ACDI/VOCA: 2011 Annual Report

Working together toward a shared vision

ACDI/VOCA 2011 Annual Report

Integration

12194_ACDO_VOCA_Report_June7.indd 1 6/8/12 12:09 PM

This report is dedicated to those we serve worldwide: the farmers,

entrepreneurs, cooperatives and other organized groups, financial institutions,

families, community leaders, government officials and engaged citizens

who inform our vision, inspire our best efforts and share our success.

Who We Are 1 Chairman and President’s Letter 2 What Puts Us on the Map 3Our Reach 4 2011 Programs 6Agribusiness 8 Community Development 10 Enterprise Development 12 Financial Services 14 Food Security 16Volunteer Program 18 Board of Directors 19 Financial Report 20Acknowledgement 21

Contents


2011 Annual Report | 1

Who We Are:

We collaborate with local institutions and citizens to encourage broad-based economic growth, raise living standards and foster vibrant communities. Our practice areas are:

• Agribusiness

• Community Development

• Enterprise Development

• Financial Services

• Food Security

What We Do: Facilitate beneficiary-driven development that:

• stimulates growth, improves dysfunctional market systems and raises incomes

• develops agriculture and enhances food security

• organizes communities to foster stability and resilience, particularly in conflict-affected or fragile environments

• increases access to financial services

• leverages investment through public-private partnerships

Above all, we build capacity at all levels—from households to entire value chains. We honor our cooperative roots. We strive to ensure that the voices of women, youth, indigenous populations and other marginalized groups are heard. We promote climate-smart solutions and adaptability. We foster sustainability in the broadest sense and hold ourselves accountable for results.

Why We Do It: To empower people to succeed in the global economy.


2 | 2011 Annual Report

ntegration is a hallmark of our work. It allows us to make an extraordinary difference on the ground.

As befits an organization that started by organizing smallholder farmers, we reach deeply into the local context to collaborate with host-country partners and build local capacity. We combine a mission orientation, donor guidance, hard-won lessons from our history, best practices and innovation at all levels.

Today a single program may incorporate health and nutrition, economic growth with poverty alleviation, gender equity, climate change adaptation, market facilitation, financial services, participatory community development and other modes of assistance into a tightly knitted fabric.

To support such a holistic approach, we are making our operations more efficient and effective:

• We are strengthening and streamlining knowledge-management mechanisms to incorporate best practices. • We are ensuring learning and cross-fertilization of ideas by cultivating opportunities for staff to develop and

apply their knowledge and skills.

• We are incorporating cross-cutting issues, such as youth and marginalized populations, information and communication technology, gender, climate change, food security, nutrition and market linkages, more thoroughly into our programs.

• We are drawing on our cooperative roots to empower project participants at scale.

• We are supporting sustainable change in the countries where we operate by advancing beneficiary-driven change, strengthening local institutions and organizations, and linking progress to market incentives.

Both of these trends—integration of programs and operational improvements—increase our effectiveness as a development implementer and position us to expand opportunities worldwide.

We are both humbled at the work before us and inspired by the potential of the farmers, entrepreneurs, policymakers and ordinary citizens who are the focus of our work.

Mortimer H. NeufvilleChairman, Board of Directors

Carl H. LeonardPresident and Chief Executive Officer

Letter from the Chairman & President

I



What Puts Us on the Map ACDI/VOCA has a large footprint and engages in myriad activities that

are informed by our core identity and touchstone accomplishments:

A farmer base ACDI/VOCA was founded in 1963 by U.S. farmer cooperatives. They and farm credit banks are still our main members and supporters.

A nonprofit that means businessWe blend business acumen with humanitarian concern and an unmatched ability to work at the grassroots and engage beneficiaries as true partners.

A continuous food security focus An important early project addressed food security in India where widespread famine was predicted but averted. Today ACDI/VOCA helps implement Feed the Future, the U.S. government’s global hunger and food security initiative.

Learning and innovation at scaleUnder the global Accelerated Microenterprise Advancement Project, we helped USAID develop a comprehensive value chain approach to economic development with poverty reduction.

Private sector leverageWith funding from USDA and USAID, and with partners such as the World Cocoa Foundation and Mars, Inc., we have helped develop the cocoa sector in Bolivia, Ecuador, Indonesia, Liberia, Sierra Leone, Ghana, the Philippines and Vietnam.

Local capacity as a priorityWe have left a network of self-sustaining organizations that carry on development and services after we leave. To learn about some of them, see the map on the following pages.


B


True development leads to long-term progress and strong local capacity. Most of our projects span only a few years, so a measure of effectiveness is our success in helping organizations and institutions send down roots and flourish on their own.

ACDI/VOCA helped start the entities designated on this map. They represent only a part of our legacy; we have worked with additional thousands of co-ops, savings clubs, community action groups, farmer-based organizations, businesses and NGOs that offer vital social, business and financial solutions.

Our ReachDark purple indicates countries in which we worked in 2011. Lighter shade of purple indicates countries in which we worked in the past.

C

F

G

K

L



A. Afghanistan: The Afghan Rural Finance Company, est. in 2007, is a nonbank financial institution that provides loans to small and medium-sized Afghan-owned and -operated enterprises.

B. Bolivia: Agrocapital, est. in 1982, is a nonprofit foundation that lends in rural areas.

C. Iraq: Al-Thiqa, est. in 2004, serves micro, small and medium-sized enterprises.

D. Kyrgyzstan: Bai Tushum & Partners Micro Credit Co., est. in 2000, is now one of Central Asia’s leading financial institutions.

Frontiers LLC, est. in 2003, is Central Asia’s only locally based wholesale lender to the microfinance sector.

Kosh Araket, est. in 2005, is an NGO that promotes civil, economic, social and cultural rights and freedoms, and fosters community activism.

E. Timor-Leste: BELUN, est. in 2004, is a nonprofit organization created to support and strengthen civil society.

F. Kazakhstan: Bereke, est. in 2003, is a public association formed to address community priorities to ease ethnic tensions and prevent conflict.

KazMicroFinance, LLC, est. in 2001, serves potential entrepreneurs and small businesses, primarily women-owned microbusinesses.

G. Azerbaijan: KredAqro, est. in 2000, helps make capital available to small- and medium-scale farmers.

H. Uganda: The African Fine Coffees Association, est. in 2000, represents the coffee sector in 11 countries.

I. India: The Indian Farmers Fertilizer Cooperative Ltd. (IFFCO), est. in 1967 is the largest fertilizer producer in Asia and one of the largest in the world.

J. Tajikistan: MDO Arvand, est. in 2008, is one of the country’s leading nonbanking financial institutions.

K. Malawi: National Smallholder Farmers’ Association of Malawi (NASFAM), est. in 1997, is a member-owned organization that provides business services to its 100,000 smallholder farmer members.

L. Ukraine: The Ukrainian Agricultural Finance Development Foundation, est. in 1999, is a nonprofit organization that provides microloans, consulting services, training and organizational support to private enterprises.

A

D

E

H

I

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Programs Active

in 2011

Afghanistan

Bangladesh

Bolivia

Burkina Faso

Colombia

LOCATION PrOgrAm

Afghanistan Rural Finance Company (ARFC)

Agricultural Credit Enhancement (ACE)

Incentives Driving Economic Alternatives for the North, East and West (IDEA-NEW)

Angola PRORENDA

Armenia Water-to-Market Activity*

Farmer-to-Farmer Program

Program for Strengthening Household Access to Resources (PROSHAR)

Community Development Activity Fund (CDAF)

Integrated Community Development Fund (ICDF)

RAISE PLUS Integrated Food Security

RAISE PLUS Agribusiness and Trade Promotion Program

Victory Against Malnutrition Project (ViM)

USAID Afro-Colombian and Indigenous Program (ACIP)

USAID Specialty Coffee Program

East Africa Support for Food Security Activities (SFSA) IQC

Local Business Development Program (PRODEL)

PRONERI Government Program

Strengthening Cocoa Providers

Agribusiness Linkages Global Development Alliance

Facilitating Logistics and Linkages to Advance Horticulture (FALLAH)


Agricultural Growth Program-Agribusiness and Market Development (AGP-AMDE)

Cooperative Development Program (CDP)

Ethiopian Coffee Development Program

Feed Enhancement for Ethiopian Development (FEED)

Agricultural Development and Value Chain Enhancement (ADVANCE)


Southern Horticulture Zones Project*

Accelerated Microenterprise Advancement Project— Business Development Services Knowledge and Practice II (AMAP BDS K&P II)

Financial Integration, Economic Leveraging, Broad-based Dissemination Program (FIELD-Support Program) LWA

Mars Ambassador Program

Prosperity, Livelihoods and Conserving Ecosystems (PLACE) IQC*

Ecuador

Global

Egypt

Ethiopia

Ghana

Agribusiness

Enterprise Development

Financial Services

Community Development

Food Security

Many programs are implemented collaboratively by multiple practice areas; these icons indicate which practice area has primary responsibility for a program.



Iraq

Kenya

Lebanon

Liberia

Malawi

Mali

Mozambique

LOCATION PrOgrAm

Haitian Opportunities Post-Earthquake (HOPE)*

Haiti Rural Economy Acceleration in Haiti (REACH)*

USAID PL 480 Title II Multi-Year Assistance Program

India Partnership for Innovation and Knowledge in Agriculture (PIKA)*

Indonesia Agribusiness Productivity (AMARTA II) Program

Access to Credit

Al-Thiqa Services Agreement

Community Action Program (I CAP III)

Consultative Service Delivery Program (CSDP)*

Consultative Service Delivery Program II (CSDP II)

Jamaica Marketing and Agriculture for Jamaican Improved Competitiveness (MAJIC)

Jordan Farmer-to-Farmer Program


Kenya Maize Development Program (KMDP) Follow-on

Agricultural Quality Control and Certification (QCC)

Developing Hydroponics to Access International Markets (DHAIM)


Lebanon Business Linkages Initiative (LBLI)*

Agriculture for Children’s Empowerment Program (ACE)


Land Rights and Community Forestry Project (LRCFP)

Livelihood Improvement for Farming Enterprises (LIFE)

Liberian Agriculture Upgrading, Nutrition and Child Health (LAUNCH)

Liberia Forestry Support Program (LFSP)

Smallholder Oil Palm Support (SHOPS)

Market Linkages Initiative (MLI)*

Wellness and Agriculture for Life Advancement (WALA)

Agriculture Development Systems Activity (ADSA)


Food for Progress

Mali Agricultural Value Enhancement Network (MAVEN)

RAISE PLUS II CEM

Moldova Irrigation Sector Reform (ISR)

Farmer Income Support Project (FISP)

Strengthening Communities Through Integrated Programming (SCIP)

Nicaragua Community Development Program

Panama Smallholder Production Activity*

*Program ended in 2011

Russia

Sierra Leone

Tanzania

Uganda

Vietnam

West Africa

Philippines

Rwanda

South Sudan

Zimbabwe

Timor-Leste

LOCATION PrOgrAm

Iniciativa Zona Norte (IZN)

Paraguay Cooperative Development Program II (CDP II)

Paraguay Productivo

Peru Strengthening the Coffee Value Chain (SCVC)

Cocoa, Coconut and Palayamanan (CoCoPal)

Sustainable Health Improvements through Empowerment and Local Development (SHIELD)*

North Caucasus Agricultural Development Project (ADP)

North Caucasus Rural Credit Cooperatives and Agribusiness Development Program (NC-RCC&AD)*

Ibyiringiro Project

Post-harvest Handling and Storage (PHHS)

Promoting Agriculture, Governance and Environment (PAGE)

Sustainable Nutrition and Agriculture Promotion (SNAP)

Building Responsibility for the Delivery of Government Services (BRIDGE)*

Food, Agribusiness and Rural Markets (FARM)

Generating Economic Development through Microfinance in Southern Sudan (GEMSS)*

Sri Lanka Facilitating Economic Growth Program

St. Vincent St. Vincent Cocoa Development

Tajikistan Productive Agriculture Project (PRO-APT)


Tanzania Staples Value Chain (NAFAKA)

Food for Progress—Mud Crab and Milkfish Cultivation

Strengthening Property Rights Project

PL 480 Title II Multi-Year Assistance Program

Literacy Enhancement and Rural Nutrition (Uganda-LEARN)

USAID-funded NuLife Food and Nutrition Interventions Program*

Food for Progress*

SUCCESS Alliance*

Sustainable Cocoa for Farmers

RAISE PLUS Agribusiness and Trade Promotion Program

Promoting Recovery in Zimbabwe (PRIZE)

Restoring Economic Agricultural Livelihoods in Zimbabwe (REALIZ)*

Zimbabwe Gender-Focused Assessment

Zimbabwe Market Mechanism Assessment


“I am very grateful to the SCVC program for the opportunity to learn about my coffee farm. I am a farmer, and now I am also a Licensed Q-Grader.”

— Member, APROECO Coffee Cooperative, Peru{ {

AgribusinessIn the majority of countries where we work, agriculture drives the economy. We promote agribusiness systems that improve production and link farmers to national, regional and international markets to create economic opportunities and enable rural families to thrive. We also build the capacity of farmers and agribusinesses in business development, input supply, cultivation techniques, post-harvest handling, storage, processing, transportation and marketing. We help farmers use scarce resources responsibly, introducing drought-resistant seeds, careful use of agrochemicals, and effective irrigation, water management and agroforestry techniques. Through industry partnerships, we leverage the resources of private sector stakeholders in commodities like maize and rice, value-added products and specialty crops such as coffee and cocoa.



Agribusiness

n innovative training program we launched in Rwanda in 2011 has helped farmers grow and sell more of their staple crops to

lucrative markets.

The Sell More For More (SMFM) training module was developed by ACDI/VOCA under the USAID-funded Rwanda Post-Harvest Handling and Storage Project to help farmer groups practice better post-harvest handling and marketing and meet the high standards of top-quality buyers.

SMFM works through farmer-based organizations (FBOs), ranging from informal groups to formal cooperatives; it helps them sell more product by increasing quantity and sell it for more revenue by increasing quality. Through a cascade training approach, ACDI/VOCA provides training on a series of topics ranging from farming practices to business operations to lead farmers, who then teach other FBO members. Training sessions devoted to post-harvest handling and storage demonstrate proper cleaning, sorting and storage techniques to ensure high quality and minimize loss. Participatory workshops teach leadership, marketing, recordkeeping and operations skills to cooperative leaders. And cooperatives receive one-on-one consultations on credit to address financial needs.

SMFM improves the ability of FBOs to meet the specifications of the most demanding buyers, including those of the U.N. World Food Program (WFP), which is one of the most stringent buyers of staple crops. In Rwanda, FBOs that completed SMFM training met 100 percent of WFP’s quality standards for maize purchases, and WFP began sourcing maize from them under its Purchase for Progress initiative. Selling to WFP sends a strong message to other buyers, and the FBOs’ profits are rising as they form new business relationships with private sector enterprises.

Rwanda’s Ministry of Agriculture has adopted SMFM training for its agricultural extension workers and other staff. Indeed, the program has proved so successful that we are expanding it to Tanzania, Ethiopia and Ghana.

A


Farmers Sell More, Earn More.


“ACDI/VOCA’s project has been quite important to our life at the village. And as the reserve’s governor, I’m deeply impressed by how the coffee crops have changed during these years. The coffee was sold and the people working with the project have the supplies that they need…and this has made our people stronger.”

— Kogui Reserve governor, Colombia{ {

Community DevelopmentWe implement community-driven and community-based programs that foster stability and set the stage for long-term development in environments that have been disrupted by natural disasters, conflict or social tensions. We work with citizens and local governments to encourage democracy and good governance, and design initiatives that build human and institutional capacity, improve access to public services, create jobs and enhance stewardship of natural resources. Under challenging circumstances, we help communities work together to prioritize and address their needs. We promote investments in the next generation of leaders, particularly in high-unemployment countries with significant youth bulges, providing hope to youth by building their skills and linking them to local job markets.



Community Development

n 2011, five days of summer camp in northern Iraq proved the bonds of friendship can be stronger than the fetters of

prejudice, even in conflict-torn Iraq.

In June, a multiethnic group of one hundred young men and women learned how to get along with each other and participated in their first democratic elections at a summer camp for youth.

ACDI/VOCA organized the camp through the USAID/Iraq Community Action Program to provide youth in this troubled area with the opportunity to learn about democratic elections, build teamwork and cooperation skills, and overcome religious and ethnic hostilities. The participants came from Kurdish, Arab, Turkmen and Assyrian communities.

The camp was led by Iraqi facilitators and Ministry of Youth and Sports staff in a partnership designed to instill qualities associated with responsible self-governance and to help the Ministry expand its resources for youth programming. The campers took part in team-building activities that emphasized inclusion and leadership. Other activities included team sports, a day of hiking and picnicking, and lots of traditional dancing.

Democratic elections for camp governor taught transparency and accountability in voting. The winner was a young Kurdish woman, and her deputy governor was a young Arab man. Even though they represented divergent political and religious interests, they formed a team. And the close voting (the deputy governor won by one vote) demonstrated the value placed on the candidates’ platforms and the weight and importance of each individual vote.

This roundly successful experience has set a precedent for cooperation among the youth in Diyala, so they can build a democratic future and foster greater understanding among all communities within the province.

I

Building a Foundation of Trust.



“I am part of the value chain, and the value is coming to me—plenty.”

— Ghanaian woman rice trader{ {

Enterprise DevelopmentWe apply a market systems approach to accelerate economic growth and reduce poverty, particularly among small and medium-sized enterprises and smallholder farmers. We use market-focused tools to gain a thorough understanding of opportunities as well as legal, social, resource and other constraints. We then work at strategic points to encourage innovation, spur private sector investment and build relationships among industry participants. We are leaders in research on creating wealth in poor communities and promoting growth by linking small firms to profitable markets. Moreover, we inform about and learn from this research as we partner with local entities and private firms to design competitiveness strategies that include vulnerable groups, including women, youth and the very poor.



Enterprise Development

igh-quality jams, syrups, olive oil, sesame products, pickles and other foods with the Mechaalany label are carried by specialty stores

and supermarkets around the world. But the Lebanese food producer, established in the 1940s, only recently achieved its current market prominence with the help of ACDI/VOCA.

Through the USAID-funded Lebanon Business Linkages Initiative (LBLI), which was designed to foster economic growth and reduce poverty, we helped Mechaalany develop its product line and improve efficiency, marketing and sales through market analyses, training and technical assistance.

For example, to ensure that the company consistently follows effective food safety measures, we worked with its management team to conduct a systematic quality control review known internationally as a Hazard Analysis and Critical Control Points (HACCP) gap analysis. Our advisors also worked with Mechaalany to research local and export markets to develop a fine-tuned sales and marketing strategy. Mechaalany developed new packaging and launched, with cost-share from LBLI, an innovative local supermarket promotion to increase consumer awareness, bringing in $80,000 in initial sales.

Mechaalany also began integrating with other parts of the value chain: The company now sources produce from local organic producers instead of importing it from abroad, and outsources distribution to a local company. As a result, it has increased cost-efficiency and raised local sales by 35 percent.

Mechaalany’s success extends beyond local markets: the company exports to Asia, Australia, South America and the United States. To raise the company’s U.S. profile, ACDI/VOCA shared the cost of 28 in-store promotions in five key supermarket chains, helping to boost exports to the United States by 20 percent.

Mechaalany’s success is just one of many such stories in Lebanon, and it represents the success of all—from smallholder farmers to distributors, food quality laboratories, exporters and others—who play a role in Lebanon’s food value chain.

H

Lebanese Firm Upgrades and Extends Market Reach.



Financial ServicesAgricultural finance for smallholders and for micro, small and medium- sized enterprises is a key economic driver, but often a missing link, in rural and conflict-affected environments. To address this gap, we work to create mechanisms and build upon relationships that promote delivery of financial products and services within rural value chains. We also build the capacity of commercial financial institutions to meet the needs of the underserved and link producers to markets. By creating an understanding that the rural poor can become creditworthy, we expand economic opportunity.


“Thanks to USAID, we solved a major problem, expanded irrigable land and increased our profit. I never knew it was possible to get agricultural machinery through loans.”

— Farmer, Qubodiyon District, Tajikistan{ {12194_ACDO_VOCA_Report_June7.indd 16 6/8/12 12:09 PM

Financial Services

n some days, Memunatu Alhassan’s family ate nothing because there was no money for food. The 45-year-old from

northern Ghana worked hard to grow soybeans and groundnuts on her 2.5–acre farm, but her crops had no reliable markets and her income was barely enough to feed the family, let alone send her children to school or repair a collapsed room of their home. Sometimes seeds and labor were more than she could afford, and her land would lie fallow.

The situation Memunatu found herself in is not uncommon. Many poor smallholders have land to cultivate, and consumers want their crops. But the linkages between farmers and markets may be tenuous or nonexistent. Storage and transportation problems abound, and traditional providers of financing—such as banks or microfinance institutions—won’t risk lending to farmers.

Memunatu found strength in numbers through a USAID-funded program designed to reduce rural poverty and build value chain linkages. The ADVANCE program helps link farmers to markets, finance, inputs and equipment services through larger commercial farmers and traders who have the capacity to invest in these chains. The program helps increase the efficiency of farm businesses with improved production, post-harvest handling and market access.

Through ADVANCE, Memunatu began working in an outgrower arrangement with Khama Farms Enterprise, a larger commercial farmer. Khama Farms provided her with plowing services and quality seeds on credit. With this assistance and with training, Memunatu’s yields increased by 50 percent—and with access to markets through Khama Farms she earned three times more money.

She has been able to send her daughter to a training college and repair the damage to their home. And her family eats nutritious food every day.

“Previously my family would go a whole day without food. Now I can prepare any meal I desire.”

O

A Better Model for Rural Finance.



“This [ACDI/VOCA] training has changed me! I have acquired knowledge on constitution making, recordkeeping, savings and credit schemes, and with this my work with farmer groups will improve greatly.”

— District government agricultural extension agent, Kibuku District, Uganda

{ {

Food SecurityWe empower households and communities to participate in the global marketplace while concurrently improving the health and nutrition of vulnerable individuals. We help them move beyond governmental or foreign assistance and strengthen their ability to cope during times of shock. Our activities improve crop production and post-harvest handling, ensure resiliency through diversification of income sources and promotion of savings, encourage collective operations and adoption of advanced farming methods, and improve household- and community-level health and nutrition. We also strengthen communities through natural resource management, education and skills development, and food aid to vulnerable populations or survivors of emergencies.




Food Security

App Streamlines Aid in Haiti.

provides aid rations and guidance on health, nutrition, hygiene and

sanitation to vulnerable citizens, particularly mothers and children, in Haiti’s Southeast Department through our USAID-funded Multi-Year Assistance Program. We also help farmers improve agricultural practices to grow more and better food to increase resiliency and self-sufficiency.

But reaching and assisting rural Haitians is challenging, particularly in the aftermath of the 2010 earthquake. Beneficiaries, distribution sites and clinics are usually in remote areas where roads are crumbling and electricity is sporadic. Until last year, we registered program participants and recorded data using paper forms, later transferring information to computers at our field offices. This method was time-consuming and sometimes led to long lines at distribution sites and gaps or mistakes in program data.

In 2011 we began using a smartphone application developed in cooperation with students at Trinity College in Hartford, Connecticut, through the Humanitarian Free and Open Software project. The Portable Open Search and Identification Tool, called POSIT, helps us ensure that malnourished beneficiaries in remote areas receive food rations, parents keep their well-child clinic appointments and program resources are properly tracked. POSIT has tailored forms that accommodate multiple languages and allow our teams to update records, register new beneficiaries and record changes in beneficiary status quickly and accurately on smartphones. The data is stored in the phones until there is cell reception, when it is sent by short message service (SMS) directly to a program server at our main office in Jacmel.

By late 2011, we had registered 24,000 program beneficiaries through SMS using POSIT. Auditors for USAID’s Regional Inspector General for Haiti were impressed by how well the innovative tool streamlined food distributions and improved data collection.

Most importantly, the app has allowed us to overcome formidable obstacles and improve our assistance to Haiti’s citizens.

ACDI/VOCA



Volunteer ProgramACDI/VOCA’s Volunteer Program places highly skilled U.S. professionals on short-term assignments to support our long-term systemic projects. In 2011, 220 volunteers worked on 2–4 week assignments in 18 countries, bringing our overall number of volunteer assignments since 1971 to 10,883. These volunteers bring their expertise, energy and goodwill to our work.

Climate-adaptation expert John Magistro is one such volunteer. In October 2011, through our Farmer-to-Farmer program, he travelled to Jamaica to conduct a climate change vulnerability and adaptation analysis for our USAID-funded Marketing and Agriculture for Jamaican Improved Competiveness (MAJIC) project. ACDI/VOCA implements MAJIC in partnership with Jamaica’s Ministry of Agriculture and Fisheries to increase the productivity and competitiveness of crops—onion, Scotch bonnet pepper, cocoa, coffee, potato and others—that are important to Jamaica’s economy.

As a small island nation set in the tropics, Jamaica is highly vulnerable to the effects of climate change, including higher temperatures, irregular rainfall, more-frequent droughts, powerful storms and rising sea levels. These changes are making farming increasingly risky, especially for small farms, which make up over 80 percent of the country’s agriculture.

Magistro’s assignment was to assess MAJIC project activities in the context of climate trends and to recommend coping strategies to reduce farmers’ vulnerability and increase their ability to adapt. He met with farmers, government representatives, researchers and other stakeholders, and prepared a report with practical and realistic recommendations for farmers and project implementers. USAID praised the report, one of the first vulnerability and adaptation analyses completed by a USAID partner.

Magistro brought over 25 years of experience in climate variability, adaptation and agriculture to his assignment, and gave Jamaican smallholders a needed edge in the struggle against climate change. His work not only focused MAJIC project activities, but also informed our climate change adaptation and mitigation strategies in other countries.



Board of DirectorsOur roots in the cooperative community and ties to academia and the

private sector are reflected in the composition of our board of directors. The individuals below play a key role in our governance and oversight.

CHAIRMAN mortimer H. NeufvilleFormer Executive Vice PresidentNational Association of State Universities

and Land-Grant CollegesWashington, D.C.

VICE CHAIRMANTimothy J. Penny President and Chief Executive OfficerSouthern Minnesota Initiative FoundationOwatonna, Minnesota

AUDIT COMMITTEE CHAIRMANJim HoytFormer Vice President, Strategic Planning

and Corporate Services GROWMARK, Inc.Bloomington, Illinois

PROJECTS COMMITTEE CHAIRMANr. Bruce JohnsonDirectorSouthern States Cooperative, Inc.Richmond, Virginia

Deborah AtwoodExecutive Director of AGreeTransforming Food and Ag PolicyMeridian InstituteWashington, D.C.

Charles F. ConnerPresident and Chief Executive OfficerNational Council of Farmer CooperativesWashington, D.C.

Kurt ElyVice President, Sponsor RelationsNationwideColumbus, Ohio

Jerry FennerDirector, Asset/Liability Risk ManagementAgribank, FCBSt. Paul, Minnesota

Patricia garamendiFormer Deputy Administrator for Interna-

tional Cooperation and DevelopmentForeign Agricultural Service,

U.S. Department of AgricultureWalnut Grove, California

William H. HarrisDirectorCoBank, ACBGreenwood Village, Colorado michael mulcaheyDirectorCHS, Inc.Waseca, Minnesota

Dr. gopal N. SaxenaDirector, Cooperative Development Indian Farmers Fertiliser Cooperative Ltd.New Delhi, India

Tom Verdoorn Vice President, International and Dairy

Proteins DivisionLand O’LakesShoreview, Minnesota


Financial Report

ACDI/VOCA and U.S. Affiliates Consolidated Statements of Activities

rEVENUES

Contracts and grants $ 158,996,759

In-kind support 10,250,127

Income from affiliated financial institutions1 (589,214)

Contributions 55,923

Interest income and other income 100,633

Total revenues $ 168,814,228

EXPENSES

Overseas program $ 144,070,679

General and administrative 23,814,957

Total expenses $ 167,885,636

NET ASSETS

Unrestricted, beginning of year $ 5,758,547

Unrestricted, end of year2 7,276,353

Temporarily restricted, beginning of year 27,099,427

Temporarily restricted, end of year1 $ 26,598,015

1. Includes ARFC, Arvand, Frontiers and KredAqro2. Includes ACDI/VOCA and ASI

Revenues By Geographic Region


Sub-Saharan Africa [ 47% ]

Middle East & North Africa [ 21% ]

Latin America & Caribbean [ 16% ]

Asia [ 11% ]

Europe & Central Asia [ 4% ]

Global [ 1% ]



Financial ReportWe were founded to do grassroots development, and building local capacity is in our DNA.Over 90 percent of our staff is local to the countries where we operate, and in 2011 we spent 85 percent of our funding and support on program expenses.

We work with over 3,000 local partner institutions, including farmer-based organizations, civil society organizations, NGOs and other stakeholder groups, as well as governmental entities, private sector firms and financial institutions.

We are deeply grateful to these local partners and to our funders, the U.S. Agency for International Development, the U.S. Department of Agriculture, the Millennium Challenge Corporation, the UN Development Program, the World Bank, the Bill & Melinda Gates Foundation, the governments of Colombia and Ecuador, private sector and industry entities such as Mars, Inc., Ristokcacao, Transmar Group and the World Cocoa Foundation, ACDI/VOCA member cooperatives and farm credit banks, individuals, and others.

“ACDI/VOCA is not only your organization, it is ours too.”

— Provincial Council chairman, northern Iraq{ {PHOTOGRAPHY:

FRONT COVER: Bottom Left Photo: David Snyder

INSIDE COVER: Man In Suit: David Snyder

PAGE 13: David Snyder

ALL OTHER PHOTOGRAPHY © ACDI/VOCA photo files

EDITOR: Kristin Witting

DESIGN: katetallentdesign.com

We engaged a printer for the production of this report that is 100 percent wind powered and certified by the Forest Stewardship Council.

Seven trees preserved for the future

3,185 gallons wastewater flow saved

352 lbs. solid waste not generated

694 lbs. net greenhouse gases prevented

5,310,375 BTUs energy not consumed


50 F Street, NW / Suite 1075 / Washington, DC 20001

T: +1 202 469 6000 / F: +1 202 469 6257

www.acdivoca.org

ACDI/VOCA’s vision is a world in which people are empowered to succeed in the global economy.


ACDI/VOCA: 2011 Annual Report

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