Organizational Diagnosis of FUNPROCOOP Tender, El Salvador - 37832716

Procurement Summary

Country : El Salvador

Summary : Organizational Diagnosis of FUNPROCOOP

Deadline : 31 Dec 2019

Other Information

Notice Type : Tender

TOT Ref.No.: 37832716

Document Ref. No. :

Competition : ICB

Financier : Other Funding Agencies

Purchaser Ownership : -

Tender Value : Refer Document

Purchaser's Detail

Purchaser : FUNPROCOOP - FUNDACIÓN PROMOTORA DE COOPERATIVAS
El Salvador
El Salvador
Email :direccion@funprocoop.org.sv, e.cochon@ccfd-terresolidaire.org

Tender Details

Tenders are invited for Organizational Diagnosis of FUNPROCOOP in Salvador - Terms of reference -.

FUNPROCOOP - Cooperative Promoter Foundation, created in 1967, has the mission of supporting the construction processes of productive alternatives of rural communities based on the cooperative model, and strengthening rural organizations for the promotion of peasant agriculture. Its 2014-2020 strategic plan foresees 3 axes of deepening: the promotion of the peasant economy, the defense of the territory and the promotion of an alternative energy model, and cooperative integration. FUNPROCOOP has an Agricultural Training School Farm - GECA, which allows it to develop experimental practices, have a training place and its own productive activity that generates income.

FUNPROCOOP and CCFD - Terre Solidaire cooperate since 1997. They have agreed in April 2019 that an organizational diagnosis of FUNPROCOOP be developed in 2019 to evaluate the organizational and financial model of the institution and its adaptation to reality and to a context that has changed strongly since the creation of FUNPROCOOP. The diagnosis will also serve to feed a strategic reflection and the evaluation of the strategic plan in 2020.

Context and problems

El Salvador is the Central American country that most reduced its rural population in the last 50 years, from 61.5% of the population to 36.8%. The country suffered a strong rural exodus and is part of the main migrant-sending countries (the main post of GDP is remittances). In parallel, agricultural exports increased from 80% in 1978 to 6% today in the generation of foreign exchange. In 2006, the economy was totally liberalized through an FTA that had a strong impact, although progressively the agricultural sector, which - with the dollarization of the economy and the adoption of the dollar as a currency in 2001 - increased the great dependence of the economy with that of USA (including remittances from the US). Since the 1990s, the State has not invested sufficiently in the rural sector, with a steady decline in the state budget,

Socially, violence, lack of job opportunities and limited support received, combined with the exacerbation of climate change and increasingly strong infrastructure investment needs, the rural sector and organizations suffer from a strong and short aging female participation Meanwhile, most international cooperation agencies left the country, which has generated a financing crisis in Salvadoran NGOs.

The organizational and financial model of FUNPROCOOP was built at a time of greater presence of international cooperation. With the abandonment of the agricultural sector by the State, FUNPROCOOP`s commitment to the organization of small producers represents activities that need a strong investment in human resources, infrastructure, and a necessary lobbying job to defend agriculture. FUNPROCOOP has always tried to adapt, and has developed its own economic activity next to the GECA

goals

The general objective of the organizational diagnosis is to accompany FUNPROCOOP in the reflection and the transition towards a functioning more adapted to its work context. The specific objective would be to improve FUNPROCOOP`s intervention in its work areas with its allies and target populations.

The expected diagnostic results are:

Institutional and strategic

o The diagnosis provides inputs and guidelines for the reflection of FUNPROCOOP in view of the development of its new strategic plan (as of 2020)

o FUNPROCOOP`s institutional project is redefined, adapted to its context and capabilities, landed on realistic operational objectives, with renewed governance

Organizational

o The diagnosis recommends evolutions of FUNPROCOOP governance, taking into account the strategic orientations and eventually institutional mission adaptations

o The organizational format of FUNPROCOOP adapts and adjusts to your media, financial capabilities, to the context

To achieve this, the diagnosis should encourage reflections and activities around:

o bibliographic review on main projects and activities, documentary “audit” on associative and democratic functioning, accounting review

o An analysis of strengths, opportunities, weaknesses and threats, to better project in the future

o A detailed analysis of the structural, organizational and operational capacities: documents, organizational chart, procedures, human resources management, organizational culture, etc.

o Analyze the external environment: socioeconomic situation of the target group - small organized producers - of allies, state, social and economic actors, international counterparts, etc. and the game of actors

o The formulation of an organizational and institutional development plan, with a view to capacity building, and an analysis of risks and opportunities

o Encourage reflections and activities around: the adoption and implications of the concept of value chains in accompanying the target group, the articulation of the concept of value chains with agroecology

o Necessary innovations in the vision, work approaches, financial sustainability, etc.

o Integration at all levels of a gender and generational approach

[Disclaimer: The above text is machine translated. For accurate information kindly refer the original document.]

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