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Mission
Swisscontact promotes economic, social and ecological development by supporting people to successfully integrate into local commercial life. Swisscontact creates opportunities for people to improve their living conditions as a result of their own eorts. The focus of its systemic interventions in the private sector is the strengthening of local and global value chains. Through its projects, Swisscontact enables access to professional training, promotes local entrepreneurship, creates access to local nancial service providers and supports the ecient use of resources with the goal of successfully promoting employment and income generation.
Content
Mission Foreword Approach South Asia South East Asia Success Stories Overview of Projects Donors Management 02 03 06 07 15 23 25 27 28
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Foreword
Dear Reader, Asia is certainly one of the most dynamic regions in the world with impressive economic growth rates over the last few years. However, at the same time, disparities between poor and rich become more and more evident and the fast economic growth endangers natural resources. Swisscontact supports private and public partners in addressing these challenges in Indonesia, Laos, Myanmar, Bangladesh and Nepal. For Swisscontact 2012 was a very positive year in terms of progress in ongoing programs as well as expansion into new projects. We managed to grow and expand our activities into Nepal and Myanmar. The extensive learning that we generated over the past years is being successfully transferred into new projects. The results achieved so far are the proof that we are on the right path and that we are capable, together with our partners, to deliver high quality project work in favor of disadvantaged communities. In South Asia, our development projects include pro-poor market development, skills development and newly resource efciency projects - with a focus on Solid Waste Management. We also run a recently awarded Supplier Qualication Project in the textile sector. Skills development has been one of the priorities for 2012, where we were able to diversify our activities into different economic sectors. The current projects in skills development reach over 92,000 young men and women in Bangladesh and Nepal. In Bangladesh we recently completed one of our skills development projects, which started in 2009, and has exemplied replicable models for other projects in the region. In the market development arena, we extended our work into new areas of Bangladesh, mainly the chars. Following the making markets work for the poor approach, more than 2.1 million farmers and enterprises around Bangladesh prot from our interventions. In Nepal, we have set up a new country ofce. Swisscontact was present in Nepal previously and we are glad to be back. We designed a new skills development project to start in 2013 and consolidated a promising market development program.
In South-East Asia we have a strong focus on market development projects. In Indonesia, we currently manage a portfolio of eight projects focusing mostly on market development in different industries. In particular Cocoa has become a key value chain where Swisscontact Projects in Indonesia have become international references. The current projects target around 80,000 households involved in the cocoa production, improving their livelihoods and production capacity signicantly. In particular the SCPP project is considered a best practice example in establishing successful private-public partnerships with the major cocoa traders and processors in Indonesia. Tourism promotion is another priority in Indonesia with a large project on Destination Management and capacity development of local TourismManagement Organizations (TMOs), aiming to improve the competitiveness of Indonesias tourism industry. Swisscontact is applying a comprehensive approach towards Destination Management by strengthening local stakeholders and communities in internal tourism management as well as promoting regional collaboration for external destination marketing. In Laos, we continued our work in tourism development with a destination management approach. In Myanmar, we elded a mission to explore potential future activities for Swisscontact and managed to identify several promising projects. In both countries we see an important potential for Swisscontact to engage in meaningful development. Our objective remains to add real value to the development process in the whole region. We are thankful for the important contributions of our partners in the private and public sectors as well as the many local NGOs working with us and helping us in fullling our mission. We are grateful to our donors for the condence they put in us in delivering high quality and sustainable impact at the needed scale. We also would like to express our gratitude to all our staff and to thank them for their tireless efforts and commitment. We are looking forward to a successful collaboration in 2013.
Peter Bissegger
Regional Director Regional Ofce South East Asia (ROSEA)
Manish Pandey
Regional Director South Asia Regional Ofce (SARO)
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Swisscontact Approach
As an expert organisation, Swisscontact carries out high-quality project work on site. The cost-effectiveness and efciency of its services is proven by well-documented, transparent monitoring and quantication procedures. Recurring internal and external checks provide proof of continued, sustainable development of expertise, skills and practical know-how. Swisscontact was established in 1959 as an independent organisation by notable gures from the worlds of commerce and science in Switzerland. It is exclusively involved in international co-operation and since 1961 has carried out its own and mandated projects. Since it was founded, Swisscontact has had close ties with the private sector. In 2012 Swisscontact is active in 27 countries and had some 750 employees. The organisation is based in Zrich.
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Katalyst
Katalyst is one of the leading projects in the world applying the pro-poor market development approach (known as Making Markets work for the Poor or M4P). Impacts are achieved by facilitating successful changes in existing market systems and in the behaviour of those market players involved in such systems to present new opportunities to the target beneciaries. Such new opportunities include increasing access to relevant information, valuable services and quality inputs. This has resulted in better practices, increased income, leading to improved living conditions and better lives for the poor, and gradually reducing poverty. Katalyst has been working in around 30 sectors since 2003. The project has completed two phases; the rst phase started in March 2002 and ended in October 2007 and the second phase started in March 2008 and ending in March 2013. The third phase is due to start in March 2013. In this time, the total number of farmers and enterprises beneted is 421,000; total amount of income increase is USD 45 million as a result of the projects interventions. A recent study showed that traditional forms of packaging cause around 30-40% post-harvest loss in the vegetable, sh and fruit sectors. To minimise this loss, Katalyst partnered with Bengal Plastic to introduce plastic crates for the farmers to carry their produce. Around 400 value chain ofcials were informed about the benets of using plastic crates at farm level and for long distance transportation. More than 2,500 crates were sold during the pilot phase (up to May 2011). Encouraged by this success, in March 2012, Bengal Plastic launched two new types of plastic crate for sh and vegetable.
Highlights in 2012:
Katalyst partnered with the Rural Development Academy (RDA) to develop the technology for trichoderma. Trichoderma is an environment-friendly, soil-borne fungus that speeds up the decomposition of organic materials. RDA produces trichoderma activator in its culture laboratory at Sherpur, Bogra. To date, around 200 local service providers have been trained to disseminate knowledge on this technology to farmers. RDA also engaged ten sales agents to market trichoderma in the surrounding districts and to ensure that it is used effectively at the household level. Katalyst supported Ispahani Biotech, a leading integrated pest management (IPM) company, to organise a cluster demonstration in Chuadanga, on the use of pheromone traps for effective pest control. 197 farmers along with other IPM techniques received training in the usage and benets of pheromone traps to control crop infestation. After reading the results of an IPM study on improved crop production, Katalyst recommended policy change to government, resulting in an Amendment of the Pesticide Rules, 1985, allowing the private companies to commercially sell IPM tools.
Highlights in 2012:
Partnership with two agro-input companies and a regional feed mill established. Facilitated training of 200 input retailers on agriculture and business practices. Supported partner companies to establish around 100 demonstration plots in 4 districts on maize and chilli. Supported 11 local traders to provide inputs and training to maize producers on the chars. Collaboration with a national technical institute to carry out research on suitable boat designs for the chars.
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SkillFUL
SkillFUL aims to improve the skills-based opportunities for sustainable income generation for the labour force in the informal economy, particularly women, youth and People with Disabilities (PWDs) in Dhaka, Kurigram, Sunamganj, Nilphamari, Jessore and Bogra. The project components include Training Needs Assessment (TNA); development of curriculum guides and training of trainers; capacity development of training facilities and facilitating trainings; introducing certication of private training service providers; employment support to trainees and graduates; facilitating nancial linkages with Training Service Providers (TSPs), trainees and graduates. A total of 4,745 trainees from 6 target areas were enrolled into the TSPs, out of which the number of females were 3,560; males were 1,185 and Differently-abled People were 53. Among whom 2,389 have already graduated. hand embroidery/stitching, block and batik print, etc. The project has engaged workshops and factories as alternative to training centres to carry out workplace based training models. So far, it has been an effective approach for training underemployed workers in the informal economy. Some of these workshops, serving as TSPs, are also selling the nished products prepared by trainees during training. Such practices are also helping them generate additional revenues. All the TSPs contracted under the project have seen incentives to share cost during training implementation, thus guaranteeing their ownership. Furthermore, TSPs have been encouraged to charge training fees from trainees and in many cases it has been recorded that trainees have contributed a nominal amount as their contribution to trainings. The project has facilitated discussions and established linkages between many TSPs and nancial institutions and 3 TSPs have availed loans to expand their training operations as they have begun to comprehend the potential of training as a business. Some TSPs in Nilphamari and Dhaka have shown interest and are already pursuing loans with similar plans.
SkillMark
SkillMark contributed to the skills development portfolio of Swisscontact SARO as the pioneer in 2009. The project operates mainly in Dhaka by improving the competitiveness of selected economic sectors. The project assesses their needs of skilled labour and facilitates marketbased mechanisms that ensure the sustained availability of skilled workers. Over the years, it has partnered with 5 Training Service Providers (TSPs) to facilitate their capacity development and promotional activities till 2012. Beneciaries of SkillMark primarily comprise of poor unemployed/underemployed young men and women who have enrolled themselves as trainees under the upgraded training delivery mechanism in the partner TSPs of SkillMark. By the end of the project a total of 5 private TSPs were partnered with and their capacity was developed for better delivery of both theoretical and practical training sessions. As of December 2012, a total of 4,108 trainees have been enrolled in the partner training institutions out of which 2,317 have graduated successfully.
Highlights in 2012:
Modular contents of all the training curricula have allowed TSPs to implement customised short courses relevant for the trainees as per their specic needs. In many places training sessions are also being conducted in exible hours, ensuring participation of more trainees. Workplace based training has been introduced in Kurigram and Sunamganj, in trades such as carpentry,
Highlights in 2012:
SkillMark has facilitated the launching of the rst ever training institute in the Alternative and Renewable Energy Sector in Bangladesh. It is known as the Institute of Clean Energy Training and Research (ICETR) as a sister concern of PSL (Prokaushali Sangsad Ltd.) who are one of the partners of SkillMark. Competency Based Training (CBT) curriculum on Solar Energy Technician has been developed and distributed among the partner TSPs. CBT Manual on Cook occupation has also been developed and distributed among the partner TSPs along with non-partners such as National Hospitality and Tourism Training Institute (NHTTI).
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Highlights in 2012:
Forum for Skills Development Partners (FSDP) formed. MOU signed with BGMEA and NGO Federation. 2 Awareness raising campaigns were organized in different parts of Bangladesh. 60 competency standards submitted to BTEB. developed and
15 curricula on 6 occupations developed and submitted to BTEB. Competency Based Learning Materials (CBLM) on 6 occupations (skills level-1) developed. Syllabuses of 6 BTEB Trade Courses (360 hours) have been revised, reecting the need of the market. The revised syllabuses have already been approved by BTEB. Glossary of TVET terminologies developed.
Highlights in 2012:
Inclusion of a broader target group (different management levels and workers) to foster dialogue in the factory and spread the learning at different levels. This will help make the project intervention more sustainable. In-factory trainings were added with greatly expanded target groups (especially to include workers) to support this knowledge transfer. New indicators were added for health and safety and worker satisfaction that go beyond what social standards capture. A very advanced factory created a worker participation fund with our support. Workers receive part of the factory prots paid out in cash.
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Towards sustAinable quality healthcaRe delivery at grasSroots level through Active participation of civil society organisatioNs (TARSAN)
TARSAN project aims to contribute to a more qualied, sustainable and accessible quality healthcare service for the poor living in rural Bangladesh by engaging local Civil Society Organisations (CSOs). The project assists in the development of Community Paramedics (CP) from three disaster prone areas of Patuakhali, Nilphamari and Sunamgonj. These CPs will be skilled in basic general health, maternal health, neonatal & child health and other reproductive health issues. Community Paramedic course is a two years course designed by the Ministry of Health and Family Welfare (MoH&FW) for creating an additional health workforce in the healthcare system. Through a scholarship scheme TARSAN will support 600 CP students from the above mentioned districts. Currently, there are 58 students studying to be Community Paramedics after receiving the scholarships. After January 2013, they will get certication from Bangladesh Nursing Council (BNC). Besides this, 13,607 community people, mostly female are aware about Community Paramedics as being a skilled workforce in the health sector. They are also more aware about maternal and child health related issues through Uthan Baithak meetings.
Highlights in 2012:
After completing the design phase, NMDP has started working in the following agriculture sectors: dairy, vegetables, ginger, aquaculture, pigs.
Highlights in 2012:
Community Paramedic course has been afliated by the Ministry of Health and Family Welfare through Bangladesh Nursing Council (BNC) in September 2012. 15 Community Paramedic students are getting scholarship from other sources. 10 students are CSOs/NGOs. getting study loan from
Financial institutes (Rupali Bank Ltd., etc.) have committed to provide startup loan for the Community Paramedic graduates.
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LED NTT
LED NTT in its second phase aims to improve the performance of 3 economic sectors (cashew, cocoa, seaweed) and a service sector (Regulatory Impact Assessment RIA and One Stop Services OSS) in selected districts of NTT (East Flores, Sikka, Ende and Alor) whereby contributing to reduce poverty in the target areas. The project targets 4,100 poor households beneting through direct training in agricultural practices.
Highlights in 2012:
The project has facilitated the process of producing 362,580 tons of organic cashews per-year of 6 farmers groups. There are 346 people registered in 2 organic cashew processing units and at the household level. Through cashew processing unit (brown skin), the project has increased the incomes for 106 households on an average of USD 98 and for 300 households from sold in-shell cashew on an average of USD 53. 20 full time jobs have been created in one local processing unit at the village level with an average income of USD 100 - 150 per month for 3 months (October December). In 2009, the rst and only agriculture vocational school with organic GAP included in the curriculum, was established in one of the cashew target villages, with a total of 68 students until today. Cocoa has an increased productivity of 150% or 625 kg per hectare compared to baseline data from 2007 of 250 kg per hectare. This reects an increase in income from IDR 2,250,000 per hectare in 2007 to IDR 5,625,000 per hectare in 2012. Service providers in cashew sector (Cooperatives and Facilitators) and cocoa sector (Village Cocoa Clinic VCC) were promoted and delivering their services on productivity, introducing Internal Control System (ICS) for organic, joint marketing of cocoa seedling to farmers, local NGOs, local government, etc. One cooperative has created prot reaching USD 5,600 from buying and selling organic cashew and providing micronance services. 3 cooperatives in cocoa sector created prot reaching USD 8,374 from buying and selling cocoa beans and USD 5,805 from service provision for giving information on productivity and nurseries. Based on the impact study in both sectors, the project has contributed to increasing livelihood of the beneciaries: improvement of housings, access to electricity and water, education institutions, health facilities, local market and information sharing.
Highlights in 2012:
First batch of 6,000 cocoa farmers trained in West Sulawesi, South Sulawesi, Central Sulawesi and follow-up support provided to 12,540 previously trained PEKA cocoa farmers. 403 previously trained PEKA Cocoa Producer Groups (CPG) followed-up and supported. An additional 200 new CPG supported and strengthened through improved group management, nancial and organisational capacities. 173 extension staff attended Master Training in how to conduct trainings for farmers in Good Agricultural, Social, Environmental and Business Practices. The participating extension staff were from public and private sector partners. Preparations are being made for cocoa farm certication processes based on international sustainability criteria under UTZ Certied and Rainforest Alliance. 6 business partners committed to integrating traceability and sustainability into their supply chains.
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Lao PLUS
The Project seeks to increase the market for local products purchased by tourists. This has the potential to increase incomes for local farmers, processors, traders and other market actors. PLUS promotes labeling and standards for a wide range of local food products and focused in its pilot phase until end of 2012 on product development for mango sheets. PLUS follows a three pronged approach consisting of: promoting local products targeting the tourism sector through the market development approach; laying the foundations for public and private sector stakeholders to initiate a destination management approach for Champasak; and promoting capacity building of local agencies on market development and value chains. The project is in its rst phase 2011-2012 and will enter a second phase of 3 years in January 2013.
Highlights in 2012:
Livelihood indicators related to education, nutrition and household assets have shown improvement for 1,820 people (455 HH with 4 members each) in 3 selected districts of Champasak province. Productivity of 438 mango farming households increased from 270 tons in 2011 to 541 tons in 2012.
Highlights of 2012:
After conducting a potential assessment of new tourist destinations in both regions, Tourism Prole Brochures and a Tourism Map have been published. Joint efforts in tourism destination management and marketing result in the development and sales of new tourism packages; National Tourism Magazines and local newspapers publish tourism activities. Business link established between pepper farmers in West Kalimantan (with a potential supply of 100 ton) and a major spice supplier to European markets. An Investor Survey (needs assessment of investors) was conducted to improve investment conditions in Central Java. RED strategies have been developed together with the partners in both regions; the model for regional planning will be used by Bappenas as an example for other regions.
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Highlights in 2012:
Field Facilitators (FFs) have trained 1,709 farmers on solar dryer technology and access to market (including 1,094 farmers who are facilitated by local government).
Highlights in 2012:
PEKA reached 12,540 cocoa farmers (21% women), increasing their productivity by 124% from an average of 330 to 740 kg of cocoa per hectare per year. This directly led to a 101% average increase in cocoa farmers income (from USD 697 to USD 1,400 per hectare per year). A total of 1.2 million unproductive cocoa trees were rehabilitated (1,500 hectares) through side-grafting techniques. Project supported cocoa traders (SMEs) saw a 19.7% increase in total sales volume over the project period and increased their number of employees by 37.5%, from 365 to 502 over the same period. In an independent assessment of SME owners, 82% reported improved nancial management and 76% reported an increase in business prots.
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TAPP
TAPP was running from 2007 to September 2012. The project partnered with well reputed Indonesian Polytechnics like POLMAN, ATMI and POLINEMA. The project goal is to create a qualied technical labour force which will support short term reconstruction and sustainable private sector led growth. The purpose of the project is to create a nancially viable Polytechnic Institute with a good reputation among industries and communities for high quality technical education that provides a broad variety of technical education schemes to a diverse range of students.
WISATA
Highlights in 2012:
Second batch of 120 students have graduated from D3 programs in September 2012. More than 70% of 2011 graduates have found employment 6 months after graduation. Polytechnic Aceh graduates are clearly more successful on the labor market than graduates from any other Acehnese institution of higher education. Polytechnic Aceh is offering job placement services to Acehs University graduates. The WISATA project aims to increase the competitiveness of the tourism destination Flores. The direct beneciaries of the project are an estimated 5,000 people working in the tourism businesses, the local government agencies in 8 districts in Flores, as well as the provincial and the National Government represented through the Ministry of Tourism and Creative Economy. The project is expected to increase tourist arrivals in Flores from the current 25,000 tourists to 45,000 in 2013, an increase of 30% for businesses working in the tourism sector as well as 7% annual increase in average daily visitor spending. The project strengthens the capacity of local Tourism Management Organisations (TMOs) and supports the establishment of an effective destination management organisation (DMO) on a regional level. The DMOs act as catalyst and facilitator in internal destination improvements and in external Destination Marketing functions. The Project also supports the development of local and regional tourism government plans, the preparation of Tourism Objects and Information and the involvement of local communities in tourism sector and the local tourism industry to offer appropriate services & facilities. of handling tourists visiting the village as well as providing suitable services for these visitors. Supporting different subsectors such as tour guides, hotels and restaurants, as well as boat operators through capacity building. Developing toolkits for trainings of different positions within the tourism sector (i.e. general management, cook, tour guide etc.). A working group for Disaster Risk Reduction (DRR) in tourism sector in one city has been formed and disaster awareness and tsunami evacuation workshop for tourism SMEs has been conducted. Through the facilitation of the local solid waste management working group the development of a Roadmap 2012-2015 for waste management dening responsibilities, facilities needed, necessary funding and the details of implementing waste management actions was developed.
Highlights in 2012:
In all 8 districts of Flores local tourism management organisations (TMOs) are established to coordinate and support local sustainable tourism development. The regional Flores Destination Management Organisation is operational, the secretariat in Ende and its ofce in Bali are linked to the tourism market established. The TMOs and DMO opened 3 Tourism Information Centers in different cities of Flores, which are operational. A supported farmer group is constantly supplying tourism businesses (hotel, restaurants and life abroad) in Labuan Bajo with organic vegetables. The Farmer group is also providing consultations to other interested farmer groups to expand and adopt the same approach. Organic farm training has been conducted for one farmer group in Egon village, Sikka. 10 farmers were educated with organic farm principles and benets. Through institutional capacity building the project supports local community organisation of traditional villages responsible for managing the village attractions. The focus was set especially on the way
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I am very pleased with Swisscontacts Sustainable Cocoa Production Program. Earlier, I could only produce around 1.5 tons of cocoa beans per hectare per year, but now, I can produce up to 5.4 tons per hectare per year. Currently, my cocoa business has expanded into bean sales, nurseries and micronance. I am able to meet my familys needs and also am able to send all my six children to school and university.
The training I received has broadened my outlook and increased my knowledge. I am more condent and motivated after my training. I wish more people will be benetted by the SkillFUL project.
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Overview of Projects
Project Name
Swisscontact Head Ofce
Overview of Projects
Contact Address Supported by
ROSEA
Project Name
Regional Ofce South East Asia
Deltschiweg 39, CH-8055 Zrich, Switzerland Phone +41 44 454 1717 Fax +41 44 4541797 walter.horn@swisscontact.ch
Contact Address
Jl. Terusan Hang Lekir II No. 15 Kebayoran Lama, Jakarta 12220, Indonesia Phone +62 21 7394041 Fax +62 21 7394039 peter@swisscontact.or.id prashant@swisscontact.or.id martin@swisscontact.or.id Jl. Tanggul, Desa Pngo Raya, Kec. Ulee Kareng 23119, Banda Aceh, NAD, Indonesia Phone +62 651 31855, Fax +62 651 31852 martin@swisscontact.or.id Bali Ofce: Jl. Batur Sari 20 SB, Sanur 80228, Bali, Indonesia Phone +62 361 283 221 Fax +62 361 271145 Labuan Bajo Ofce : JL PW Papua Lingkungan I. Kampung Ujung, Labuan Bajo, Manggarai Barat 86554, NTT, Indonesia Phone +62 385 41844 Maumere Ofce : Jl. Cemara 14, Nangametin Alok Timur, Maumere 86111, Indonesia Phone +62 382 2700078 ruedi.nuetzi@swisscontact-wisata.org
Supported by
SARO
South Asia Regional Ofce Manish Pandey Regional Director, South Aisa House 19, Road 11, Baridhara, Dhaka 1212, Bangladesh Phone +88 02 988 26 63 Fax +88 02 988 33 19 manish.pandey@swisscontact.org.bd House 20, Road 6, Baridhara, Dhaka 1212, Bangladesh Phone +88 02 882 3822, +88 02 886 1416 Fax +88 02 882 9555 goetz.ebbecke@swisscontact-bd.org UKAid, Swiss Agency for Development and Cooperation (SDC), Embassy of the Kingdom of Netherlands, Canadian International Development Agency (CIDA) SDC TAPP
USAID
Katalyst
WISATA
Making Markets Work for Jamuna, Padma and Teesta Chars (M4C)
Bogra Ofce: CIWM Building (5th Floor), RDA, Bogra 5842, Bangladesh Dhaka Ofce: House 19, Road 11, Baridhara, Dhaka-1212, Bangladesh Phone +88 02 988 26 63 Fax +88 02 988 33 19 fouzia.nasreen@swisscontact.org.bd
16, Shikkha Bhaban (Ground Floor), Abdul Gani Road Dhaka 1000, Bangladesh Phone +88 02 956 9348 jeoungkeunlee@gmail.com House 19, Road 11, Baridhara, Dhaka 1212 Bangladesh Phone +88 02 988 26 63 Fax +88 02 988 3319 martin.dietschi@swisscontact.org.bd House 19, Road 11, Baridhara, Dhaka 1212, Bangladesh Phone +88 02 988 2663 Fax +88 02 988 3319 belayet.hossain@swisscontact.org.bd
Jl. Terusan Hang Lekir II No. 15 Kebayoran Lama, Jakarta 12220, Indonesia Phone + 62 21 7394041 Fax + 62 21 7394039 peter@swisscontact.or.id JI. Pahlawan No. 14, Ende, Nusa, Tenggara Timur, Indonesia Phone +62 381 24102 Fax +62 381 24102 roland@swisscontact.or.id Ban Naxay, Seysettha District, H 429, Unit 41 P.O. Box 9997, Vientiane Capital, Lao PDR Phone +856 21 454 650-1 Fax +856 21 454 654 buakhaiedc@gmail.com Jl. Dewi Sartika No. 6, Ende, Flores NTT, Indonesia Phone +62 381 24101/2 Fax +62 381 241103, +62 381 241103 Kantor BPPPMD Kabupaten Sikka Jl. Mawar No 24, Maumere, Flores, NTT, Indonesia Phone +62 382 23107 Fax +62 382 23107 josiano@ledntt.swisscontact.or.id
Ford Foundation
SkillMark
Manish Pandey Project Manager & Regional Director, South Asia Belayet Hossain National Ofcer
LEDNTT House 19, Road 11, Baridhara, Dhaka-1212, Bangladesh Phone +88 02 988 2663 Fax +88 02 988 3319 jafar.ahmad@swisscontact.org.bd House 19, Road 11, Baridhara, Dhaka-1212, Bangladesh Phone +88 02 988 2663 Fax +88 02 988 3319 devi.dahal@swisscontact.org.bd Oasis Complex, 49 Dhara, Patan Dhoka, Lalitpur, Nepal Phone + 977 1 5536144 tim.tuckett@samarth-nepal.com European Union (EU)
TARSAN-CSO
SkillFUL
NMDP
Jl. Teuku Umar, Lingkungan Glee Geurah No. 1, Sentui Banda Aceh, NAD, Indonesia Phone +62 651 41850 Fax +62 651 41207 manfred@swisscontact-aceh.or.id Jalan Ahmad Yani No. 14A, Gampong Jawa Muka Langsa NAD, 24416, Indonesia Phone +62 641 23601 Fax +62 641 23601 ferry@swisscontact.or.id Medan Ofce: Komplek Taman Setia Budi Indah, Jl. Chrysant, Blok E No. 76 Medan 20132, Sumatera Utara, Indonesia Phone +62 061 8229700 Fax +62 061 8229600 Makassar Ofce: Gedung Graha Pena , 11th Floor, Kav. 1108-1109 Jl. Urip Sumoharjo No. 20, Makassar 90231,Sulawesi Selatan, Indonesia Phone/Fax +62 411 421370 manfred@scpp.swisscontact.or.id
SCPP
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Donors
Asia Management
ADB
Peter Bissegger Walter Horn Manish Pandey Prashant Rana Martin Stottele
Project Management
Abdul Awal
Manfred Borer
Victoria Carter
Grgoire Delbruyre
Martin Dietschi
Goetz Ebbecke
Manfred Egger
Catharina M. Guntz
Mujibul Hasan
Belayet Hossain
Farida Husain
Meihaar Josiano
Shahnewaz Karim
Markus Kupper
Jeoung-Keun Lee
Fouzia Nasreen
Ruedi Nuetzi
Roland Pakpahan
Elvy Setheono
Dollaris R. Suhadi
Etih Suryatin
Vu Phuong Thao
Nicolas Tomecko
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We Create Opportunities
Swisscontact SARO : House No. 19, Road No.11, Baridhara, Dhaka-1212, Bangladesh Phone +88 02 9882663, 9887264-5, +88 02 9883496, 9882067, Fax +88 02 9883319 www.swisscontact.org.bd Swisscontact ROSEA : JI. Terusan Hang Lekir II, No. 15, Kebayoran Lama, Jakarta Selatan 12220, Indonesia Phone + 62(0)21739 4041, Fax : + 62(0)21739 4039 www. swisscontact.or.id