romex and others will develop their own value

chain projects linked to long-term financing. Partners will utilize financing arranged for

them to expand with their farmers while taking on increasing responsibility for the

technical elements of the PCA program, either by directly hiring extension staff or

subcontracting. PCA will support business plans and MOUs indicating how PCA and

each partner will combine resources in achieving program targets and ensuring

continuity beyond USAID support.

2. We will continue to build the capacity of CCCP to strengthen its institutional capacity and

deliver extension services on an ongoing basis. PCA will assist CCCP in submitting

proposals to government, donor and commercial sources for grants and contracts to

continue technical support to small farmers, and develop as a center of excellence for

cocoa development.

3. As a GDA resource partner, CAP will continue to structure investment projects with

private capital to develop and operate small, medium and large cocoa farms. This

process will be supported by a Portfolio Management Company (PMC) under Peruvian

regulations to facilitate international investments in cocoa development projects.

In Year 4, the role of PCA is as a facilitator of private investment while building the capacity of

Peruvian nonprofit partners to provide ongoing technical assistance.

Closeout plan

During the last quarter of Year 4 the Alliance will begin the following activities to ensure the

smooth closeout of the project and transition of knowledge and capacities to our local partners:

Procurement - develop a physical inventory list of equipment and furniture; identify

recipient counterparts; request and receive permission from USAID to transfer listed


26

inventory to identified counterparts; obtain protocols of acceptance from all NXP

recipient counterparts.

Lease agreements and office related items – prepare notice of termination for all

leases (offices, equipment), ensuring that termination notices meet contractual

obligations.

Subawards – verify that all deliverables have been completed; obtain release form from

the subs; plan transition of activities to counterparts; schedule project closeout meetings

with local partner organizations and government agencies (closeout ceremonies in

regional and Lima offices).

Knowledge management – develop kits with Alliance communications materials and

transfer them to selected local partners for their continued dissemination.

Termination of employees – ensure employment terminations are in accordance with

the Peruvian government’s rules and regulations; have employees sign termination

letters.

Finance and accounting – clear all outstanding accounts.

Administrative closeout – ensure that all relevant documents have been submitted to

DEC; follow rules and regulations for de-registration of offices, ensure termination of

services and settle payments or deposits owed.

Bank account closeout – request closure of all bank accounts and wire transfer or

withdraw remaining funds; ensure that all bank closing documents are signed and

returned to CARANA.

Capacity-building of CCCP

The Alliance selected CCCP to receive a subaward, effective until June 2016, under which it will

expand the installation of cocoa agroforestry, provide technical support for the management and

grafting of cocoa, and promote the use of good agricultural practices to increase quality,

productivity and sustainability.

In line with USAID Forward and its sustainability strategy, the Alliance operations team will

continue providing intensive coaching and capacity building to CCCP to strengthen its human

resources, administrative, financial and reporting systems, to prepare it to carry forward the

Alliance’s vision, activities and methodologies beyond the life of the project and position Peru as

a global leader in fine flavor cocoa.

Capacity-building activities will include technical support for the implementation of fine flavor

cocoa agroforestry; application of all national regulations related to labor, health and safety,

taxes and social benefits; ensuring all personnel are affiliated with a health insurance provider;

strengthening accounting systems to ensure timely payments to staff and proper financial

reporting. Additionally, CCCP will receive equipment such as vehicles, laptops and GPS

systems.

Long-term, CCCP will submit proposals to government, donor and commercial sources for

grants and contracts to continue technical support to small-scale farmers. The organization will


27

have the tools to replicate the knowledge and capabilities it gained as an Alliance partner, and

to retain and expand the PCA brand. It will be a recipient of PCA knowledge management

products and receive coaching in the continued dissemination of communications materials and

messaging.

As part of the closeout of the CCCP sub-award, the Alliance will review deliverables to ensure

they have been completed, develop a report presenting any weaknesses identified in CCCP’s

implementation and recommendations for improvement; permanently transfer equipment to

CCCP; and support to CCCP in terminating employees.


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LEVERAGE

In Year 4 we expect to leverage $13,750,000, of which $5,600,000 will be in kind and $8,150,000 in cash. The main leverage sources and amounts expected are:

1. Private sector: $2,250,000 from commercial partner Romex S.A. 2. Financial institutions: $2,400,000 in cash as per MOUs signed with financial

institutions. 3. Farmers: $5,500,000 from farmers in line with the business plans, including $2,000,000

in inputs (cash), and $3,500,000 in labor (in-kind) for agricultural activities such as land preparation, installation of nurseries, and transfer of seedlings to the field, among others.

4. Other agribusinesses: $1,200,000 for technologies, including $900,000 in cash and $300,000 in-kind.

5. Peruvian government: $2,400,000 from PIRDAIS, AGROIDEAS, PROCOMPITES, FONDAM and FONDOEMPLEO, with the last two representing the principle sources of competitive grants for co-financing of business plans. The PROCOMPITE law aims to improve the competitiveness of value chains through the development and transfer of technologies to producer groups, including equipment, machinery, infrastructure and inputs, in line with local and regional government plans in target areas. Fondoempleo selects and finances projects and initiatives that improve employability, strengthen entrepreneurship and contribute to job creation and increased incomes of vulnerable populations in rural and urban areas.

Table 11: Leverage Expected in Year 4

Partner Support US$ in kind US$ Cash US$ Total

Romex Trading Development of cocoa hectares, linkages with small scale farmers

750,000 1,500,000 2,250,000

International Financial Institutions

TA for financial institutions and producer organizations, literacy training for farmers

0 2,400,000 2,400,000

Others Agribusinesses

Farmers linkages, TA 900,000 300,000 1,200,000

Producer Organizations

Support to farmers and labor 3,500,000 2,000,000 5,500,000

Peruvian Government Programs

Regional development for infrastructure for agribusiness

150,000 150,000 300,000

FONDAM & Fondoempleo

Technology transfer, equipment, machinery, insfrastructure, inputs and materials

300,000 1,800,000 2,100,000

Total Leverage 5,600,000 8,150,000 13,750,000


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GENDER APPROACH

In January 2014, the Alliance designed a plan to incorporate gender into its work to address the

specific constraints faced by both genders in a way that enhances the ability of men and women

to equally benefit from opportunities with the cocoa value chain.

The activities proposed and described below are based on the Alliance’s Gender Operational

Plan. Our gender approach and the content of materials and workshops will be adapted to the

realities of each region, and will focus on the following: showcase the contribution of women in

the fine flavor cocoa value chain; empower women in mixed gender environments; and build the

institutional capacity of producer organizations to increase the meaningful participation and

decision-making power of women. In addition, the Alliance will provide awareness raising and

coaching in the gender-based approach to the six Inter-Regional Gender Spokespersons

(Interlocutores Regionales de Género) assigned to each region to ensure implementation of the

gender plan, and to Alliance staff and partners.

Activities by results

R1: Raise the visibility of women in the fine flavor cocoa value chain

1.1. CacaoTICs and instant messaging on the contributions of women in the cocoa

value chain

We will organize interregional CacaoTIC teleconferences to showcase women’s role and

contributions in cocoa, sharing stories of personal and organizational empowerment. We will

gather testimonials and disseminate them in regional media to highlight the successes of

entrepreneurial female farmers.

1.2. Workshops on entrepreneurship and women’s role in the cocoa value chain

We will invite entrepreneurial women to share their experiences of leadership and

empowerment with other women, providing a space for dialogue and sharing of best practices

for meeting personal goals in the professional world and in the home. These workshops will be

replicated in mid-sized cities in the three regions, systematized and shared as motivational

videos for other women’s groups.

1.3. Gatherings of female cocoa farmers

To further empower women as protagonists in showcasing their role in the cocoa value chain,

the Alliance will facilitate an Inter-Regional Meeting where women farmers can share their

experiences. This activity will be carried out in coordination with the Ministry of Women and

Vulnerable Populations, which very successfully facilitated the inter-regional gathering last

quarter and has manifested its continued interest in participating in this activity.


30

1.4. Success Stories

We will identify success stories of women cocoa farmers who have become entrepreneurs and

disseminate them using different audiovisual formats and media outlets. We will produce at

least two stories per region.

1.5. Alliance Gender Communications Kit

As part of the transition and sustainability process, the Alliance will develop regional kits

containing the communications deliverables produced for the dissemination of gender

messaging and capacity-building. We will transfer these kits to local partners who have the

institutional capacity to use the materials to carry on the messaging and capacity-building

beyond the life of the project.

Table 12: Gender deliverables matrix

Sep-15

Oct-15

Nov-15

Dic-15

Jan-16

Feb-16

Mar-16

Apr-16

May-16

Jun-16

Jul-16

Aug-16

Sep-16

Workshops

Woman to woman: tips to run a business

Empowerment: “I want therefore I can”

Audiovisual materials

Video series: “Mujeres de aroma”

Events

Inter-regional meeting for women

Materials

Incorporation of inclusive language into communications material

USAID Deliverables

Success stories

Communications Kit

Communications materials with gender content and messaging to be transferred to local partners


31

ENVIRONMENTAL COMPLIANCE

In order to ensure compliance with the Environmental Mitigation and Monitoring Plan (EMMP), the

Peru Cocoa Alliance will work with the National Commission for Development and Life without Drugs

(DEVIDA), who will perform continuous environmental monitoring jointly with Alliance personnel in

each of the regional offices.

In year 4, the Alliance will conduct two internal environmental audits (November 2015 and May

2016) to evaluate the effectiveness of environmental mitigation measures by Alliance farmers. We

will prepare a report of each audit to be shared with DEVIDA and USAID, who will then make any

recommendations for improving mitigation of environmental impacts during the implementation of the

business plans.

Table 13: Environmental Monitoring and Evaluation Timeline for EMMP

Activities Oct-

15 Nov-15

Dec-15

Jan-16

Feb-16

Mar-16

Apr-16

May-16

Jun-16

Jul-16

Aug-16

Sep-16

Farmer Training

Continuous training and TA for farmers, partners and allies in good environmental practices- Ucayali, Huánuco, San Martín

EMMP Monitoring and Reporting

Selection of farmers for monitoring, in coordination with PCA M&E team

Field visits for environmental data collection - Ucayali

Field visits for environmental data collection - Huánuco

Field visits for environmental data collection - San Martín

Development of environmental report


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MONITORING AND EVALUATION

PLAN

Table 14: Year 4 Monitoring and Evaluation Plan

Activities Unit Oct- 15

Nov-15

Dec-15

Jan-16

Feb-16

Mar-16

Apr-16

May-16

Jun-16

Jul-16

Aug-16

Sep-16

1. INSTITUTIONAL PLANNING

1.1 BASELINE

1.1.1 Baseline for Alliance producers

1.1.1.1 Farmer data sheets: follow-up on data obtained by extensionists of FONDAM, FONDOEMPLEO and other partners.

Report

1.2 ACTIVITIES TO SUPPORT REGIONAL OFFICES

1.2.1 Support topics related to Alliance strategy, procedures, M&E system.

1.2.2 Geomapping and geotraceability system

Report

1.2.3 Prepare reports, alerts and maps

Report

2. ALLIANCE MONITORING

2.1 INTERNAL MONITORING

2.1.1 Verify goals, producers' perceptions, evaluate results and environmental follow-up

Report

2.1.2 Follow-up on the budwood delivery process from centralized and decentralized lots (microlotes), particularly for

Report


33


Nov-15

Dec-15

Jan-16

Feb-16

Mar-16

Apr-16

May-16

Jun-16

Jul-16

Aug-16

Sep-16

FONDAM and FONDO EMPLEO projects

2.1.3 Impact Assessment Indicators (TBD)

Report

2.2 MONITORING WITH DEVIDA-PCA-USAID

2.1.1 Participate in joint monitoring activities

Report

2.1.2 Accompany USAID/DEVIDA officers to perform regional inspections

Report

3. MONITORING AND EVALUATION SYSTEM

3.1 SYSTEM MANAGEMENT

3.1.1 Produce and maintain system reports

3.1.2 Generate databases and reports to USAID/DEVIDA/ Other partners

3.1.3 Review and confirm data quality

3.2 INTEGRATION WITH GEOTRACEABILITY

3.3.1 Access the system by business plan

3.3.2 Publish data with selected partners

3.3.6 Update new data or existing data from the Alliance's M&E System

4. CAPACITY DEVELOPMENT

4.1 TRAINING

4.1.1 Use of the Alliance's M&E System.

Training

4.1.2 Use of GeoT System forms and tools

Training

5. PROJECT CLOSURE PLAN

5.1 DOCUMENTATION MONITORING AND EVALUATION TOOLS

5.1.1 Monitoring and Evaluation System

Report/ Training

5.1.2 Alliances Database

Report/ Trainin


34


Nov-15

Dec-15

Jan-16

Feb-16

Mar-16

Apr-16

May-16

Jun-16

Jul-16

Aug-16

Sep-16

g


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ANNEX I: 2016 EXPANSION SCHEDULE

Table 15 - FY16 Objectives: Hectares installed – 3 regions

Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 Apr-16 May-16 Jun-16 Jul-16 Aug-16 Sep-16 Total

Prepare land for planting cocoa

1,300 1,300 - - - - - - - - - - 2,600

Install temporary shade (Plantain/beans)

900 900 600 - - 600 - - - - - - 3,000

Install permanent shade (hardwood)

785 1,253 1,472 119 99 1,357 1,657 1,642 638 500 500 500 10,522

Install nurseries 950 1,000 850 - - - - - - - - - 2,800

Install cocoa in the field

1,016 945 1,328 382 325 672 1,248 429 100 100 100 1,050 7,695

Grafting 1,500 1,465 1,434 200 200 1,045 1,203 1,077 1,200 100 100 1,046 10,570

Geomapping 1,210 1,218 1,290 661 662 1,287 1,100 1,100 1,100 400 400 400 10,828


36

Table 16 - FY16 Objectives: Hectares installed – San Martín Regional Office

Oct-15

Nov-15

Dec-15

Jan-16

Feb-16

Mar-16

Apr-16

May-16

Jun-16

Jul-16 Aug-16

Sep-16

Total


300 300 - 600


200 200 - 400


435 553 572 59 39 357 457 442 219 3,133

Install nurseries 300 300 100 700


426 434 401 227 170 73 73 54 1,858

Grafting 562 568 557 100 100 300 350 350 350 3,237

Geomapping 350 418 490 211 212 400 400 400 400 3,281


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Table 17 - FY16 Objectives: Hectares installed – Huánuco Regional Office

Oct-15 Nov-15

Dec-15

Jan-16

Feb-16

Mar-16 Apr-16

May-16 Jun-16 Jul-16 Aug-16 Sep-16 Total


500 500 1,000


350 350 300 300 1,300


250 400 400 30 30 400 500 500 209 250 250 250 3,469

Install nurseries 450 450 450 1,350


210 200 427 55 55 199 475 50 50 525 2,246

Grafting 438 397 377 20 20 245 353 227 350 50 50 523 3,050

Geomapping 300 400 400 250 250 487 300 300 300 200 200 200 3,587


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Table 4 - FY16 Objectives: Hectares installed – Ucayali Regional Office

Oct-15 Nov-

15 Dec-

15 Jan-

16 Feb-

16 Mar-16 Apr-

16 May-

16 Jun-16 Jul-16 Aug-

16 Sep-16 Total


500 500 1,000


350 350 300 300 1,300


100 300 500 30 30 600 700 700 210 250 250 250 3,920

Install nurseries 200 250 300 750

Install cocoa in the field 380 311 500 100 100 400 700 375 100 50 50 525 3,591

Grafting 500 500 500 80 80 500 500 500 500 50 50 523 4,283

Geomapping 560 400 400 200 200 400 400 400 400 200 200 200 3,960

workplan year 4 - united states agency for …pdf.usaid.gov/pdf_docs/pa00n17t.pdf · peru cocoa...

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