Annual ReportSouth & Central Asia

2015

ICCO Cooperation celebrated its 50th anniversary in 2015. We celebrated our achievements with pride, as we have made huge strides, together with our colleagues and a vast partner network, in 40 countries globally. The role that ICCO played over the last 50 years of development cooperation has resulted in the formation and strengthening of several robust civil society organizations across South and Central Asia, and this role has been applauded and cherished not only by our partners, but also by other agencies.

Reaching impact and changing lives of the poor and marginalized cannot be done alone. We fully recognize the need to be immersed within the communities we work with. This means understanding the realities on the ground before creating a willingness to change, believing in the changes we aim to achieve, identifying the driving forces of the foreseen change, and mobilizing resources that ensures ownership and long-term sustainability of development cooperation. We continue to be loyal to our two pillars of “Sustainable Livelihoods” and “Justice & Dignity for All”. In our evolving role as a co-implementer, we partner with other organizations to co-create multi-stakeholder programs, recognizing the crucial role of private sector, government structures, knowledge institutions, and national and international civil society partners. We also continue to be actively involved in program implementation, particularly in the areas of Food Security & Sustainable Consumption, Economic Empowerment, and Responsible Business. Our Multi Annual Strategic Plan - 2020 highlights our operations for the next few years and provides a clear direction on future actions.

We are proud of our successes, particularly with our innovative role in market recovery following the mega devastation caused by the earthquake in Nepal, our strategic partnerships with Fair and Sustainable Development Solutions in Kyrgyzstan, co-creating a new lobby & advocacy focused project, Strategic Partnership: Convening and Convincing, in India and Bangladesh, and the launch of follow-up project in Pakistan, designed after successful pilot interventions focusing on ensuring physical and mental rehabilitation and social well-being of children with mental disabilities. In this very �irst regional Annual Report, highlighting our work in South and Central Asia, we would like to express our commitment for the next 50 years and invite you to join us!

Sincerely yours,

Executive BoardM. Verweij, chairmanW.D. Hart, member

In 2015, ICCO focussed its programs further and mobilized the entrepreneurial capacities and democratic aspirations of people to secure their livelihoods and contribute to job creation. We are convinced that in poor and emerging markets possibilities to improve the well-being of people have not yet been exhausted.

2016 is our �irst post MFS-II year. From our foundation in 1964, ICCO Cooperation has been a preferred civil society partner organization of the Dutch government. This special and fruitful partnership �inally came to an end in 2015 after earlier political decisions to restructure radically the development cooperation in the Netherlands. We were obliged to close down hundreds of programs and partnerships with local organizations, to have a regional set-up and to scale down our organization.

Our strategy has evolved into an approach characterized with multiple roles, more focus and innovative blending mechanisms. Furthermore, we opted in 2015 for a more �lexible organizational model and developed new value propositions to diversify and increase our fundraising. This has resulted in multi-annual agreements with new donors, such as USAID, and the Mastercard Foundation with whom we develop �inancial products and strengthen value chains for smallholder farmers in four African countries.

In our strategy paper ‘Future Proo�ing ICCO Cooperation’ we set thematic priorities, based on our multi-annual strategic plan: ‘Strategy 2020’. They are: economic empowerment of smallholder farmers and SMEs, food security and sustainable consumption, and responsible business. Under the umbrella of the cooperative we combine and align not-for-pro�it and for-pro�it activities in the countries we work. For example, we blend grants with equity in our Agribusiness Booster initiative. We act in this program as a co-entrepreneur with SMEs and producer organizations.

Lastly, I congratulate the Regional Of�ice of South and Central Asia for producing their �irst regional annual report, sharing the results of our interventions in Bangladesh, India, Kyrgyzstan, Nepal, and Tajikistan.2015 was a historic year. We celebrated our 50th anniversary, saw the end of the long-lasting MFS-II partnership with the Dutch government and executed a makeover of the organization. It was not an easy year, but our head is upright again to carry on with our mission.

Pepijn TrapmanRegional Manager – South and Central AsiaICCO Cooperation

MESSAGE FROMCHAIRMANMESSAGE FROMCHAIRMAN

MESSAGE FROMREGIONAL MANAGER(SOUTH AND CENTRAL ASIA)

ICCO COOPERATIONSOUTH AND CENTRAL ASIA: AT A GLANCE

Market structures are transformed to increase participation of the poor, cooperating with the private sector for sustainable development.

ICCO COOPERATION’s key intervention strategies in South & Central Asia focuses on Responsible Business, Economic empowerment, Food Security & Sustainable Consumption; all with the aim to make sure that poor and marginalized men and women lead secure, sustainable, just and dignified lives. In case of a disaster, we respond in cooperation with other ACT Alliance agencies.

ICCO implements a number of programs, supported by Kerk in Actie (KiA) globally. These programs align wherever possible with the directions developed by ICCO, but also has a distinct profile. This profile relates to thematic areas, target group and partner choices in the field and to the constituency in the Netherlands. In KiA-supported programs of South and Central Asia, diverse themes are aligned or integrated like climate smart farming, disability inclusion, disaster preparedness and income generating activities to build resilience and improve sustainable livelihoods. Here, an emergency response capacity is also maintained across offices and partners.

ICCO works with smallholder farmers on quality improvement of their products, directly linking them to buyers in the markets. This way, farmers are economically empowered and have access to and participate in markets. With increased negotiation and entrepreneurial capacity, rural families become capable in realizing a fair and sustainable access to and control over natural resources and economic opportunities.

Economic Empowerment

ICCO offers a win-win proposition to businesses in the agro-food sector by providing tools, which enables them to work in a responsible manner by respecting communities in their international business activities. As a result of our joint commit-ment, private sector companies respect citizens (UNGP/Ruggie Framework) throughout their entire value chain and contribute to the realization of rights of poor and marginalized people in societies as part of their businesses, taking care of local communities creating social impact).

Food Security andSustainable Consumption

Every human being has the right to adequate and healthy food. ICCO contributes to this by investing in higher yields, innovative ideas and cooperating with entrepreneurs and smallholder farmers in developing countries. Through our interventions, men, women and youth have access to and control over resilient food systems, enabling them to assure food and nutrition security through adequate production, good utilization of products and sustainable consumption.

Responsible Business

108Local partners

609,886People reached

147Projects

Employees107

COUNTRYPROFILE

OVERVIEW:

Project : Profitable Opportunities for Food Security (PROOFS)Indicator Details

Budget

Project Period July 2013 – June 2017

EUR 10.14 million

Northern (Gaibandha, Kurigram, Nilphamari, Rangpur) and Southern (Barisal, Bhola, Patuakhali) regions of Bangladesh

80,000 BoP Households * 5.5 = 440,000 individuals

Embassy of the Kingdom of Netherlands (EKN)

BoP Innovation Centre, iDE, Edukans

Working Area

Target Beneficiaries

Donor

Co-Implementer

BANGLADESH

To improve access to nutritious food and other basic needs in developing countries, ICCO, along with iDE, BoPInc, and Edukans developed the PROOFS (Pro�itable Opportunities for Food Security) approach with �inancial support of the Embassy of the Kingdom of Netherlands. PROOFS has an innovative approach that includes small scale farmers, retailers, traders, �inancial institutions and (local) government institutions. Smallholder farmers are being organized in competitive Farm Business Groups (FBGs). These are linked to all actors who in�luence and can improve the capability of farmers to produce suf�icient and nutrient food. The farmers can sell their food produce at a better pro�it and improve their household nutritional status, which will enhance their food security.

One of the critical assumptions in the programme is that increased income will catalyze the uptake of products and messages around WASH and nutrition if the households are also linked to speci�ic value propositions that entice the BoP consumer demand for aspirational products and services. Integrating the access to information along with strengthened market linkages to ensure better supply of services and products enables the BoP producers and consumers to avail these products and bene�it from them.

PROOFS employs a Market Development Approach in acting as facilitator to deliver results by working through and strengthening private sector actors, rather than acting as a direct service provider. The central idea of this approach is that the poor are dependent on market systems for their livelihoods. Changing those market systems to work more effective and sustainable for the poor will improve their livelihoods and consequently reduce poverty.

Precious peace brings smiles! Chandan Boisso’s eyes light up as he looked at the customers lined up outside his store. There are more customers today because the only other mobile phone repair store in this area is closed. Boisso, 22, gets enough clients on other days too. He earns between 6,000 to 7,000 taka every month—300 taka on good days and 150 when business is “okay.” In 2015, our PROOFS Vocational Education and Training (VET) program came to Boisso’s district in Nilphamari and trained 450 youth in practical vocational skills. An ardent mobile phone enthusiast, Biosso was paired with a local mobile phone repair shop owner who served as an Ostad and taught him all of the tricks of the trade over seven months. Six months ago Biosso was also able to access 10,000 taka credit and opened his own shop ‘Jui Telecom and Mobile Phone Servicing Center.’ Boisso’s savings go into paying the bank loan and sending his younger sister to school. “I’ve found peace,” he shared. “Life is comfortable."

Until last year, however, life wasn’t all comfortable. Education ended for Boisso when he was in grade six. His father, a rickshow puller, and mother, a farmer tending less then 0.5 acre of land, couldn’t afford to keep him in school. Out of school with an uncertain future, Boisso took to pulling a rickshaw van for seven years, the only job that came his way. “Life was difficult,” he reflects. "Every evening, I would come home physically drained, but still not earning enough to save money.” Things are different now. “I dream of happy days for me and my family.” Boisso hopes to also serve as an Ostad some day. "Teaching others is the best way to improve ones’ knowledge and skills.”

BANGLADESHProject Results

A total of 80,000 HHs reached by the project in two regions.

Increased cropping intensity for the target group is 213% which has

increased significantly since the first household survey where the cropping

intensity was 150%

Average monthly HHs income increased to 8422 BDT (from baseline of 8220 BDT)

158,816 people are counseled to ensure nutrition at their HHs through the community & households sessions on nutrition

Increased HH consumption from their own production to 50 %

(from baseline of 45%)

Average HHs health expenditure reduced to 605 BDT (from

baseline of 1220 BDT)

HHs dietary diversity score increased to 6.71 (from

baseline of 4.21)

79% of the VET graduates are self employed (47 % of them were girls)

Established 640 FBAs, 320 PLPs and 320 NSAs by the project

84% of the target HHs have access to feasible agricultural technology

1718 apprentices involved in the training with Ostad (Mentor) on VET (Vocational Education Training) and 562 of them were graduates

CASE STUDY

OVERVIEW:

Project : Fairtrade Walnut Supply in KyrgyzstanIndicator Details

Budget

Project Period 23 October 2014 – 31 December 2015

EUR 285 041 (from which ICCO contribution EUR 141 516)

Jalalbad region

250 walnut collectors and 100 employees in the Kyrgyz processing sector

Ministry of Foreign Affairs of the Netherlands, GIZ

Intersnack, Vega Plus, Fair Match Support

Working Area

Target Beneficiaries

Donor

Co-Implementer

As a result of the walnut export, the cooperative “Wealth of Kyrgyz Forest” received 10,000 USD FT premium. One of the groups of the cooperative was visited during the project in August 2015 in order to inspect the spending of the premium. In this group they received 2.000 USD (of the 10.000). After discussion on how to handle the Fairtrade premium, the group decided to use part of the premium for the repair of the roof of the village school and the rest to improve some of their roads and bridges.

The FT premium stimulated the position of the cooperative as independent actor in the walnut supply chain. Next to the income increase of trading the FT premium directly contributed to sustainable development within the communities of forest users in the project.

According to a Value Chain Analysis, there is potential for development of supply chain for export of walnuts from Kyrgyzstan to the European market. Intersnack and Vega Plus were keen to develop a long term strategic partnership for the supply of fairtrade walnuts from Central Asia.

The objective of this programme was to establish a long-term linkage between supply chain actors, in order to sustain the supply chain itself based on improved product quality and the market in Europe. In the pilot phase (3 seasons), the program aimed to import a total of 120 MT of selected kernels for the European market.

It is the experience of both Intersnack and Fair Match Support (FMS) that once the capacities of both processor and collector cooperatives have been developed and improved and all parties involved in the supply chain receive the bene�its thereof, the trade will sustain itself. In order to export walnuts that match EU requirements on quality and food safety, the current supply chain needed to be improved and the capacity of the actors had to be strengthened. Organizing the collectors for collective trade strengthened their position in the supply chain, as they become a serious actor. By reducing the amount of actors in the chain, the margin charged by middlemen was available for the collectors and the processor, in return for the quality of the services (such as storage, transport, etc.) currently provided by them. This provided an opportunity for additional income generation for the collectors.

Bringing the processing facility to EU food safety and fairtrade standards require improvement in the working conditions for the employees involved in the cracking process as well as the elimination of child labor. Intersnack and Vega Plus invested their resources in improving the local processing facility, developing a market in Europe for the product and linking to collector cooperatives. ICCO contributed its funds for training and coaching activities that took place during the pilot phase.

As a result of the project, Kyrgyz walnuts are now being exported to European market as Fair Trade certi�ied. As such, local producer organizations are able to get Fair Trade Premium on their supplies.

CASE STUDY

CENTRAL ASIA:KYRGYZSTAN AND TAJIKISTAN

Project Results

414 collectors are prepared for participation in the supply chain in the frame of the project. Of

whom, 87 are female collectors and 327 are male collectors from 8 forestry’s: Kara Alma, Kyzyl Unkur, Ortok, Kaba, Urumbash, Jalgyz

Terek, Arslanbap, Achi.

In October 2014, both cooperative “Wealth of Kyrgyz Forest” and Vega Plus has been successfully audited by FLO-CERT and certified Fairtrade.

Vega Plus is in the process for implementing HACCP standard. Vega Plus has moved to a new processing facility. Based on the implementation process of the HACCP protocols, a potential visit of the Intersnack team will be planned in 2016

Vega Plus supplied Intersnack 40 MT of walnut kernels from 2014-15 season. In the 2015/16 season Vega Plus and

Intersnack agreed to the delivery of 40MT. The first container of 20MT walnut kernels arrived in at Intersnack in December 2015.

In total, Vega Plus sourced 150 MT of raw walnuts from the Cooperative “Wealth of Kyrgyz Forest” in 2014/15

For the processing of the raw walnuts, Vega Plus employs an additional 80 people. Of whom 57 are

female and 23 are male.

87 327

150mt

40mt

As a result, an additional income of 20,000 USD is transferred to the Cooperative “Wealth

of Kyrgyz Forest” as Fairtrade premium. 20,000 USD

CENTRAL ASIA:KYRGYZSTAN AND TAJIKISTAN

INDIA Project Results

As awareness about the Kharai camel as a distinct breed increased, it has gained media attention as well. Discovery channel showed interest in showcasing the breed

and gave 10-12 minute coverage to Kharai Camel and Jat Community in a document episode entitled “Reviled Runn of Kachch”. The documentary has helped

spread awareness about the breed and attracted interest of various stakeholders.

Camel Mega Health Camp: The Animal Husbandry Department

organized a Mega Health Camp for vaccination of camels. The camp

covered 1370 camels. This was the first time a health camp for camels

was organized at such a large scale. It was also the first camp to cover

such a huge number of camels in a health camp.

As the Camel Breeders Association played an important role and was actively involved in the registration of the Kharai camel, it got credence from the State Departments, media and civil society organizations.

Setting up camel milk dairy: One of the issues that Sahjeevan pursued in its dialogues with the state was setting up camel milk dairy. After many interactions and discussions, finally the department sanctioned an amount of INR 3.5 crores for camel milk dairy.

The Camel Mega Show: One of the achievements of Sahjeevan in terms of mainstreaming the issue of sustainability of the camel pastoralists was getting support of the State Government to organize the State level Camel Show, whichthe Government merged with the programme of State Level Krishi Mahotsav. The Camel Mega Show provided a platform for dialogue and deliberations on issues of sustaining the livelihood of camel pastoralists. It brought together different stakeholders, like animal husbandry department, NABAGAR, different state and national level NGOs on one platform for these deliberations and focused on the conservation of breeds, biodiversity, eco-system and habitat development. Department of Animal Husbandry agreed to support the Camel Breeders Association and thereby granted INR 6.5 lakh for organizing a mega event.

Sahjeevan successfully completed the characterization as well as registration of Kharai camel as a distinct breed. It was a milestone

achievement as this was the first time a breed was getting registered post-independence. Kharai Camel breed got recognition

as 9th camel Breed of India with accession Number - INDIA_CAMEL_0400_KHARAI_02009. This experience helped it

move further in the work of identifying and registering breeds.

OVERVIEW:

Project : Ensuring Food Security of Camel PastoralistsIndicator Details

Budget

Project Period 01 October 2012 – 31 December 2015

EUR 478,454 (from which ICCO contribution EUR 210,000)

Kutch District, Gujarat

400 HHs*5.19 = 2076 individuals

Ministry of Foreign Affairs of the Netherlands

Sahjeevan

Working Area

Target Beneficiaries

Donor

Co-Implementer

INDIA

In Gujrat, ICCO works to ensure food and livelihood security of camel breeders by strengthening breeders’ association, so that they are able to establish a market for camel milk and other bi-products, as well as ensure conservation and protection of natural resources that they have been traditionally using. Camel rearing is one of the main livestock based livelihood in most of the arid regions, like Kachch. In Kachch, there are 350 families of camel breeders, who have been the custodians of the traditional camel breeding and rearing practices on one hand and the ecology on the other, as conservation of both is intertwined. However, the traditional livelihood, which intrinsically is self-sustained, is today facing grave challenges, making camel breeders increasingly marginalized as a community. An important factor contributing to this marginalization was that it did not have any recognition or identity in the world outside its own. ICCO’s local implementing partner, Sahjeevan, started mobilizing the camel breeders to form an association and eventually a “Camel Breeders Association” was formed. Formation of the association has been instrumental in giving voice to the issues and concerns of the community and draw attention of the government towards the need to work for supporting the community by improving the livelihood sustainability measures and conserving ecosystem services, diligently advocating that both are interdependent. Whilst the advocacy with the state has been rigorous and constant, the results have been also encouraging. One of the most important achievements of the Breeders Association has been registration of a particular camel breed, called Kharai. In addition, after diligent efforts over a long period of time, the state government has allocated INR 3.75 crore for establishing dairy for camel milk.

CASE STUDY

One of the hindrances in making camel milk a saleable product was that it is not included as food item by Food Safety and Standards Authority India (FSSAI). ICCO’s assistance has helped Camel Breeders Association to advocate with the State Animal Husbandry Department. The department agreed to give funds and work with FSSAI to include camel milk in the list of food items. In the first phase, INR 79 lacs and in the second phase INR 3.25 crore was sanctioned. Amul supported in the study, where they conducted research on camel milk to understand the fat and SNF contents. ICCO’s partner, Sahjeevan, supported in sample collection. The Animal Husbandry Department took responsibility of forwarding the application for recognizing camel milk as a food item by FSSAI and also providing funds. Approval of camel milk as food item is now at its final stage, with FSSAI working and supporting its inclusion as food item. With the support from ICCO, Sahjeevan has also been advocating with state government for improving health care services for camels as poor health services was identified as one of the major factors responsible for decline in the camel population. It started to organize large number of health camps with the Animal Husbandry Department in areas where not even a single health camp was held before our intervention. In 2015 alone, 14 health camps were organized in coordination with the State, under which 3071 camels were covered. All camels were covered for treatment and antisara vaccination during these camps and government has also declared a grant of INR 30 lac for such initiatives in the future.

Voice of Camel Breeders

NEPALProject Results

A total of 72 Farmer Business Schools covering 1448 smallholders were completed in which 80% (i.e. 1024) of the involved women are now able to calculate production price of three major crops for them

A total of 1280 (88%) women members developed their Business Plan both in individual and group level and performed accordingly.

Reportedly, 78% of Women participants regularly selling their produce to traders where the share of crops sold in comparison with the crop

for own consumption increased by 32%. Similarly, the margin realized by the involved women increased on average by 25%.

966 illiterate women participated in literacy classes in which only 446 completed their

Business Plan Book.

88%78%32%25%

17 local facilitators actively initiated to link farmers with other value chain actors via formal agreement for inputs, services and outputs delivery.

OVERVIEW:

Project : Empowering Migrants’ Spouse in West NepalIndicator Details

Budget

Project Period 01 November, 2012- 31 December, 2014 (First phase), January 1,2015- December 31,2015 (Second phase)

EUR 97304 (from which ICCO contribution EUR 77304)

Dailekh and Acchham districts

840 smallholders

Ministry of Foreign Affairs of the Netherlands

HELVETAS Swiss Intercooperation, YES Nepal, SUDECC

Working Area

Target Beneficiaries

Donor

Co-Implementer

NEPAL

come. All this was made possible by the classes and trainings she received from ICCO’s Farmers Business Schools. Two years into the farming classes, she now understands all about offseason farming, the right way to plant seeds, how to pluck the vegetables, etc.

Rewanti, 31, is one of hundreds of women taking classes at the Farmer Business School that is being conducted by YES Nepal and Helvetas Nepal under ICCO Cooperation’s ‘Empowering Migrants’ Spouses in mid-far western Nepal’ project. “I started selling the vegetables from the last week of August. In two months, I earned Rs. 80,000 from the vegetables. And this is just from the rainy season,” she says. What interested her, when she first heard about the classes, is that it seemed practical and useful. She has learned a lot from the classes and she is not one to shy away from hard work. The land is far away from the water source and it faces dearth of water for irrigation; however she carries water from the nearest well and waters each plant. Rewanti, like many others, has developed an entrepreneurial spirit. While the tradition of men migrating to India for work still continues, a new trend of returnee migrants (including Rewanti’s husband) has started. With our Farmer Business School, many families have seen started seeing a future where progress is possible at home.

The last agricultural season has been particularly rewarding for Rewanti Bohara of Chandika VDC, Bayalpata in Achham. In her plot of land, Rewanti grows beans, tomatoes, coriander and eggplants among other vegetables. She made decent savings by selling her produce in the local farmer’s market. Although Rewanti did grow vegetables earlier, it was done on the basis of traditional methods of farming. She loves to call herself an entrepreneur since she is looking forward to grow her business in the days to

Lifting spouses of migrant workersfrom poverty to entrepreneurs:A case of RewantBohara

Empowering Migrants' Spouse in West Nepal improved the economic and social status of the spouses of migrant workers in Acchham and Dailekh districts by implementing the concept of Farmers’ Business School (FBS) that enabled the bene�iciaries to start their own small agricultural business.

The project had the objective of endowing spouses of migrant workers with market knowledge and modern farming methods to uplift their economic status by turning them into entrepreneurs.

We worked in making the bene�iciaries into entrepreneurs by directly involving them in the farmers’ business schools, where they learned the basics of markets and simple business planning based on an illustrative manual. Special preparatory activities were conducted for illiterate women. Additionally, 17 local resource persons were selected amongst the participants on the basis of their business aptitude. They were trained as trainers for future implementation of activities and to support their peers in their areas.

CASE STUDY

PAKISTANProject Results

Strengthened networking among the PLOs for experience and

knowledge sharing.

Provided medicines and food supplements to 180

MDCs.

60 community awareness sessions were held at village level to create awareness on the issue of mental disability.

15 PLOs have been organized.

60 teachers` training sessions were organized in the target areas to promote inclusive access of MDCs to mainstream schools.

Medical checkups and physical therapies of 180 mentally disabled children were also carried out.

Project staff mainly focused on strengthening the capacities of parents. In this regard, 150 monthly

training sessions were carried out on topics like causes of mentally disability, why PLO, inclusion,

PLO organizational structure, vision building, identifying local resource etc.

11 sessions of in-service staff training and capacity building sessions were held.

Community rehabilitation worker approached parents of MDCs and mobilized

them to form the PLOs.

OVERVIEW:

Project : Promoting Inclusion of Mentally Disabled Children in SocietyIndicator Details

Budget

Project Period 01 February, 2015 to 31 December, 2016

EUR 117,347

Various locations of District Khanewal and Vehari

Total Direct Project Beneficiaries : 360 (Male and Female). Indirect beneficiaries: 360 X 7= 2520

Kerk in Actie-KK , Kerk in Actie-WD

Network of organizations for agricultural development (NOAD)

Working Area

Target Beneficiaries

Donor

Co-Implementer

PAKISTAN

The goal of the project is to organize and strengthen parents led organizations (PLOs) of mentally disabled children while generating awareness on the rights of people with disabilities and to work for their overall well-being.

The project has following objectives:

1. To promote inclusion of 360 children with mental disability (MDCs) while ensuring their physical and mental rehabilitation and social well-being.

2. To enhance the inclusion of MDCs children through formation and capacity building of 30 PLOs.

3. To raise awareness in society and advocate for the rights of mentally disabled children with the concerned authorities at district and provincial level

The project targets to reach out to 360 MDCs, formulation, orientation and training of PLOs to address the issue of disability in their respective communities. The pilot phase learning have shown that the greater participation of parents through orientation and trainings on the subject of disability enabled parents to well cater for the needs of their children. PLOs also play a proactive role in lobbying and advocating for the rights of the people with disabilities at district level.

Furthermore, the project will make efforts to ensure the inclusion of MDCs in society to the best possible extent. In this regard community and teachers’ orientation sessions are planned. Three learning centers will also be established in the target areas (1 by each) implementing member.

Elishba lives in Khanewal district of Pakistan, with her husband and three children. Their 13-year old daughter, Marium, is a child with mental disability. Marium’s birth brought a lot of worries for the family both psychologically and economically. They spent all the money on her treatment but had no benefit. Only one parent was able to work because the other had to stay at home to look after her. Their family income was reduced, while the medical expenses increased. This situation created a lot of stress and worries; life became very miserable. Representatives from ICCO and its partner organization, NOAD, met Mariam and collected different information about her condition and invited her parents to join Parents-led Organization of Mentally Disabled Children (PLO). Elishba says “After joining the PLO and getting knowledge as well as skills from the group, we got new hope. Project staff taught us different tips, exercises and therapies that can be practiced with our daughter. Marium was also happy with regular visits of the project team . Due to the increased attention, she gained some confidence and became more social”. The medical check-up and medication, along with food supplements and physiotherapies, brought a change in the life of this little girl and her family. Now, Marium accompanies her mother, when she goes out to work in the farm, and as a result of this, the family income has also increased.

CASE STUDY

OTHERINITIATIVES &FINANCIAL STATEMENT

CO-FINANCING PROGRAM OFDUTCH MINISTRY OF FOREIGN AFFAIRS 2010-15 (MFS II)

PRIORITY AREAS

MFS II stands for Co-financing System II.Through this system, 67 Dutch development organisations, united in 20 alliances, received

subsidy from the Dutch government for structural poverty reduction in developing countries in the period 2011-2015.

The MFS II evaluation assessed the programmes with MFS II financing.

Achievement of MDGs Capacity Development of Organizations Strengthening of Civil Society

8 Evaluations consisting of comparisons of the SPOs based on a baseline score measured between May and October 2012, and an end-line score measured between March and November 2014. 2012 - 14

Country Reports analyzing the impact of Dutch NGOs in Bangladesh, The Democratic Republic of Congo, Ethiopia, India, Indonesia, Liberia, Pakistan and Uganda.

WHAT WORKS?

Partnering with large organizations with network and experience (particularly in using a rights-based approach)

Organization in self-help groups (samities)

Participation of beneficiaries in the planning and strategy development of projects

Sharing information and materials within national and international networks

FINDINGS FROM BANGLADESH

Focus of civil society movements on advocacy, implementation,and monitor-ing & evaluation of policies

Working with public and private sector actors helps in diversifying resource base

A systemic board and active members play a significant role in increasing downward accountability within an organisation

Participation of partner organisation in the designing and strategy development of the projects

FINDINGS FROM INDIA

In India, there are an estimated 400 Farmer Producer Companies (FPCs), with an average of 1,000 farmer members per company. There are also cooperatives in excess of 100,000 that are ready to absorb finance, if given at a desired time and at reasonable rates. However, banks and financial institutions have been wary of providing loans to FPCs due to the high risk involved and absence of proper collateral. As a result, these FPCs almost always fail to attract timely finance during peak agricultural time.

Contrary to this trend, Ananya Finance for Inclusive Growth Pvt. Ltd has shown faith in companies that have the potential and resolve. Ananya was set up by the Friends of Women’s World Banking, India (FWWB). Over the last three decades, FWWB has played a critical role in nurturing and developing several MFIs. Ananya is in the business of lending and strengthening the microfinance industry. It has diversified into agriculture-financing and facilitates access to formal credit to small and marginal farmers as well, who have grouped together to form registered FPCs or Farmer Cooperatives. This is in symmetry with ICCO Investments mandate of capacitating the FPC’s that have notable potential but limited resources through the Capital 4 Development (C4D) fund. The investment will help Ananya to build their direct agri lending portfolio and leverage to create the indirect agri lending portfolio as well. The proposed investment is targeted to impact 175,000 farmers across 175 FPCs.

With the aim of catalysing debt financing across India, Ananya currently partners with 50 organizations across 15 states to support financing of micro credit and agricultural activities. Now, timely supplies of agricultural inputs at lower than market price is a reality for the FPCs. The working capital helps them procure the commodity well in advance, stock it and sell it to the needy farmer members just prior to the sowing season at reasonable prices.

Similarly, FPCs have used the working capital limits to procure and supply other agri-inputs like seeds, pesticides and other chemicals to their farmer members at prices lower than the market prices. As a part of its expansion strategy, it will continue to provide financial and technical support to scalable, sustainable and proven business models in micro credit and agricultural activities. However, the focus would be to build the FPC financing business and diversify. The C4D investment will also help the agency to take further exposures on FPCs, nurture them to start borrowing from regular channels and further strengthen their borrowing power. In line with the success of the micro-finance model, Ananya will also combine financing to FPCs with training and capacity building. In this way ICCO Investments, through its C4D Fund, supported Ananya to continue to empower smallholder farmers, giving them the opportunity to deal with contemporary market actors on one hand, and on the other, the perspective to enter high-value markets within the Indian economy and consequently abroad too.

ANANYA FINANCE TO MAKE FARMER PRODUCER ORGANIZATIONS BANKABLE

CASE STUDY

OVERVIEW OFICCO INVESTMENTS LTD.

The C4D Fund was founded by ICCO Cooperation and invests in SME’s in Latin America, Africa and Asia. With loans and equity investments, C4D supports companies with investments so they can grow and mature until they are able to tap into regular local or regional �inancial markets. C4D targets companies that have outgrown the micro�inance level and have good growth perspective and the potential to create relevant impact. We offer capital investments in the range from 200K€ up to 800K€ per investment. C4D Fund has a focus on SME’s in the following sectors: Agribusiness, Renewable Energy, Health and Water & Sanitation.

C4D has a number of �inancing instruments at hand to tailor the investment requirement in a way that is healthy for the cash-�low of the investee company and that has a balanced risk - return pro�ile for the Fund and its investors. The instruments we deploy are debt, equity, guarantee or a mezzanine combination of instruments. We balance our portfolio through our instruments (equity ~25%, debt ~65%, guarantees ~10%). We are able to provide local currency loans by adding various country risk elements to the interest component.

The overall targeted net return (IRR) of the Fund >5-8% for investors. The total size of current funds under management in the C4D Fund is 15M€.

CAPITAL 4 DEVELOPMENT FUND (C4D):ICCO Investments Ltd.is a Fund Manager that works in synergy with ICCO Cooperation and tries to align its investment focus with the local programmatic focus of ICCO Cooperation and in sharing knowledge, resources and networks. This way ICCO Investments B.V. can effectively source and assess investment opportunities at the local level. In 2015 local networks have further developed in the regions resulting in better pipeline development and more assessments. ICCO Investments Ltd. had the following Investment Funds under management:

• The Capital 4 Development Fund (C4D), an SME Impact Fund established by ICCO Cooperation;• The ICCO Guarantee Fund;• The Inclusive Business Fund (IBF) (co-managed with Rabobank) and• The Loans and Participations portfolio of ICCO Cooperation.

By blending participations, investments and guarantees with grants, ICCO Investments develops and invests in business opportunities in developing countries to achieve sustainable social, environmental and monetary dividends.

ICCO's globally operating Guarantee Fund provides guarantees to loans from social investors, western- and local banks to SMEs and MFIs involved in the production, processing and trading of agricultural produce. Since its inception the guarantee fund has issued 300 guarantees to operations in 25 countries in rural Africa, Asia and Latin America. During the 15 year track record €120m on loans was leveraged by shouldering €44m in liabilities, a leverage factor of 1:3. During those years, €1.76m in claims were paid.

WORKING WITH THE PRIVATE SECTOR

As a co-implementer, we work with other organizations in a partnership to design or develop programs, seek or leverage resources for them and execute certain tasks and responsibilities in its implementation. These responsibilities include the management of the program, bringing in knowledge and experience for implementation, and process facilitation.

As a broker with an extensive network in over 50 countries, ICCO creates contacts between actors throughout the value chain, support organisations, civil society organisations and public authorities. ICCO has expertise in, among other things, organic and fair trade cotton, tropical fruit and vegetables, and timber and non-timber forest products. ICCO is also a ‘fair broker’ in CO2 rights (Carbon Credits) through its Fair Carbon Fund.

As a capacity developer, ICCO promotes organisational and institutional strengthening of local (producer) organisations, micro-credit institutions, cooperatives and social enterprises. ICCO also works on improving working conditions for employees by means of exchanges and vocational training schemes, programs for improvement, networking and research.

Through communication and lobbying, ICCO promotes market development for fair trade, equitable competitive conditions for small producers and fair terms of international trade. ICCO is keen to share its successes, including those effectuated through cooperation with companies

WHAT DOES ICCO OFFER?

awareness and trigger behavior change within these communities, we have also partnered with Next Billion to launch interactive video sessions using a social-marketing toolkit, called Mobile Movies.

ICCO Cooperation works in various programs with the private sector, on global, national and local level. Working with the private sector is an integrated approach to development cooperation. We differentiate between: private sector engagement to achieve development goals and private sector development with ICCO Cooperation as a �inancial supporter of local micro, small or medium (social) enterprises and producer companies.

ICCO works towards articulating the role of the private sector in securing sustainable livelihoods and justice and dignity for all. We focus on strengthening the capacity of private sector actors in three core areas:1. Ensuring positive effects in diverse agricultural value chains and in production and trade on the poor at the base of the pyramid,2. Being considerate towards the basic needs of producers, employees, consumer and people otherwise affected through the production process, and3. Using their resources sustainably throughout their business process.

OUR APPROACH

In Kyrgyzstan: Cooperation with Intersnack Procurement in developing a sustainable walnut value chain has resulted in almost 60 tons of farmers’ produce being delivered to EU market. Now ICCO and the local processing �irm, Vega Plus, are working on the investment scheme that will allow Vega Plus to create a modern facility that complies with EU standards and safety regulations of EU. New opportunities are being explored based on the huge demand from EU market on organic forest products of Kyrgyzstan.

In Nepal: Over 60 Ha of fallow land in the remote Bajura district in Far-Western Nepal, has been turned into agro-farms for seed production by installing solar-powered pumps to irrigate their barren land of over 60 years. ICCO along with Asia Networks for Sustainable Agriculture and Bio-resources (ANSAB) Nepal and Mission East (ME), partnered with the Nepali private company Innovation Agro Solution (IAS) to provide the solar-pump technology to the farmers and secured Bangladeshi Lal Teer Company Ltd to support the scheme with their technical expertise in seed-production. Lal Teer has also committed to exporting the produced saplings to Bangladesh. Estimated production from the �irst phase stands at 50 kgs of tomato and one quintal of chilly saplings.

In Bangladesh: In Pro�itable Opportunities for Food Security (PROOFS) project, ICCO and BoPInc is currently working with DSM to test their products (�lavored milk, nutritious candy, forti�ied biscuits, forti�ied rice, etc.) and with UNILEVER to market and sell their hygiene products in rural communities in Northern and Southern Bangladesh, through the project’s current network of 320 nutrition sales agents. In order to raise

WORKING WITH THE PRIVATE SECTORIN SOUTH AND CENTRAL ASIA:

WORKING WITH THE PRIVATE SECTOR

(i) JK Paper Limited is a leading Indian paper manufactur-ing company. The broad objectives of this partnership is to co-design and co-implement a sustainable livelihood model which is pro-poor and is based on innovative approaches. Under this partnership, more than 80 tribal villages of Raygara district, Odisha, will be benefitted.

(ii) Amalgamated Plantations Pvt. Limited (APPL) and Amalgamated Plantations Pvt. Limited Foundation (APPLF) is the second largest tea producer and supplier in India. The partnership will co-implement a clean energy and access to drinking water and food and nutrition in the 3 tea estates located in Assam. More than 10,000 beneficiaries will be benefitted through this partnership.

Capacity Development and Trainings:

ICCO has organized trainings such as Making Market Work for the Poor and Value Chain Development for the CSR staff of JK Paper as well as the NGO staff of SPARSH-which is promoted by JK Paper.

ICCO has also organized trainings on CSR for civil society and private sector in collaboration with leading networks such as Indian Institute of Corporate Affairs (IICCA) and FICCI.

Knowledge Partnerships:

FICCI is the largest and oldest apex business organisation in India. It reaches out to more than 2, 50,000 companies in India. We are jointly advocating the mandate of CSR and responsible business through national and regional roundtables, key workshops and one on one meeting with its members. Under this partnership, we organised three workshops and key meetings with the private sector belonging to the agriculture, banking and other sectors.

The objective of the partnership with United Nations Global Compact (UNGC) is to jointly promote the agenda of Human Rights and Business/Responsible Business. ICCO is working to leverage its CEO Forum on Business and Human Rights-which has more than 200 top CEOs as members.

Testimonial from Private Sector Partner:

“TATA STRIVE aims to integrate hard and soft skills, both of which it considers very important for skill development of the youth and together this partnership (with ICCO) aims to create a very measurable impact in the country”

- Anita Rajan, COO, Tata STRIVE

Building Flagship Programs: Tata Strive, which is the global CSR arm of Tata Group, considers the community as an important stakeholder in all businesses and philanthropy work. Through vocational skills, Tata STRIVE aims to reach 1 million youth annually in India by 2022 for employ-ment, entrepreneurship and community enterprise.

Currently, ICCO is providing strategic support to Tata Strive in terms of stakeholder engagement which includes government departments and local NGOs for three of its centers. Along with Edukans, ICCO will also look at the certification process of the Tata Strive Centres as per the Dutch and EU framework.

Millennium Alliance (MA) is a pre-eminent inclusive and diverse platform to leverage Indian creativity, expertise and resources to identify, support and scale innovative solutions that caters to the bottom of the pyramid populations across India and the world. ICCO joined the MA, with Department for International Development UK (DFID) and ICICI Foundation, in 2014.Through the MA, ICCO supports social innova-tors in India to test and scale innovative solutions, helping them to find a way how market based partner-ships can solve some of India’s biggest development challenges.

Corporate Social Responsibility:ICCO helps corporations expand their business strategy and bring about long-term and sustainable change in the lives of people. It enables corporations to make a difference through areas close to their strategic goals and assist them in effectively using their resources by partnering with local NGOs that has proven expertise. Services are offered in the following areas:

CSR strategy and program development :Wind World (India) Limited (WWIL) is working in India since 1994. Currently, it has its presence in seven high wind potential states like Karnataka, Maharashtra, Tamil Nadu, Rajasthan, Gujarat, Madhya Pradesh and Andhra Pradesh, spread across 3,000 kms of India. As part of this project, a need assessment survey covering 17 villages of Rajasthan was conducted and based on the recommendations, WIND World has assigned ICCO to design the CSR program, monitoring tools, and capacity building of the implementing partner NGO.

CSR co-implementation: We co-develop and co-invest in inclusive innovative solutions and inclusive business models.

Working with the Private Sector in India

SPOTLIGHT

KNOWLEDGE MANAGEMENT ANDM&E USING AKVO

ICCO, together with Akvo, is working to transform the way business is done in the international development and aid sector by combining their extensive knowledge and �ield experience with open source mobile and internet tools. The general objective of this partnership is to improve collaboration and to combine the mutual complementary capacities of Akvo and ICCO to improve aid programmes in developing countries.

Since 2011, Akvo and ICCO have worked together in two consortium programs - in the WASH Alliance on Water, Sanitation and Hygiene and in Connect4Change (C4C) on integrating ICT in relation to economic development. In these two consortia, ICCO and Akvo worked together to visualise the WASH and C4C projects in an online dashboard, and training local partners and ICCO staff on the use of Akvo Really Simple Reporting (RSR).

Akvo and ICCO work together in Ethiopia, Uganda, Kenya and India to scale ICCO’s data gathering activities for the HFIAS programme using Akvo Flow. In 2014, ICCO used Flow in Bolivia, Nepal, Indonesia, and Madagascar, with plans for further expansion of the partnership, particularly in South East Asia.

ICCO is a leading proponent of Akvo Flow in South-east Asia, particularly in Indonesia, where it iss pioneering its use in food security programmes. Akvo’s South East Asia team shares its home with ICCO’s regional hub in Delhi. Akvo and ICCO are also partnering to roll out Flow in Eastern Africa and Asia.

PARTNERSHIP WITH AKVO

Akvo Flow (is a tool built specially for international development teams to monitor and evaluate initiatives while working in diverse locations that are often remote or lacking reliable basic infrastructure. It is designed for people who want to understand what is happening now, so they can make informed decisions that lead to secure, sustainable development aid investments.

Really Simple Reporting (RSR) is a web and Android-based system that makes it easy for development aid teams to bring complex networks of projects online and instantly share progress with everyone involved and interested.

WHAT IS AKVO (FLOW AND RSR)

USING AKVO FLOW• Link Teams TogetherAkvo Flow is designed to �it the different roles common in large-scale data collection situations, including enumerators, �ield managers and project managers. With Akvo Flow, teams of remote �ield workers can more easily stay in touch with progamme managers and experts who may not be based nearby the project. As data is gathered and surveys are submitted via the

• Track data points over timeWith Akvo Flow it's possible to add new or updated information to each data point. So an asset can be tracked, new surveys added, and more.

Flow app, the information becomes instantly visible on the Flow dashboard.

• Create and distribute surveys

Using the Flow dashboard, teams can create simple or complex surveys on any topic. The diversity is endless – surveys can include photos, videos, barcodes and audio clips. Users have total �lexibility to collect the information that will have the most impact on their project.

Phones can store hundreds of surveys and data can be collected in areas where there is no mobile connection – Akvo Flow automatically transmits the data once a connection is detected, so the system can be used anywhere in the world, even in areas where infrastructure is lacking or under-developed.

• Publish Results

Once data appears on the dashboard, teams can produce reports in a number of formats ranging from Excel spreadsheets to maps, histograms and pie charts and use them for rapid analysis. This helps programme teams understand whether a project is working. It can also be used by funders – governments, private companies, aid organisations and �inanciers – to make results-based investments.

KNOWLEDGE MANAGEMENT ANDM&E USING AKVO

• Each project gets its own page on our websiteDynamic, relevant, up to date information, photos and videos keep everyone up to speed with what’s happening on the ground.

• Submitting information to the IATI databaseBy simply ticking the IATI box on the Akvo RSR project entry screen and the IATI �ields relevant for us appear. After �illing these in, that’s it – the data is ready to be published to the IATI registry.

• Create reports in momentsWe can choose from a growing range of templates or customize our own report.

USING AKVO RSR Testimonials

Using Akvo in Disaster Response:

“After using application in Disaster response, me and my team realized how efficient and handy technology can be in such a difficult scenario. We were in need to data from field as soon as possible and Akvo tool was the solution for the same. ”- Phaindra, Program Officer, ICCO

Using Akvo in Disaster Response:

“We could analyze data in real time. Similarly, the progress was measured and monitored through RSR updates. Since our team at the head office in Kathman-du cannot travel all the time to monitor, the real time updates really helped us to get useful information so as to guide the project team.”- Saugat Gautam, Monitoring Officer, ICCO

Using Akvo in Disaster Response:

“The use of mobile technology has enhanced our skills in the field and we feel really good when they see maps, charts and figures generated from the information we feed in. Also the real time updates made in RSR, gives us an opportunity to learn about works done by other implementing partners.”- Shiva Raj Rumba, Social Mobiliser, CCDN

OUR STRATEGIC PARTNERS

One to Watch builds successful companies in Nepal. Together with Nepalese entrepreneurs and impact investors from around the world, the company makes serious impact and serious profit. One to Watch sources companies in Nepal with great potential in three sectors; agriculture and food, renewable energy and health care. It also monitors the investment on behalf of the impact investor.This investment is based on social and financial indicators. Together with mentors and experts we help the company grow.

Together with ICCO, the two main agencies - Rockstart, based in Amsterdam, and One to Watch- a Dutch company with its presence in Nepal sourcing and managing impact investments on behalf of impact investors - are partners to the Rockstart Impact program in Nepal.The goal of the impact acceleration program is to make a selected group of high potential Nepali entrepreneurs investment-ready in 100 days and thereby increasing investments in these entrepreneurs.

Our Work with One to Watch in Nepal

Rockstart Impact

One to Watch is the contracting party for ICCO’s contribution to the program Rockstart Impact. The first edition of Rockstart Impact, saw eight companies receive investment pledges out of the 10 pitches presented at the final stage to potential investors. By November 2014, three candidates working in Agri/food, clean energy and health care were selected to present their cases to possible investors for impact investment by Rockstart Impact/One to Watch with active participation of ICCO.

Nepal has witnessed and aims at preparing such entrepreneurs in 100 days, through intensive mentor-ing, coaching and building business capacities of the selected entrepreneurs.

Rockstart Impact | 1st Edition

Rockstart Impact | 2nd Edition10 candidates were selected by the selection commit-tee that comprises of mentors, partners and Rockstart team. ICCO had an active participation while selecting the 10 best companies out of the 205 applications received which was done on the basis of the pitches presented by the candidates. ICCO had the first right-of –refusal on the demo day and three companies are under consideration for investment from ICCO . If the case is convincing, ICCO can use a right to offer a letter of intent for an investment to the company. ICCO’s contribution of € 10,000 can be claimed back or converted as shares in the company in case the impact investment proposition is successful.

SPOTLIGHT

Rockstart Impact, with its roots in Netherlands, is a program that makes a selected group of high potential Nepali companies investment- ready in 100 days. It offers 10 ambitious entrepreneurs a high quality pressure- cooker program based on proven and tested methodologies. Exceptional levels of commitment are a prerequisite for those attending. Rockstart Impact in Nepal is about selecting and preparing local entrepre-neurs so that they are able to meet the standards of impact investors and are able to undertake impact investment ventures in Nepal. Rockstart impact is the first business accelerator/business growth program that

EXPENDITURE REVIEW

In 2015 we spent EUR 4,072,802 to our objectives (diagram)

■ Fair Economic Development■ Conflict Transformation

& Democratisation■

Basic Health & HIV/AIDS

■ Disaster Management/Humanitarian Aid

■ Fair Climate■

Food and Nutrition Security

■ Water

Table 1.1. Expenditure by appropriation 2015

2015

Objectives 4,072,802 Management and Administration 230,881 TOTAL EXPENDITURE 4,303,683

1. EXPENDITURE

Expenditure on Objects

2. ADMINISTRATIVE COSTS

We distributed EUR 7,252,868 to partner organizations who are supporting our objectivein the following countries and programs:

Partner payments by countries

Partner payments to the objectives

■ Fair Economic Development■ Conflict Transformation

& Democratisation■ Basic Health & HIV/AIDS■ Disaster Management/

Humanitarian Aid■ Fair Climate■ Food and Nutrition Security

■ Water

■ Bangladesh■ India■ Kyrgyztan

■ Nepal■ Pakistan■ Tajikistan

Table 3.1. Administrative costs internalorganization (in €)

2015

Total Execution costs 3,054,260Less: Direct execution costs 2,141,021-

TOTAL EXPENDITURE 4,303,683

Costs internal oranization (A) 913,239

Execution costs % 13%.- A / (A+B)

€

The MFSII period lasted �ive years (2011-2015). The normal pattern is that the majority of the program costs is spent in the prior years, while the execution costs at the end of the �ive year period increase (closing costs and end reporting). This leaves 2015 with relatively low program costs and higher execution costs.

Drying KlinsRestored

145 HHBenefitted

ElectricitySupply

350 HHWill Benefit

Plastic TunnelRestoration

145 HHBenefitted

Provision ofFinancial Grant

20 HHBenefitted

Sewing MachinesDistributed

15 HHBenefitted

Grinding MillsRestored

800 HHBenefitted

CapacityBuilding/Training

5873 HHBenefitted

Road Repair& Maintenance

350 HHWill Benefit

Cashfor Work

200 HHWill Benefit

Cash CropSupport

370 HHBenefitted

AgriculturalInputs

1045 HHBenefitted

Drinking WaterSystem Restored

1700 HHBenefitted

IrrigationRestoration

1700 HHBenefitted

ACT NEPAL EARLYRECOVERY PROGRAM

Our thanks go to the donors who have made our work possible

COLOPHON

EDITINGCommunications Team, ICCO South and Central Asia

ICCO South and Central AsiaPRODUCTION

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ILLUSTRATIONSMahbub Joy & Ishmam Ahmed

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Kyrgyzstan and Tajikistan

Address: House 236, Street 11, Sector E7, Islamabad Pakistan (work station at NCA office) Tel : 00 92 3328566259 E-Mail : Sebastian.justin@icco-cooperation.org

Pakistan

GPO Box 4844Ward No-2, Lalitpur Municipality Jhamsikhel, LalitpurKathmandu, NepalT : +977 1 50 13 505E : Nepal@iccokia.org

Kathmandu, Nepal

Road No. 30, House No. 16 (3rd Floor)Gulshan I, Dhaka - 1212

Bangladesh T : +88-02-9861219

E : bangladesh@icco-cooperation.org

BangladeshFirst floor, C-19/A, Green Park ExtensionNew Delhi – 110016, India

New Delhi, India

3rd floor, 204 Bokonbaev st., Bishkek The Kyrgyz Republic - 720017E : Office@fsds.kg W : http://www.fsds.kgF : www.facebook.com/fsds.kg

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