Vous êtes sur la page 1sur 2

PRODUCTION AND MARKETING OF

HIGH PREMIUM RICE, INDONESIA


Photo: Nadine de Vogel - ICCO Cooperation

CHALLENGES IN INDONESIA ties. Moreover, women’s work in harvesting • Improved market efficiency and sus-
In Indonesia the demand for rice is increas- and post-harvesting is heavy hand-labor tainability of the rice supply chain,
ingly growing, while the production area is and largely unpaid. through capacitated LDPM’s.
decreasing. With 240 million people and a • Inclusive business and increased ac-
population growth rate of 1.7%, food se- The key challenges addressed in this pro- cess to financial services with impact
curity and agricultural development are gram are the shortage of rice in Indonesia, on small farmers, LPDM employees and
main issues for the country. The short- and food insecurity of rural farmers in Cen- entrepreneurs.
age of rice and the low quality produce of tral Java, Indonesia. • Improving the position of women as en-
many Indonesian rice farmers result in the trepreneur, farmer, laborer and mem-
ASEAN free trade region threatening local PROGRAM OBJECTIVE ber of the LDPM’s.
rice farmers, since rice from e.g. Thailand This partnership will motivate, train and
and Vietnam is often of better quality and a coach 10,000 farmers in Central Java to “My own machinery gives me a stronger
lower price. The position of local farmers in improve the production and marketing of voice and more independency in my
the supply chain is weak, and therefore they high premium rice, using certified seeds work, but also in my household!”
face difficulties to enter new markets. The and organic fertilizers and pesticides.
existing business organizations of rice farm- • Increased production of high premium
ers (LDPM’s), are not functioning well, since rice by the farmers, to meet the increas-
they lack financial and marketing capabili- ing national demands.
Photo: Nadine de Vogel - ICCO Cooperation

THE PUBLIC-PRIVATE PARTNERSHIP MODEL LINKS


RESOURCES AND EXPERTISE OF BOTH THE PUBLIC AND
PRIVATE SECTOR, TO INCREASE THE SOCIO-ECONOMIC
IMPACT OF THE PROGRAM.
RESULTS
• 10.000 farmers have increased their
rice production by 8%, resulting in an OUR TWIN CORE PRINCIPLES ARE FUNDAMENTAL
income growth of 42%. FOR FOO D SECURITY: SECURING SUSTAINABLE
• 58 local LDPM’s are functioning as ef-
fective and efficient rice farmer enter- LIVELIHOO DS AND JUSTICE & DIGNITY FOR ALL.
prises.
• 58 LDPM’s have access to sufficient
capital to finance the growth of the
rice sector. crease the involvement of women in de- mapping, intervention design, capac-
• Women improve their position as en- cision making processes. ity building of LDPM's and monitoring &
trepreneur, farmer, laborer and mem- • Providing threshers, harvesting- and evaluation.
ber of the LDPM’s. weeding tools for the women depart-
ments. The seven agencies work as a consor-
PROGRAM ACTIVITIES tium, contributing manpower, expertise
The program started in July 2015 and will ICCO'S APPROACH and funds worth of 1.9 million euros for
end on December 2019. It will concen- The program is based on the PPP-model, the program (4.5 years).
trate on the following activities: Public-Private Partnership, in which re-
• Development and implementation of sources and expertise of both the public
training and production modules on and private sector are linked; private sec- PARTNERSHIP
Good Agricultural Practices and LDPM tor, governmental institutions, financial
facilities. institutions, and local communities work
• Provide access for farmers to certified together to scale-up and increase the
seeds and organic fertilizer for high pre- socio-economic impact of this program.
mium rice. Working from a business approach on
• Participative development of business development combined with a pro-poor
plan for the marketing of high premium focus, the position of the most vulnerable
rice. (farmers and laborers, men and women)
• Market development research on high will be improved in the rice value chain.
premium rice. And especially for women; by becoming
• Training and coaching of the LDPM rep- owners of (post-)harvesting equipment
resentatives on internal management they will improve their position in the
and accountability, institutional rela- LDPM’s and increase their income.
tionships, and entrepreneurship.
• Identifying existing and developing new PARTNERS
financial services for the farmers and ICCO Cooperation carries the overall
LDPM’s. responsibility for the organization of
• Develop women departments of the the partnership, project management,
LDPM’s into service providers, to in- market analysis, value chain and sector
SUPPORTING PARTNER

MORE INFORMATION
ICCO South East Asia
Jl. Tukad Batang Hari IX no.8
Panjer - Denpasar 80225
Indonesia
T +62 361 895 58 01
www.icco-international.com/southeastasia

DIRECT CONTACT
Program Coordinator Indonesia
Priyo Budi Asmoro
E: Priyo.Asmoro@icco-cooperation.org

Member of the

Photo: Nadine de Vogel - ICCO Cooperation