A Ground Coffee Saleswoman in Bangui Market (Kilometer 5), Central African Republic
A Ground Coffee Saleswoman in Bangui Market (Kilometer 5), Central African Republic
the involvement of youth and women in the value chain in Cameroon and Central African Republic
A ground coffee saleswoman in Bangui market (Kilometer 5), Central African Republic
Project proposal submitted to the Common Fund for Commodities for Funding
March 2013
CONTENTS
LOGICAL FRAMEWORK .............................................................. ERROR! BOOKMARK NOT DEFINED.
ACRONYMS AND ABBREVIATIONS: ............................................................................................... 7
SUMMARY OF THE PROJECT ...................................................... ERROR! BOOKMARK NOT DEFINED.
1. INTRODUCTION ...................................................................................................................... 11
1.1. Project Background .................................................................................................................... 11
1.2. General Overview of the Coffee Global Market ........................................................................ 12
1.2.1. Price Trends......................................................................................................................... 12
1.2.2. Changes in the Global Production....................................................................................... 12
1.2.3. Exports ................................................................................................................................ 13
1.2.4. Global Consumption ........................................................................................................... 13
1.3. Opportunities and Challenges of the Coffee Economy in Cameroon and Central African
Republic ............................................................................................................................................ 14
1.3.1. The Place of Coffee in the Economy of Cameroon ............................................................. 14
1.3.2. The Place of Coffee in the Economy Central African Republic ........................................... 16
1.3.3. Challenges of the Coffee Economy in Cameroon and Central African Republic................. 18
1.3.4. Challenges related to the place of women in the Coffee Economy in Cameroon and
Central African Republic ............................................................................................................... 21
1.4. Relevance of the project in the context of ICO strategy............................................................ 22
1.5. Relevance of the project in the context the new funding policy of the Common Fund for
Commodities .................................................................................................................................... 24
1.6. Involved Institutions and Responsibilities ................................................................................. 24
1.6.1. Supervisory Body : International Coffee Organisation (ICO) .............................................. 24
1.6.2. Project Execution Agency (PEA) : InterAfrican Coffee Organisation (IACO) ....................... 24
1.6.3. Collaborating Institutions.................................................................................................... 25
1.7. Objectives and Project Rationale ............................................................................................... 31
1.8. Related Projects and previous Works ........................................................................................ 32
2. PROJECT COMPONENTS.......................................................................................................... 34
2.1. Summary of the components .................................................................................................... 34
2.2. Detailed Description the Project Components .......................................................................... 36
Component 1 : Improving the level of coffee production ............................................................ 36
Sub-component 1.1: Development of a database on the producers and production areas of
coffee ........................................................................................................................................ 36
Sub-component 1.2: Rehabilitation of over-aged coffee farms potentially productive
(maintenance and coppicing).................................................................................................... 37
Sub-component 1.3: Rejuvenation of the orchard with the involvement of youth and women
coffee producers ....................................................................................................................... 39
Sub-component e 1.4 : Coffee producers Capacity building (technical supervision) .............. 40
Component 2 : Development of agricultural practices respectful of the environment and
capacity building for verification and certification ....................................................................... 42
Sub-component 2.1: Improving coffee farming practice including optimal use of
environmental resources .......................................................................................................... 42
Sub-component 2.2: Capacity building for coffee certification and verification ..................... 43
Component 3: Capacity building of the producer organizations in the domestic marketing ..... 45
Component 4: Capacity building for local processing and development of domestic
consumption ................................................................................................................................. 47
Sub-component 4.1: Capacity building for local processing .................................................... 47
Sub-component 4.2: Development of domestic consumption ................................................ 48
Component 5: Coordination, supervision, monitoring and evaluation of the project and
dissemination of results ................................................................................................................ 49
3. ADVANTAGES ANDBENEFICIARIES .......................................................................................... 51
4. ENVIRONMENTAL ASPECTS..................................................................................................... 53
5. INTELLECTUAL PROPERTY RIGHTS ........................................................................................... 53
6. PROJECT COSTS AND FUNDING ............................................................................................... 53
7. WORK PLAN ........................................................................................................................... 53
8. SUPERVISION, MANAGEMENT, MONITORING AND EVALUATION OF THE PROJECT .................. 54
8.1. Project Execution Agency (PEA) ................................................................................................. 54
8.2. National Structure for the Project Management ....................................................................... 54
8.3. Monitoring and Evaluation ........................................................................................................ 54
8.4. Steering Committee ................................................................................................................... 54
9. PROJECT RISKS ....................................................................................................................... 55
10. ANNEXES.............................................................................................................................. 55
Annex 1 : Work Plan .......................................................................................................................... 55
Annex 2 : Project Detailed Cost ........................................................................................................ 55
LOGICAL FRAMEWORK
Project Title: Promotion of sustainable coffee industry by improving productivity with a particular emphasis on the involvement of youth and women in the value chain in Cameroon
and Central African Republic (CAR)
Estimated Project Starting Date: October 2013 Estimated Project Completion Date: September 2017 Date of this Summary: 13 March 2013
Date of this Summary Observed Verifiable Indicators (OVI) Means of Verification Assumptions
Outcomes: Activities and Resources Effort level/Expenditure a. All funds are provided in due
course in accordance with the
a. Baseline survey on the current situation of Component: 1 533 400 US $ a. Progress reports of the project schedule of activities and
producers and production areas selected; Component 2 : 640 000 by the Project Execution workplans;
b. Rehabilitation of existing orchard by Component 3 :1 124 600 Agency; b. Good coordination of activities by
maintenance and coppicing; Component 4 : 766 700 b. Annual Audit Reports. the Executing Agency and
c. Rejuvenation of the orchard with the Component 5 : 1 245 150 c. Monitoring and other collaborating institutions;
involvement of youth and women; periodical reports. c. Both countries remain involved in
d. Train coffee farmers in good agricultural Total: 5 309 850 US $ d. Participation of the Steering the project
practices. FCPB: 4 713 900 Committee;
e. Improving coffee quality; Donation: 2 411 900 e. Intermediate Evaluations and
f. Building the capacity of producers for Loan: 2 302 000 final Report.
certification and verification; Cameroon : 3 249 900 US $ f. ICO and CFC Supervision
g. Building the capacity of producer CAR : 2 059 950 US $ Reports
organizations in internal marketing ; Co funding : to be determined
h. Expanding access to credit for farmers and Cameroon :
their organizations; CAR :
i. Building the capacity for local processing; Counterpart:
j. Developing domestic consumption; Cameroon: 334 200 US $
k. Coordination, supervision, evaluation and CAR : 261 750 US $
dissemination of project results
ACRONYMS AND ABBREVIATIONS:
ACDA Central African Agency for Agricultural Development
AEP/PEA Project Executing Agency
AGA Annual General Assembly
PMEO Project Monitoring and Evaluation Officer
USAID United States Agency for International Development
RAAD Regional Agricultural Development Agency
ADB African Development Bank
PEO Project Extension Office
WTC World Trade Center
ICCC Cocoa and Coffee Interprofessional Council
CAEMC Central African Economic and Monetary Community
CFA Currency for the Financial Community of Central Africa
ICH Information Clearing House
PA Project Accountant
CMR Cameroon
NSC National Steering Committee
UNCTD United Nations Conference on Trade and Development
CSPPRCA CAR Stabilization and Products Fiscal Equalization Fund
STC Scientific and Technical Committee
VTA Village Technical Advisors
VSC Virtual Screening Committee
DMP Deputy Programme Manager
MD Managing Director
US $ American Dollar
PD Program Director
O&M Operation and Maintenance
EDF European Development Fund
ADF African Development Fund
FAO Food and Agriculture Organisation of the United Nations
CCF Cocoa and Coffee Fund
CFC Common Fund for Commodity
FFS Farmer Field School
IMF International Monetary Fund
FODECC Development Fund for Cocoa and Coffee Sectors
Ha Hectare
ICCO International Cocoa Organisation
ICRA Central African Agricultural Research Institute
IRAD Agricultural Research Institute for Development
MA Ministry of Agriculture
MCI Ministry of Commerce Industries
SB Supervisory Body
MDO Millennium Development Objectives
IACO InterAfrican Coffee Organisation
ICO International Coffee Organisation
PIB Product International Body
ONCC National Cocoa and Coffee Board of Cameroon
NGOs Non Governmental Organisations
ORCCPA Crop Marketing and Storage Regulation Office of CAR
MoU Memorandum of Understanding
WFP World Food Programme
PDRSC South-Central Region Development Programme
GDP Gross Domestic Product
GNP Gross National Product
CCSP Cocoa and Coffee Seeds program
CAR Central African Republic
ACRN African Coffee Research Network
UCCAO Central Union of Western Agricultural Cooperative Corporations
UE European Union
SUMMARY OF THE PROJECT
Project Description : The objective of this project is to support the efforts made by
the governments of Cameroon and the Central African Republic
to revive and rehabilitate their declining coffee sector to boost
the rural economy, generate income for farming communities
and reduce coffee producers’ poverty. The revival in the coffee
sector will take into account the involvement of youth and
women in the activities of the value chain in both countries. To
achieve this, the project will be composed of four main
components, including production, marketing, processing and
domestic consumption. Specifically, the project will include the
following:
i Improving productivity and quality of coffee;
ii Capacity building of producers for coffee verification and
certification;
iii Support for marketing;
iv Development of added value through the promotion of
coffee local processing and domestic consumption.
Project Total estimated cost: 5 309 850 US $
– Cameroon : 3 249 900 US $
– Central African Republic: 2 059 950 US $
Funding from the Common Fund – Donation : 2 411 900 US $
(CFC) : – Loan : 2 302 000 US $
– Total CFC : 4 713 900 US $
Loan from CFC : – Cameroon : Loan : 1 591 000 US $
– Central African Republic: Loan : 711 000 US $
Counterpart Contribution: – Cameroon : 334 200 US $
– Central African Republic: 261 750 US $
Project Executing Agency (PEA) InterAfrican Coffee Organisation (IACO)
The objective of this project is to support efforts by both countries to revive and rehabilitate the
declining coffee sector to boost rural economies, generate income for coffee farming communities
and reduce poverty among coffee producers. Objectives are set for the concerned project
implementation. This includes:
More than 3 million people earn their living in Cameroon, directly or indirectly, through the
coffee. Of these 3 million people, it is estimated that 400,000 farm households, that is about 2.8
million people are active in the production of primary coffee (coffee growing), most of them being
resource-poor smallholder farmers. Women represent about 50 percent of the coffee growing
population and are primarily engaged in activities such as picking coffee, drying and intercropping
food crops. Other stakeholders in the coffee sector in Cameroon include 70,000 employments in the
manufacturing sector, 70,000 in marketing, 7000 in processing and distribution, 7000 and in quality
control and agricultural fertilizers and 7000 in auxiliary services such as land transport and transit.
In Central African Republic it is estimated that some 400,000 people lived from coffee before
the beginning of the war. This number was reduced since the war to about 30,000 households that is
about 200,000 people active in the production of coffee, with an average area of one hectare per
farm household. The other stakeholders in the coffee sector are exporters, machinists, traders and
processors. The coffee industry of the two countries thus provides substantial income to a large
number of people, especially women and poor rural populations.
However, during the last twelve years, the coffee sector has considerably weakened in the
two countries. In Cameroon coffee production fell by 60% between 1999/2000 and 2011/12. Over
the same period, the production of CAR decreased by 50%. Cameroon and the Central African
Republic are among the victims of declining fortunes of the coffee industry in Africa. The decline of
the African coffee industry raises concerns and African producers are often encouraged to adopt
appropriate strategies to increase their production, improve the quality of their coffee and increase
farm-gate price.
It is in this perspective that this project was submitted by the two countries to support
efforts by the governments of Cameroon and the Central African Republic to boost coffee industry
on a sustainable basis through improved productivity, quality and make small coffee producers
benefit from higher prices and increase their income as well.
150.00
100.00
50.00
0.00
1995 1999 2003 2007 2011
60,000
Production in thousands of bags of 60 kg
50,000
40,000
1970-79
30,000
1980-89
20,000 1990-99
10,000 2000-11
0
Africa Asia & Central South
Oceania America America
Production areas
Coffee production in Africa declined from an annual average of 20 million bags in 1970 and
1980 to 15 million bags since the beginning of the 2000s, which is a fall of 25 percent.
1.2.3. Exports
Exports of all producing countries in the coffee year 2011/12 was 107.8 million bags of 60 kg
of which only 10.5 million bags from Africa, or 9.8% of the total exports of all producing countries. At
the beginning of the 2000s, its share was 15.4%.
The total consumption during the calendar year 2011 is estimated at 139 million bags, including 42.4
million bags for domestic consumption in exporting countries. Consumption in the traditional
markets of importing countries is estimated at 96.6 million bags while that of emerging markets is
around 25.8 million bags. The annual growth rate of global consumption during the period of 2000-
2011 was 2.5% against 1.8% during the period of 1990 to 1999, thus indicating a strong consumption
dynamics since some ten years. The way forward for coffee demand continues to be promising
mainly in emerging markets and in producing countries, in addition to the expansion of niche
markets. The dynamics of consumption could help to keep a sustainable balance between supply
and demand as a factor for price support. Besides, its historical evolution since forty years shows a
compound average growth rate of 1.6%. Figure 3 shows the way forward for consumption by 2020
according to three possible scenarios: low (1.5%), medium (2%) and high (2.5%). In all these
scenarios, a relatively significant growth in consumption is planned, and that can exceed production
as well. In the low case scenario, global consumption could exceed 157 million bags by the year
2020.
Figure 3: Way forward for Global Consumption (1970-2020)
180
173.6
160 166.1
158.9
140 2000-2011
2.5%
120 1990-1999
Million bags
1980-1989 1.8%
100 1970-1979 1.7%
1.3%
80
60
40
20
Given the way forward of global demand, the decline in the African coffee industry therefore
raises concerns and African producers are often urged to adopt appropriate strategies to increase
production, improve the quality of their coffee and increase farmgate prices. In other words, these
countries are invited to take necessary measures to ensure the sustainability of their coffee sector.
Also, this project gives the possibility to support the efforts made by the governments of Cameroon
and the Central African Republic to increase coffee production, improve the quality and benefit from
higher prices and increase the incomes of coffee smallholders.
Cameroon covers a total area of 475 442 km2 with a population estimated at 19.5 million
inhabitants. With a per capita GDP of U.S. $ 1136 per head, Cameroon is the greatest economy of
the 6 countries of the Economic and Monetary Community for Central Africa (CEMAC). Despite the
diversification of its economy and the discovery of oil, agriculture remains the mainstay of the
national economy. In fact, nearly 40 percent of the population is categorized as poor and most of
that portion of the population lives in rural areas and earn their living from agriculture. The formal
sector of the country can employ only 4 percent of the population. Agriculture and non-agricultural
informal sector employ more than 90 percent of the population. It is also estimated that
approximately 33 percent of the active population over 15 years is unemployed or underemployed.
The economy of Cameroon is heavily dependent on agriculture although oil is a significant
source of income. The agricultural sector is relatively well diversified. It employs more than 75% of
the workforce and produces nearly 25% of GDP and over 25% of export earnings. Agricultural
products in Cameroon include wood, coffee, tea, bananas, cocoa, rubber, palm oil, pineapple and
cotton. Coffee production is split between 80% Robusta and 20% Arabica. The proportion of Arabica
increased to almost 35% in the seventies. Robusta coffee grows mainly in the coastal, Western,
South-western and Eastern provinces. The majority of the farms are of small size of less than 3
hectares, with an average of 0.5 hectare. Production areas of Arabica are found mainly in the West,
South-west and North-west of the country. The cultivation of these two types of coffee covers an
area of almost 140 000 hectares and employs about 400,000 producers.
The major destinations for coffee exports from Cameroon are Germany, Belgium, Finland,
Denmark, Russia, Italy, the United States of America, Israel, France and Japan. However, since
twenty years, the country's total production is steadily declining because after annual average levels
of 1.8 million bags during the 1980s, it fell to levels lower than 1 million bags (Figure 4). Production
during the year 2011/12 was only 555,000 bags.
1,400
1,200
1,000
800
600
400
200
0
1999/00
2002/03
2005/06
2008/09
2011/12
Campaigns
The share of Cameroon in global production fell to 0.4% during the 2011/12 campaign
against 1.4% in 1996/97 (Figure 5).
Figure 5: Cameroun's share in the coffee global production
since the 1996/97 campaign
1.6%
1.4%
1.0%
0.8%
0.6%
0.4%
0.2%
0.0%
1996/97 1999/00 2002/03 2005/06 2008/09 2011/12
With an annual average production of about 200,000 60 kg bags, Central African Republic is
among the small producing countries in the world. However coffee is far from being insignificant
for the economy, since it provides about 20% of export earnings. Mining focused on diamond and
gold provides nearly 60% of export earnings of the country. The entire agriculture, which mainly
includes coffee, cotton, tobacco, sugar cane, palm oil and animal husbandry, provides about 40%
of GDP and employs 80% of the total population. Other crops are cassava, maize, bananas, millet,
sesame and wood.
Coffee cultivation covers an area of 60 000 to 65 000 hectares, i.e. 1% of the arable land
divided between the regions of South East (Ouaka, Basse-Kotto, Mbomou and Haut-Mbomou)
and South West (Mambéré -Kadei, Sangha-Maere, Lobaye Ombella-Mpoko), in the areas
bordering Cameroon, the Republic of Congo and the Democratic Republic of Congo. It is
estimated that about 2.8 million people are directly and indirectly involved in the activities of
coffee production and marketing, including a little more than 50% women who are in picking,
collecting and drying activities as well as food crops cultivated as intercrops in coffee plantations.
Farms are of small size average of 1 to 2 hectares. The large farms owned by Greek nationals
have been abandoned after the civil war that the country experienced.
Despite its importance in the economy, coffee production has been declining for many
years because of the crisis of low level of prices in the early 2000s, worsened by the conflict
situation in the country.
300
Production in thousands of bags of 60 kg
250
200
150
100
50
0 2008/09
1999/00
2002/03
2005/06
2011/12
Campaigns
The Central African Republic is a very small producing country, whose share in global production that
was 0.2% in 1996/97, is currently fluctuating between 0 and 0.1%.
Figure 7 : Share of the Central African Republic in Global production since the
1996/97 campaign
0.3%
0.2%
Share in purcentage
0.2%
0.1%
0.1%
0.0%
1996/97
1999/00
2002/03
2005/06
2008/09
2011/12
1.3.3. Challenges of the Coffee Economy in Cameroon and Central African Republic
Since the liberalization of the coffee sector in the majority of the African countries, there are
many challenges. The two countries are not excluded, since they continue to experience a drop in
production, and quality has significantly deteriorated. In Cameroon, the 2011/12 campaign that has
just ended has seen the total production falling to 555 000 60 kg bags, against 1.8 million bags
produced annually during the glorious years of the 1980s and 1990s.
In Central African Republic, coffee was regarded as the green diamond when large farms
were flourishing, since it helped to reduce poverty. Just after independence, the country cultivated
large industrial plantations. With the departure of these big foreign operators (Greek), smallholders
have taken over. The state, cognisant of the importance of coffee in the economy, set up an agency
for mentoring (ADECAF) which supported smallholders (Project ADB/ADF and EU). Through this
programme, the small family plantations took over the large farms. Liberalization of the agricultural
sector, as recommended by donors in the early 1990s, elicited the withdrawal of the state from the
coffee industry, thus giving up the production system, especially mentoring and coffee farming
practices monitoring services. With reforms/ withdrawal of the state, a small structure took over the
control of the sector (ORCCPA). However, infrastructures (roads) remain the big challenge for the
overall economic activities. During the year 2011/12, the country exported less than 90,000 bags of
green coffee.
In addition to the crisis of low prices at the beginning of the 2000s, Coffee Industry in both
countries is facing a number of challenges like almost all producing countries in Africa. These
challenges are found at all levels of the value chain, including production, marketing, processing and
domestic consumption. Addressing these challenges could lead to a sector economically sustainable
in both countries.
1) Abandonment of coffee plantations in many areas: In some areas suitable for other crops
diversification, producers give up the cultivation of coffee for the benefit of alternative crops
deemed more profitable. In areas where coffee farmers have no alternative they are obliged
to continue to grow coffee, but with low maintenance;
2) Aging population of farmers: coffee being less attractive, young people leave their villages to
venture in urban areas. The eastern zone of Cameroon alone has potential because the youth
is not yet affected by rural exodus to the big cities. Plantations in this area are large but
abandoned and hence available;
4) Current performance poor: from 250 approximately to 350 kg / ha in Cameroon and less than
200 kg / ha in Central African Republic;
5) High operating costs: frequent weeding, continuous pruning and supervision, provision of
fertilizers and pesticides, harvesting, post-harvest processing. In addition, the cost of
workforce has increased in several production areas due to the scarcity of agricultural
workforce;
7) Low level of mentoring. Since the implementation of structural adjustment programs in the
country the recruitment of Engineers and other agricultural Technicians has stopped, thus a
deficit of mentoring staff as a result;
8) Coffee quality deterioration: not only because of the lack of mentoring for producers, but also
pressure on exporters and growers. The first group wants to make quickly the volume of his
contract whereas the second group is under financial constraint and sells off its product
prematurely without correctly processing it;
9) In both countries, and mainly in Central African Republic, very few women are heads of
households, except when they inherit from plantations of their husbands or fathers. However,
50.2% of agricultural activities are carried out by women who also occupy 52.2% of the overall
economic activity in the country. Concerning coffee, women perform 76% of the crop related
and post-harvest activities.
1) Weakness of producer organizations. Farmers sell off their products because cooperatives do
not have the financial means to collect the products of their members;
2) Low farm-gate prices received by producers due to heavy discounts imposed by private
buyers. In CAR, the indicative farm-gate price is only published on 1st February that marks the
starting point of the campaign. In the meantime, producers are in urgent need of money for
the celebration of December 1st (National Day), Christmas and New Year, which causes them
to give in to the temptation of illegal sales. There is a proliferation of illegal sales/loan sharks
practices/clandestine buyers;
3) There is no more leadership in quality control: The multiplicity of coffee plants contributes to
the deterioration of quality. There are more than 250 processing plants in Cameroon for only
less than 800,000 bags of green coffee. In CAR, the deterioration of the quality of trader
coffee is very pronounced: only 18% of premium coffee and 82% of lower quality;
4) Speculative storage of some producers in Cameroon: These coffee producers keep their
product in expecting better prices. About 30% of the national production is stored in poor
conditions by producers in waiting for better prices. This stock is often mixed with the harvest
of the new campaign. In CAR a portion of domestic production is sold illegally in neighboring
countries where coffee consumption is widespread (Chad, Sudan in particular);
5) Despite the performance of most of the work in coffee plantations, women receive very little
rewards from their husbands. Women also grow food crops. But they are faced with
difficulties during the period of June-September to acquire first need products (salt, soap,
food for the family). This lean period weakens the purchasing power of women who are
forced to anticipate the picking to sell illicitly unripe cherries.
6) Access roads to production areas are in very poor condition, making it difficult to gather
products including Central African Republic;
1) Primary processing is a problem in CAR where producers avoid to pay for their coffee hulling
because of its cost said to be high (60 FCFA / kg) in order to use cassava shredders to hull
their coffee. This contributes to the poor quality of green coffee;
2) For roasters in both countries, the supply chain of green coffee is very unreliable. Under the
constraint of inadequate supply (green coffee very expensive), low quality products are used
in the local roasting. The products of good quality are exported and sub-grades are roasted
for domestic consumption. In Cameroon, only four roasters operate according to the
European type standards. In CAR, there are only two roasters registered, and the second
subcontracts with the first for his roasting;
3) The decrease in production in both countries also causes a restriction in the supply of green
coffee for roasting;
4) In Cameroon, there are many roasters but very few of them are registered, while others work
out of standards. Many roasters are in the informal sector manufacturing products with
practices that may have a negative impact on public health. The situation is even more
serious in CAR, where there are a lot of sales of ground coffee of poor quality on the market
by the informal sector, usually led by women (see photo). The coffee sold is often a blend of
black grains, parches, corn and waste water, making its consumption unsafe for human
health;
A ground coffee saleswoman in Bangui market (Kilometer 5), Central African Republic
5) En conséquence, le café torréfié dans les conditions normales revient plus cher sur le marché
local en raison du coût élevé des importations de l’emballage et des taxes diverses);
2) Domestic consumption is high in CAR since roasted coffee is also imported, but it is not
channeled. Operators import coffee for domestic consumption. Even in rural areas, farmers
consume roasted coffee in the traditional way.
1.3.4. Challenges related to the place of women in the Coffee Economy in Cameroon and
Central African Republic
In almost all sub-Saharan African countries, agricultural production is mainly for women,
since they are accounting for around 70% of the agricultural workforce and provides 60% of
agricultural production and 80% of food production. The refusal to acknowledge and take into
account the know-how and the agricultural work women are also among the development
challenges of African agriculture and poverty alleviation. In addition, most women are involved in
income generating activities to ensure the survival of their families.
In Central African Republic, a little more than 50% of the population is women, including
37.7% living in urban areas against 62.3% in rural areas. Agriculture employs 81% of the female
workforce, most of which processes with food crops (cassava, rice, corn, market gardeners etc.).
Women in urban areas are involved in traditional processing and marketing of coffee and other
agricultural products.
It will be better to highlight the role of women in the promotion of sustainable coffee. In
fact, very few women are heads of households, except when they inherit their husbands' estates or
their fathers’. However, 50.2% of agricultural activities are performed by women who also carry out
52.2% of the overall economic activity in the country.
About coffee, women perform 76% of harvest and post-harvest related activities in both
countries. Women also grow food crops, most of which is made in intercropping coffee plantations.
The project will also aim at supporting women in coffee production. In Cameroon, women's
cooperative (COOPAFERLOS) includes 4000 women from 68 villages. Most of these women are
widows who have inherited the plantations of their husbands. In the presence of the husband (head
of household), the woman was not directly involved in the work of coffee growing (phytosanitary
treatment, fertilizer). She was intervening as from the harvest. With the death of the head of the
household and the departure of the children to the cities, orchards are often abandoned. The
cooperative has therefore been created to help these women to become producers of coffee.
European Union helped the cooperative to regenerate old orchards (EU Project). The project also
funded the training of phytosanitary brigade composed of children of members of the cooperative
who were trained in the use of phytosanitary equipment. Today, the cooperative has increased the
production from 89 tons to 2100 tons. It is therefore necessary to support this cooperative in its
effort to integrate women in the coffee industry.
In addition to the problems facing coffee industry in general, women are faced with the
following challenges:
In total, we notice that in the chain of coffee production, women economic activities are
marginalized. Notwithstanding their economic contributions to the family budget although
significant, man continues to perpetuate the image that he is the sole economic support of the
family. It is therefore necessary, through this project, to support urban and rural women in the
initiation, creation, management and development of agricultural activities which are incomes
generating as well as viable businesses in promising niches such as coffee roasting and domestic
marketing.
African coffee quality has greatly suffered since the crisis, because of the lack of
maintenance and poor investments in the sector. In its search for solutions to the coffee crisis and its
negative impact on the African coffee industry, ICO promotes improvement in the quality of coffee
to stimulate the consumer's appreciation and thereby increase coffee consumption. During IACO
49th Annual General Assembly (AGA) in Accra, Ghana, ICO Executive Director had highlighted the
need for African coffee producers to develop rehabilitation and replanting programs to improve
coffee productivity and quality. More, in its coffee sector development strategy adopted by the
Council in September 2010 (document ICC-105-16), the International Coffee Organisation has
reaffirmed the importance of the coffee sector as a source of income for millions of people,
especially in developing countries, taking into account the fact that in many of these countries,
production is on small family farms. ICO recognizes the contribution of a sustainable coffee sector in
the achievement of internationally agreed development objectives, including the Millennium
Development Objectives (MDO), particularly with regard to promoting a sustainable coffee sector
development, leading to enhanced employment and income, and a higher living standard and better
working conditions in Member countries.
In addition, the African population is young. The youth represents about 37% of the labor
force in Africa, but more than 60% of the unemployed. The African youth is a potential source of
growth and social development. This youth is not a newcomer to the coffee industry and the
reorientation of its energy in coffee production to ensure the long term sustainability of the industry
can be very important for the beneficiary countries. At the World Conference of Coffee in Guatemala
in February 2010, it was generally admitted that attracting youth in coffee production was an
important means to ensure the long term sustainability of supply in the coffee industry. This is even
more important for the African region, where the industry is a big employer. With the extended
family system in Africa, it is possible for each of the 33 million estimated direct and indirect
employments, created in the industry, that profits are extended to eight or ten other dependents.
The youth of Africa, including those from Cameroon and CAR, are known for their migration towards
urban cities in search of not available employment opportunities. But there are also others who
remain in rural areas and who engage themselves in economic activities generally degrading for the
environment: e.g. bush fires for hunting "bush meat'' and to make charcoal.
In coffee producing countries such as Cameroon and CAR, women also play an important
role in agriculture and especially in coffee industry, where they participate in the whole chain from
production to marketing. With an aging farming population, the integration of young and women
can help to ensure the sustainability of the coffee economy in Africa. Such young men and women
are not new in the coffee industry, and converting their energies in coffee production for the long-
term sustainability of the industry can be very important for the beneficiary countries. In these
respects, the focus of this project is in the strategy of ICO for the development of coffee.
In order to ensure in a sustainable way the balance between supply and demand, ICO also
urges coffee producing countries, including those in Africa, to encourage domestic consumption in
their attempts to address the adverse effects of coffee crisis. Coffee domestic consumption in Africa
will have a multitude of positive impacts on the economies of producing countries. The economic
benefits of promoting coffee domestic consumption in Africa are expected to be significant with long
lasting positive effects which are reflected in all sectors of the economy.
1.5. Relevance of the project in the context the new funding policy of the
Common Fund for Commodities
The Common Fund for Commodities has recently indicated its new funding policy in the
framework of the development of commodities and poverty reduction. This innovation is to finance
only through the granting of credits for activities which are commercially viable and that generate
profits to be used for the repayments of these loans. More, this project is in two parts. The first
component is the overall activities related to development, including the improvement of
productivity, quality as well as required mentoring (components 1 and 2 of the project). This
component is not directly linked to activities commercially viable and can not be funded with
donations. In the contrary, the component related to activities of domestic marketing and local
processing (components 3 and 4) could be eligible for the new funding policy of the Common Fund
because they generate immediate profits.
ICO is the intergovernmental organisation responsible for global coffee issues. Its mission is
to promote a sustainable global coffee economy through international cooperation on issues related
to coffee. Specifically, ICO is meant to help through international cooperation, its members to meet
the challenges facing the Coffee global industry. Since its creation in 1963, ICO has always practically
helped to find solutions to the global coffee economy, improving thereby the living standards of the
poor coffee producing countries in the world. In the framework of projects to submit to the
Common Fund for Commodities, ICO is the International Commodities Body (ICB) for coffee. As ICB
designated for coffee, it is the responsibility of ICO, after the initial assessment of the project and its
approval, to submit the project proposal to the Common Fund for Commodities (CFC).
The proposed Project Executing Agency will be an institution with proven experience and the
required administrative capacity. It will work with collaborating institutions in the field below
mentioned, and will control and coordinate activities in the two countries. The InterAfrican Coffee
Organisation could play this role.
IACO is an intergovernmental organization created in December 1960 by Heads of States and
Government of 11 African coffee producing countries, united in Madagascar. Since then, the
membership of the Organisation has expanded and today, it brings together all the 25 African coffee
producers. The membership of IACO is open to all African coffee producing country of coffee and
islands along the continent. Membership implies the payment of membership fees, complying with
the provisions / international and regional agreements for coffee trading and marketing, observing
international / regional quality standards for food security in trading and marketing and promoting
coffee trade and research development activities for the private sector. The objective of IACO is to
study the problems of African coffee, especially production, processing and marketing of the
product, to ensure the smooth flow of production and the optimal level of selling price, coffee
consumption and to undertake promotional activities to increase demand. In carrying out its
mission, and in partnership / collaboration with donors, IACO develops project proposals to be
implemented in member countries.
IACO had some recent experience in managing and implementing projects funded by CFC
and the African Development Bank (ADB). IACO has been the Project Executing Agency for the
Project “Robusta Coffee Quality and Marketing Improvement Through the Terroir Concept”
(CFC/ICO/05 project) which was completed in 2008 and funded by CFC. It has also been the Project
Executing Agency for the Project IACO/ADB on “Capacity Building”, with a total cost of U.S. $ 2
million fully funded by the African Development Bank. IACO has also assumed the role of Project
Executing Agency of the project “Strengthening the Competitiveness of African Coffee Through
Value Chain Analysis” (project CFC/ICO/43FT).
Following the liberalisation of the coffee and cocoa sector, ONCC has been created by Order No.
91/1274 of June 1991, as the public Cocoa and Coffee regulating body. The liberalisation process was
completed and made official by Order No. 97/142 of August 1997. This order has given a new
mandate to ONCC by making it a public administrative body with legal personality and financial
autonomy. Two ministries are in charge of the supervision of the Board. The Technical Authority is
under the Ministry responsible for the Marketing of Agricultural Products (Ministry of Commerce),
while the financial authority under the Ministry of Economy and Finance.
Contact Person: M. Michael NDOPING
Managing Director
P. O. Box. 3018
Douala, Cameroon
Tel/Fax: +237 33 42 42 35/33 42 00 02
E-mail: Mndoping@yahoo.com
Contact for the project within ONCC:
The responsibilities of ONCC are:
register and follow the sales of commodities to maximize export earnings,
provide information on the market, in particular prices to producers and other stakeholders,
determine and publish reference prices for market stakeholders,
validate and approve all export documents,
establish quality standards and ensure their compliance,
manage the central laboratory,
promote "the Cameroon Origin ", i.e. the specialty coffee from Cameroon,
train on quality control, processing plants applications, marketing and export regulations /
requirements,
recommend and carry out specific studies in the area and implement the good results /
conclusions,
make sure that the rules and regulations of the sector are observed by all stakeholders and
arbitrate, if necessary,
develop and propose policies for the improvement and development of the sector in
general,
represent Cameroon in international commodity bodies for cocoa and coffee, and
participate in all international agreements for cocoa and coffee, and,
coordinate projects in the cocoa and coffee sectors to ensure their effective and efficient
implementation.
Over the years, ONCC has proved its skill in managing of several projects. The Organisation
was the PEA for the 3-year Project on "Cocoa and Robusta and Arabica Coffees Market Information
System”, funded by the U.S. Agency for International Development (USAID) and the European Union
(EU). The project has helped to establish an information system on prices for cocoa and coffee. After
this project, ONCC as a PEA, once again, executed the 4-year project on “Modernizing the
Strengthening of Information System in the Sectors”. This project was funded by the Government of
Cameroon through the Cocoa and Coffee Sectors Development Fund (FODECC). The project included
all the information needs relating to cocoa and coffee sectors and, reorganized their methods of
collecting data, analysis, management and dissemination. In the framework of this project, ONCC
will coordinate it in Cameroon in liaison with the private sector through the Interprofessional Council
for Cocoa and Coffee.
2) Interprofessional Council for Cocoa and Coffee (CICC)
Since the liberalisation of the coffee and cocoa sector in Cameroon, the coordination of private
sector activities is carried out by the Interprofessional Council for Cocoa and Coffee (CICC), created
pursuant to the 1990 Law on Associations and hence a role assigned to the Interprofession from the
Ordinance of 1991, Law 95/11 of 1995 and Orders 97/130/PM 97/131/PM 1997. The CICC includes
Professional organisations for Agriculture, Commerce, Industry and Cocoa / Coffee Services that
adhere to its Rules and that are a combination of action, representation, coordination, liaison and
information. Its Rules, developed and approved in 1992 at its creation, have been revised and
adapted to the sectors new context - and to the new missions of the Interprofessional - by two EGA
in 1995 and then by another EGA in 1999. According to the legislation of the Cocoa Coffee Services,
the Interprofessional Council’s missions are to:
give its opinion or make suggestions on any matter or reform of the production and
marketing system of Coffee and Cocoa;
determine the criteria for exercising in professions of Cocoa and Coffee marketing and
provide moral guarantee for a smooth running of operations;
ensure the application of the rules that provide fair and effective competition between
stakeholders, members of professional organisations affiliated to CICC and adhering to these
Rules;
manage the Mutual Deposits and Professional Guarantees Fund and develop within the
framework of the Mutual Deposits and Professional Guarantees Fund a professional
insurance and reinsurance system;
provide to all Professional Organisations making up the different groups represented in its
General Assembly any assistance and / or services in order to increase the efficiency of the
overall professional organisation;
represent in cocoa and coffee international organisations the professionals of the sector in
Cameroon.
CICC is a collegiate organization. Therefore, based on the provisions of the 1990 law on
Associations, its General Assembly is composed of 60 representatives from different Councils, each
of them corresponding to a professional category in the production and marketing sectors of cocoa
and coffees:
First Council : producer organizations: associations, trade unions, cooperatives, Common Initiative
Groups, proving at least 250 tons of cocoa (and or coffee) and at least 100 members, the group has
40% of the voting rights at General Assembly (24 Delegates).
Second Council: buyer organisations, factory owners and packers. The Group has 10% of voting
rights t the General Assembly (6 Delegates).
Third Council: exporter professional organisations of. The Group has 40% of the voting rights at the
General Assembly (24 Delegates).
Fourth Council: Industrial Processors professional organizations. The Group has 10% of voting rights
at the General Assembly (6 Delegates).
Organizations of Factory Owners, Buyers , Exporters and Processing Industries must prove an activity
of at least 20,000 tons of cocoa (or coffee).
Councils meet and each of them designate its Delegate for the General Assembly. Each Council
includes a staff made of a Chairman and a Rapporteur. The Producers' Council is made of Regional
Councils that designate their Delegates for the General Assembly in proportion to a sharing of
Delegates decided by the General Assembly. To date, the CICC has:
CICC has to take initiatives and many actions beyond this list, especially in terms of support
to producer organizations in conjunction with support projects to cocoa and coffee in rural areas. It
has successfully launched a program to rejuvenate the production force of coffee and cocoa in order
to ensure the sustainability of these agricultural sectors. This program called "New Generation" is
meant to mentor young men and women who are willing to engage in the profession of farmers.
CICC has also established a Guarantee Fund to allow its members to benefit from bank loans as part
of the reinforcement of their activities.
Much more detailed information on CICC can be obtained on its website: www.cicc.cm
As a Public research institute established by Order No. 2002/230 in September 2002, IRAD is
in charge of agricultural research in Cameroon, with as mission, the promotion of agricultural
development in order to ensure national food security and fight against poverty. Therefore, the
Institute participates in the implementation of the scientific planning based on the program of
development priorities of the country. It must guarantee the sustainable management of core
resources and preserve the environment, develop and make available new technologies for national
use and find all the relevant information that has an impact on agricultural development.
The Institute has a financial autonomy and it is under the authority of the Ministry of
Scientific Research and Innovation for its technical activities and the Ministry of Economy and
Finance for its financial ones. The objectives of IRAD are as follows:
Dans ses activités de recherche en matière de café, l’IRAD a mis au point des plants á haut
rendement, notamment une variété d’Arabica (le java) et 5 clones pour le Robusta. L’IRAD fournit
également le paquet technologique dans le cadre des bonnes pratiques agricoles.
In this project, the collaborating institution in CAR will be ORCCPA, and it will be
responsible for monitoring the quality of coffee by training coffee producers in quality. ORCCPA is
an organization created with basic infrastructures, equipment, tools and personnel to properly
carry out the role it is assigned. But this project will help to train two (2) staff members of the
Quality Unit at Cup Tasting Centre of Cameroon to strengthen their capacity in order to perform
their tasks more efficiently and effectively. As the control body of the industry, ORCCPA will
oversee and supervise the granting of credit to private initiatives, including women's
entrepreneurship in the roasting and marketing of coffee.
2) Central African Agricultural Research Institute (ICRA)
Contact Person: Dr. David KADEKOY-TIGAGUE,
Managing Director, P.O. Box 1762, Bangui, CAR
Telephone/Fax: +236 70 11 54 35 - E-Mail:kadekoy@yahoo.fr
ICRA is a public research institute established in April 1993 as a governmental
organization in charge of promoting scientific research. It is under the authority of the Ministry of
Rural Development of the country, but it has, however, a financial and administrative autonomy.
The mission of ICRA, among others, includes:
o developing and implementing varieties breeding programs in agronomy,
o execution of research operations based on the rapid multiplication of coffee plants,
o developing agricultural reframing systems of coffee,
o technology transfer in the coffee producing areas,
o safeguarding of the producing equipment and characterizing clones,
o cooperating with other research institutes on coffee,
o training of researchers, extension workers, coffee producers and their organisations in
production and storage techniques of Sustainable Coffee, and
o subscribing to agreements and coffee research contracts with public and private external
bodies, national and / or international.
The Scientific and Technical Department is divided into units of programs, sub-programs and
research to carry out research works. It is composed of three (3) regional research centers, one in
each area of cotton in Savannah (CRPR of Bambari) one in each area of food crops in Savannah
(CRPR of Bouar) and one in each area in the forest area for coffee (CRPR of Boukoko). It also has six
(6) research stations, six (6) points to support experimentation and a local network. Similar to the
decline of coffee industry in CAR, the Research Centre of Boukoko, which was at the origin of coffee
growing in Côte d'Ivoire, is today in a dilapidated state.
To cope with the growing trend of poverty, the governments of both countries have
developed strategies to fight against extreme poverty in their respective countries, and coffee
was one of the crops identified for development in order to revive rural economy and bring
incomes to coffee farmers and their families. The policy is appropriate to that extent; promoting
the development of cash crops will be a regular source of incomes for rural economic operators
and their families.
In CAR, Food and Agriculture Organisation (FAO) is working with the government to
resolve the problems of the country's food security. For its part, the government is also studying
ways to help rural populations to generate incomes by developing cash crops such as coffee, as
part of the post-war reconstruction effort.
The Government of Cameroon, as part of its strategy for poverty alleviation, has also
implemented a development strategy for the rural sector with a clear objective of sustainable
development of agricultural resources, animal husbandry, fishery, wildlife and forests. Coffee
(Robusta and Arabica) is a priority in that strategy and objectives of improved productivity have
been set. The objective of Cameroon for the coffee sector is to increase production from 43 000
tones currently to 125 000 tones by 2015-2020. Production will be split between 100,000 tones
for Robusta and 25 000 tones for Arabica. The country also aims to increase its coffee exports
earnings by increasing the volume of its exports from 33 000 tones currently to 80 000 tones over
the same period. Domestic consumption was estimated at 10 000 tones at least by 2015.
The objective of this project is to support the efforts of both countries to revive and
rehabilitate the declining coffee sector to boost rural economies, generate incomes for coffee
farming communities and reduce poverty among coffee producers. Four objectives are set for the
achievement of the project objective. This includes:
i) Increase the productivity of coffee farmers to 1 tone per hectare.
ii) Improve coffee quality and thus increase the farm gate price by end of the
project.
iii) Encourage, motivate and bring initially young men and women in Cameroon and in
CAR directly into the production of coffee on a more permanent / sustainable basis.
iv) Rehabilitate potentially productive old orchards.
v) Create new plantations on fallows or in replacement of old orchards.
vi) Encourage domestic marketing by producer organizations.
These projects market information have improved access to market information by the
producer of coffee for decision making. In 2008, the Government of Cameroon in its efforts for
more efficiency in the system of internal marketing of coffee and cocoa, has launched another 6-
year project on "Improving Coffee and Cocoa Domestic Trade.'' The project is entirely funded by
the Government of Cameroon for a total cost of approximately U.S. $ 8 million. The project,
among others, aims to strengthen the forty (40) warehouses in all the production areas of the
country. The expected outcome of this project is to improve producers’ access to funding
In addition, since 2006, the government of Cameroon has created a Fund for the
Development of Cocoa and Coffee. This fund is used for the development of coffee and cocoa
industries.
Three years ago, EU has launched a project to strengthen the Capacity of the
Interprofessional Council for Cocoa and Coffee by restructuring the Organisation. The Council is
the supreme body of cooperative associations of coffee and cocoa in Cameroon. The project that
will end in 2010 helps the Council to meet the needs of its members and provide them with a
better service, including capacity building of the cooperatives and their members. EU has also
developed a Project of Seeds, in the 1990s, in which centres nurseries have been created. These
centers helped to produce coffee plants in the past, and they will be used again in this project to
produce improved seedlings of coffee. Information systems and domestic trade projects will help
beneficiary producers of this project to better organize the marketing of their products. In
addition, this new project will benefit from all other on-going projects and make of them a model
of success in the coffee sector of Cameroon.
In CAR, the World Bank, the African Development Bank (ADB) and the Development
Program of the South Central Region (SCRDP) supported a number of projects on coffee in the
country between 1994 and 1999, due to the economic importance of this product in the country.
This support has helped improve the technical competence of coffee producers, by increasing
coffee exports from 8,000 tons to 22,000 metric tons per year; by expanding coffee production
areas from 39,000 hectares in 1980 to 65,000 hectares in 1998, and increasing the number of
coffee producers from 24,000 in 1980 to 70,000 in 1998. This is a practical demonstration of how
targeted interventions in the past have helped to increase production and marketing of coffee in
CAR.
The Government of CAR, EU and the African Development Bank (ADB) have jointly funded a
project for the Development of Family Coffee Structures, between 1978 and 1996. The project
helped to organize producers into cooperatives, build drying platforms for producers, and it has
provided them with fertilizer, fungicides, insecticides and machetes (all for free), to produce
coffee for export markets. Between 1989 and 1994, a vast program of development for the South
Central Region of the country has had, as one of its components, the development of coffee. The
objective was to consolidate the achievements of the first project in this region, and therefore, a
special attention has been given to research on coffee. The project was funded by the European
Development Fund (EDF). EDF has also funded a Project to Support Agricultural Production and
Self-Promotion for Villagers from 1994 to 1999. The project has helped coffee producers to
improve their technical skills. Unfortunately, many of these projects have stopped their activities
at the beginning of the war in 1996. These projects, all together, have contributed to build the
technical capacity of coffee producers in CAR, and the strengthened capacity in coffee research
will be very useful in this new project. Since the end of the war, priority seems to have shifted to
issues of national food security and, accordingly, a project funded by FAO is implemented to
provide seeds of maize, cassava, rice and groundnut to smallholders to plant.
2. PROJECT COMPONENTS
2.1. Summary of the Components
Il s’agira d’organiser la commercialisation intérieure de sorte que les différents acteurs, notamment
les plus faibles de la chaîne, les producteurs, puissent profiter davantage des opportunités du
marché. Il s’agira de renforcer la capacité des producteurs ou leurs organisations en vue d’une
participation accrue dans la commercialisation intérieure et l’amélioration de la qualité. De façon
spécifique, il s’agira pour le Cameroun de renforcer la capacité de la coopérative des femmes. En
République centrafricaine, d’organiser les femmes vendeuses de café moulu. La composante sera
essentiellement consacrée au renforcement des capacités des organisations de producteurs.
Une coordination, une supervision et un suivi adéquats du projet seront indispensables afin
de s’assurer que les activités relatives au projet sont effectivement exécutées. Cela inclura les
mesures à prendre pour éviter la répétition des activités et pour garantir l’exécution efficace du
projet. L’organisation Internationale du Café, en tant qu’établissement de supervision, effectuera
des visites régulières sur le terrain afin d’évaluer le niveau de réalisation du projet. Le programme de
travail et les budgets annuels devront être élaborés et des rapports d’avancement établis y compris
la présentation de rapports semestriels sur l’état d’avancement, de rapports annuels de supervision
et de rapports provisoires sur les évènements importants qui pourraient avoir une incidence sur la
réalisation effective du projet. L’Organisation interafricaine du café, en sa qualité d’agence
d’exécution, assurera la coordination des activités du projet dans les deux pays et fera rapports
techniques et financiers réguliers á l’OIC et au Fonds commun. Chaque pays assurera la coordination
nationale conduite par l’institution collaboratrice, notamment, l’ONCC et le CICC pour le Cameroun
et l’ORCPPA pour la République centrafricaine. Chaque pays aura un comité de pilotage où seront
représentés tous les ministères techniques et les institutions nationales participant au projet.
Sous-composante 1.1: Elaboration d’une base de données sur les producteurs et les zones de
production de café
Objectifs :
Résultats attendus :
Indicateurs :
Activités :
Le coût de la sous-composante est de 54 200 dollars EU dont 38 800 dollars pour le Cameroun et
15 400 dollars pour la RCA. Le coût comprend essentiellement les frais de déplacements dans les
zones du projet pour le recensement et la sélection des bénéficiaires, ainsi que l’acquisition des
équipements pour l’observation climatique et le logiciel informatique pour la gestion des
données sur les producteurs. L’Annexe 2 contient le détail des coûts du projet.
Résultats attendus :
Indicateurs :
Rapport disponible sur les superficies de vieilles plantations réhabilitées par l’intensification
de l’entretien ;
Rapport sur les superficies de veilles plantations recépées au Cameroun et en RCA ;
Amélioration des rendements moyens dès la deuxième année du projet : pour les
plantations entretenues, accroissement des rendements de 100 kg/ha au Cameroun et en
RCA . Ce qui donnera une production additionnelle de 10 000 tonnes au Cameroun et de
5000 tonnes en RCA lorsque toutes les superficies sélectionnées sont entièrement
entretenues. Les vergers recépés commenceront à produire dès la troisième année de la
mise en œuvre du projet ;
Distribution effective de petits outillages aux producteurs ;
Distribution de fonds de soutien pour la main-d’œuvre aux producteurs sélectionnés ;
Activités
Résultats attendus :
Indicateurs :
Activités :
Résultats attendus :
Indicateurs :
Activités :
1) Elaboration des itinéraires techniques pour la production de café, son entretien, sa récolte
et opérations post-récolte ;
2) Formation/mise à niveau des encadreurs ;
3) Elaboration de manuels de bonnes pratiques agricoles, y compris la création de plantation,
l’entretien, la récolte et les opérations post-récoltes ;
4) Organisation des sessions de formation des producteurs (champs école, visites
individuelles);
5) Mise en place des parcelles de démonstration ;
6) Evaluation des programmes de formation et l’impact sur les producteurs ;
Chronogramme: Dès le début de la mise en œuvre du projet et pendant toute la durée du projet.
Coût : Le coût de la sous-composante 1.4 est de 384 800 dollars EU dont 223 800 dollars au
Cameroun et 161 000 dollars en RCA. Les principaux éléments du coût sont les déplacements des
agents d’encadrement dans les zones du projet pour les sessions de formation, la mise en place
des essais ou parcelles de démonstration, et l’élaboration des manuels d’itinéraires techniques.
Le détail des coûts est indiqué dans l’Annexe 2.
Le coût de la composante 1 est de 1 533 400 dollars EU dont 934 000 dollars au Cameroun et 599
400 dollars en RCA. Le financement demandé au Fonds commun est de 1 257 800 dollars EU dont un
don de 667 800 dollars EU et un prêt de 590 000 dollars.
Résumé de la composante 1
-Manuels d’itinéraires
5. Renforcement des -Programmes de formation IRAD (Cam)
disponibles,
capacités des producteurs élaborés
-Nombre de sessions
(encadrement technique
organisées,
des producteurs)
-nombre de parcelles de
démonstration ;
-Au moins 10.000 producteurs
bien formés par an
- Amélioration des rendements - ACDA &ICRA
(RCA)
Activités :
Le coût de la composante 2 est de 640 000 dollars EU dont 385 000 dollars au Cameroun et 255 448
000 dollars en RCA. Le financement demandé au Fonds commun est entièrement sous forme de don
d’un montant de 448 000 dollars EU.
Résumé de la composante 2 :
- Pratiques de
sauvegarde des sols
contre l’érosion ;
2.2. Renforcement des -Bilan des normes de -1 manuel des normes de CICC et ONCC (Cam)
capacités en matière certification certification disponible
de certification et de
vérification du café - -Nombre de producteurs
éligibles aux normes de ORCCPA (RCA)
certification
- Augmentation du
volume de vente de café
certifié par les
producteurs ou leurs
coopératives
Obtenir l’intégration des producteurs dans la chaîne de valeur à travers une bonne
maîtrise des collectes, groupage/magasinage, transport et vente directe aux
exportateurs ou usiniers et autres acheteurs ;
Mettre en commun les moyens de collecte, de groupage/magasinage et de transport
pour bénéficier des efforts de tous les membres ;
Assurer une meilleure traçabilité du café commercialisé
Formation des producteurs et leurs organisations aux méthodes de gestions des
exploitations agricoles
Renforcer les capacités des producteurs sélectionnés pour l’accès au crédit ;
Réduire les ventes illicites ou prématurées des cafés de mauvaise qualité
Assurer la collecte par les coopératives des producteurs sélectionnés
Résultats attendus :
Mise en place d’un mécanisme d’octroi de crédit revolving pour les opérations de
production, d’avance de commercialisation;
Indicateurs :
Des institutions financières qui sont disposées à accompagner les activités de la filière
café ;
Activités :
Coût de la composante 3: Le coût est de cette composante est de 1 124 600 dollars EU dont 769
400 dollars pour le Cameroun et 355 200 000 dollars pour la RCA. Les principales dépenses
sont le crédit revolving pour certains équipements pour la commercialisation ainsi qu’un
fond de roulement pour la collecte. Le détail des coûts est indiqué dans l’Annexe 2
Pour la composante 3 Le financement demandé au Fonds commun est de 1 115 600 dollars EU dont
un don de 132 600 dollars EU et un prêt de 983 000 dollars.
Résultats attendus :
Indicateurs :
Activités :
Résultats attendus :
Indicateurs :
Activités :
1) Initier la publication d’informations sur le café et la santé humaine ;
2) Organiser des conférences animées par la profession médicale sur le café et la santé ;
3) Former de dégustateurs nationaux ;
4) Organiser les points de ventes pour les femmes déjà engagées dans le commerce du café
moulu en RCA
5) Conduire des actions de sensibilisation sur la consommation de café parmi les populations
jeunes (écoles, universités).
Chronogramme: Les activités seront conduites dès le premier trimestre de l’année et dureront
pendant toute la période du projet.
Coût : Le coût de cette sous-composante 4.2 est de 177 500 dollars EU dont 115 000 dollars pour
le Cameroun et 62 500 dollars pour la RCA. Les éléments essentiels du coût de cette sous-
composante sont la création, sous forme de crédit, de kiosques à café au Cameroun, des
points de ventes pour les femmes vendeuses de café soluble en RCA ainsi que l’organisation
des conférences, rencontres et séminaires. Le détail des coûts est indiqué dans l’annexe 2.
Pour la composante 4 Le financement demandé au Fonds commun est de 744 000 dollars EU dont
un don de 15 000 dollars EU et un prêt de 729 000 dollars.
Résultats attendus :
Indicateurs :
Audits annuels
Activités :
3) Renforcer la capacité locale pour coordonner les activités du projet par le recrutement du
personnel local compétent, par l’installation de bureaux et équipements adéquats.
8) Elaborer et soumettre au CFC et à l’OIC des rapports sur l’état d’avancement, des comptes
et des audits annuels et des rapports d’achèvement de chaque pays ;
10) Organiser des ateliers et séminaires pour analyse et dissémination des résultats du projet.
Chronogramme: Les activités relatives à cette composante vont se dérouler de façon continue
pendant toute la période de réalisation du projet et une partie du mandat de supervision de
l’Agence d’Exécution du Projet sera prolongée afin d’assurer la viabilité du projet.
Coût : Le coût de cette composante est de 1 245 150 dollars américains dont 649 500 dollars
américains pour le Cameroun et 595 650 dollars américains pour la RCA. Ce budget intègre la gestion
et la coordination du projet par l’unité de gestion de chaque pays. Les coûts de supervision, de suivi
et d’évaluation par le CFC, l’OIC. Les services d’expertise sont inclus dans le budget de l’Agence
d’Exécution du Projet (202 500 dollars EU pour les deux pays). Un résumé des coûts du projet par
composante, centre de coût et dépenses et le plan de financement par composante est disponible
en annexe 2.
3. AVANTAGES ET BENEFICIAIRES
Les principaux bénéficiaires de ce projet seront les petits producteurs au Cameroun et en
République centrafricaine. De façon précise, les bénéficiaires directs du projet dans chacun des pays
participants sont présentés ci-après :
Au Cameroun :
En République centrafricaine :
Pour les composantes 1 et 2 relatives à production et à l’amélioration de la qualité, au moins 9 000
petits producteurs seront sélectionnés dont :
5000 pour la réhabilitation (entretien) de 1 hectare par producteur. Les femmes ayant
hérité des exploitations de leurs maris défunts pourront bénéficier de l’entretien de
leurs vieilles plantations dans le cadre du projet. Leur nombre précis sera déterminé
après enquête dès le début du projet ;
2000 producteurs seront également choisis pour le recépage de leur vergers à raison
d’un hectare par personne ;
2000 producteurs seront appuyés pour les créations de nouvelles plantations dans les
jachères ou sur de vieilles plantations à raison d’un hectare par planteur. Les jeunes et
les femmes seront également parmi les bénéficiaires ;
Le mouvement coopératif a connu très peu de succès en RCA. Il conviendra pour le projet
d’aider les producteurs sélectionnés à s’organiser afin de faire des ventes groupés et créer ainsi des
opportunités de réalisation de meilleurs prix. A ce titre, le projet bénéficiera directement à tous les
producteurs. De plus, les femmes commerçantes dans le secteur du café (vente de café moulu ou de
fèves de café) pourront bénéficier d’une meilleure organisation.
Au total, il convient de noter qu’avec l’amélioration des rendements à la suite du projet, Les
revenus des producteurs vont augmenter de façon substantielle. Avec les exploitations renouvelées,
le rendement d’un hectare est au moins 1 tonne, ce qui rapportera aux conditions de prix actuelles,
environ 1000 dollars, représentant plus de 10 fois leur revenu actuel. De façon particulière, le projet
sera très bénéfique à la République centrafricaine qui est classée parmi les pays les plus pauvres de
la planète. Aussi, l’impact de tous ces avantages se mesure au niveau des activités commerciales
étendues, non seulement dans le café, mais aussi dans d'autres entreprises et services de soutien
connexes telles que l'expansion de l'emploi, les revenus croissants, et l'économie élargie. Les
avantages de l'emploi auront des effets multiplicateurs qui vont se répandre par un éventail plus
large sur les économies nationales. Les institutions publiques et privées pourraient davantage en
bénéficier directement. Les instituts de recherche recevront des équipements/outils et des réactifs
pour renforcer leurs capacités et mener à bien leurs travaux de recherche à l'appui du
développement du café. Par ailleurs, L’association du café avec des cultures vivrières constitue un
atout supplémentaire qui apporterait un bénéfice direct aux producteurs de café et à la jeunesse
dans ce projet. Les cultures annuelles fourniront les besoins alimentaires aux ménages et leur
assureront la sécurité alimentaire en leur donnant en plus, des revenus supplémentaires des ventes
de certaines denrées alimentaires. En RCA par exemple, ceci est, aussi bien, très important dans la
contribution à la sécurité alimentaire nationale.
4. ASPECTS ENVIRONNEMENTAUX
La pauvreté rurale accroît la pression sur l’environnement du fait que les pauvres
producteurs, qui n’ont pas de moyens pour améliorer leur système agricole, sont amenés à exploiter
les espaces vierges dans le but d’augmenter leurs revenus. Il est donc nécessaire pour eux
d’améliorer leur système de production de sorte à faire un usage efficace des ressources disponibles
non seulement en termes économiques, mais tout en tenant compte des aspects sociaux et
environnementaux. En d’autres termes, ce projet est conçu pour maintenir les producteurs
bénéficiaires sur leurs anciennes terres agricoles, mais surtout les appuyer avec des intrants
améliorés pour accroître leur rendement et gagner plus d'argent. Dans le même temps, les
producteurs bénéficiaires vont associer leurs plantations de café à des cultures vivrières, tel que
proposé par ce projet. Par conséquent, ces actions vont optimiser le taux équivalent des terres des
producteurs bénéficiaires.
7. PROGRAMME DE TRAVAIL
(Voir Annexe 1)
8. SUPERVISION, GESTION, CONTROLE ET EVALUATION DU PROJET
10. ANNEXES