This presentation shares CARE Peru's experience promoting the establishment of independent, private sector service providers in various agricultural value chains.

1. Alejandro Rojas Sarapura
Sustainable Development Coordinator
CARE Peru
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2. “Before country people were different. We were
forgotten, marginalized and poorly regarded
because we wore skirts and sandals. The animals
we had were creoles, natives, not of good race.
CARE has come to enable us. We have reflected
and attended the training. The women never met
together, they never had a leader. This is
changing now”.
Tomasa Chipana,
Huancané, Puno, Perú.
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3. Organization and
National Association
Government
Technical
Microfiance Corporate Social Assistance
Responsibility Providers (PAT)
Comercialization
Local
and the market Government
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4. Local young people without higher education
or graduates of local universities and colleges
with service-oriented enterprise who are
trained to provide technical assistance to
small rural producers based on demand.
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5.  Families have access to PAT  Families have access to
only for the duration of the PAT in a sustainable
project. manner.
 Culture barriers to the  PAT are from the same
provision of PAT. community.
 Unsustainable results  PAT receive income for
 Weak market linkage for services rendered.
small farmers  PAT consolidate supply
 Producers wasted of small producers.
opportunities beyond the  PAT diversify services
life of the project. and provide information
 Lack of coordination to producers.
between technical courses  Local youth are engaged
and field needs in profitable activities.
Before After
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6. PUNO
The PAT is a young man chosen by the
Community Assembly and is trained to provide
technical assistance to small farmers.
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7.  Puno is the second poorest department en Peru.
 79% poverty and 50% in extreme poverty.
 Low income, low productivity and poor quality of
livestock in offer, commercial constraints put on
farmers.
 Between December 2005 and November 2008,
CARE Peru implemented the project „Income and
Employment Generation in family production
units of the high mountains, through the
development of value chains of beef cattle in the
department of Puno.
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8.  The project developed strategized based on
the value chain approach, capacity building,
creation of local technical assistance services
(PAT) and the establishment of partnerships.
 Finally, households increased their net
income by 76%. The goal was 25%.
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9.  Local youth chosen to work in their
community.
 Most of them with basic education.
 Service oriented and fixed residence in the
community where they operate.
 Trained in fattening, breeding, identification
and treatment of simple illnesses.
 PAT speak the local language.
 PAT charge for the services they offer.
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10.  National service of agrarian health (SENASA)
 National Institute of Agriculture Research
(INIA)
 Local governments
 Private providers of agricultural and
veterinary supplies.
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11.  Organization of productivity chain
 Identification of potential PAT
 Transfer of skills with a focus on results:
◦ Farming and marketing of cattle
◦ Forage grasses
◦ Artificial insemination
 Partnerships
 Promotion of PAT services
 Support and monitoring
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12.  200 to 1500 grams/day, improved weight gain.
 From 18 to 4 months: decreased the fattening period
 76% increase in net income of families (Target: 25%)
 Over 20 million soles in sales (US $7,650,000)
 500 to 800 soles/month: income from farming
activities
 109 PAT formed: three thousand attended to 187
families of farmers.
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13.  The impact assessment was carried out by a
company after two years of the completion of the
project, a total of 182 beneficiary households
and 120 controlled households.
 Average income in 2010 (Group 1) was s/.7,346
(U$2,772).
 Average income in 2010 (Group 2) was s/.
13,309 (U$5,022).
 81% increase in income compared to 2007.
 Poverty fell from 81% to 29%.
 27.8% of families and 7.5% in the controlled
group save.
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14.  The impact assessment found that the key elements of the
sustainability of the project were: (i) training of PAT, (ii)
Increainging productivity of beef cattle (balanced diet, sheds
and stables) through capacity building, (iii) clear strategies for
maketing (selection and transport.
 Change in the balance of power – empowerment of women.
 Improvements not only objective but also subjective.
 A greater sense of well being in the households operated,
whose members reported satisfaction with the increased
revenue, the sense of „living well‟, belonging to a middle class
or higher, and changes in self-perception of poverty.
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15. CARE Perú_Alejandro Rojas 15

16. The role of PAT
Buyer – Final Market
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17. Small Holders(Average Model of access for small producers to
½ Ha) market: Case Artichokes
<½ credit Microfinance
Ha Institution
$2.30 doc – Credit
Payment
<½
Ha Pay the
credit
<½
Ha $2.35 doc
Technical
Assistance Exporter?Ma
Provider
<½ rket
Ha - PAT -
Products
of + 3 ha
<½
Ha
•Technical
<½
Support
Ha •Gathering
$0.05 doc
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18. CARE Perú_Alejandro Rojas 18

19.  Leading producers
 1 to 2 producers from community
 Participate actively in meetings and trainings
 Competency-based assessment (procedural,
attitudinal, knowledge), in the development
of training workshops.
 Graduation:
◦ Of a total of 120 participants, 82 PAT were able to
graduate.
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20. Modules Competencies
Promotes the development of the business, social and
technial skills of PAT through training. Transfer of
General Competency
technology and suppor tto guide sustainable
development.
Module 01:
Transfer of cocoa farming technologies to PAT, as part of
Process Extension and technology development programs.
Technical Transfer
Module 02:
Provides technical assistance to the PAT on the cultivation
Agricultural Management of cocoa, with modern approaches to agricultural
(Fertilization and extension.
Productivity)
Module 03: Promotes the facilitation techniques of PAT through
experiential methodology and exchange of experience to
Farmer Field Schools improve productivity in the cultivation of cocoa.
Module 04: Knows and applies the basic tools and the importance of
corporate strategic management, business vision of
Business Organization cocoa, investment records, niche markets, associativity
and Management and formalizatin.
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21. Three Associatins of Technical Assitance
Providers (ASPAT) have been formed:
 „ASPAT – Green Action‟, composed of 19
members, Chirinos District – The Coipa
 „ASPAT – Brisas del Valle Azul‟, consisting of
20 members, District San Ignacio, Huarango.
 „ASPAT – Integrating Green Valley‟, consisting
of 15 members, Jaen.
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22. Cocoa Crop •Plantation design
Management •Nursery management
•Cocoa grafts
•Fertilization of Cocoa
•Integrated Pest Management
•Pruning
•Cocoa crop
Facilitation of •Facilitating workshops in crop management
Workshops •ECAS
Post-harvest •Construction of fermenters crates
Management •Construction of solar dryers
•Fermentation, pre-drying, drying and storage.
Comercialization •Cocoa Collection
•Quality control
•Organic Program Inspector (UTZ, Organic, Fair Trade)
•Value Added (Chocolates)
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23.  Age 3 months
 Production cost: 1 seeding s/. 0.45
(U$0.17)
 Cost of sales of the seedling s/. 1 (U$0.37)
 Net income per seedling s/. 0.55 (U$0.21)
 Net income for 5000 seedlings s/. 2.769
(U$1,045)
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24.  Age 4.5 months
 Production cost 1 seedling for s/. 1.10
soles
 Cost of sales of the seedling: s/.2.30
 Net income per seedling: s/.1.20 (U$0.45)
 Net income for 5000 seedlings: s/. 6,239
(U$2,354)
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25. Alejandro Rojas Sarapura
Sustainable Development Coordinator
CARE Peru
arojas@care.org.pe
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