Continue the building of an agri-agency in Southern Africa The project emerges from a request for Agriterra’s technical support in establishing an agri-agency. In 2015 an quick scope and a presentation to the board was carried out. 
The Southern African Confederation of Agricultural Unions (SACAU) is a regional farmers’ union representing the common interests of farmers in southern Africa. Its core membership is from general purpose apex national farmers’ structures in southern African countries. It has 17 members1 from 12 countries, who combined represents a more than 5 million individual farmers in the southern African region. The organisation is the result of a process of integration of farmers’ unions in the region that started in the past century, leading to its formal establishment in the current form with a secretariat in 2004. One of its outstanding characteristic is the integration of unions of large scale commercial farmers from South Africa, Namibia, and Zimbabwe with successful unions of small and large scale farmers, like in Zambia and Malawi and smallholder unions from many other countries in the region. SACAU is recognised by relevant regional bodies, including the Southern Africa Development Community (SADC), Common Market for Eastern and Southern Africa (COMESA) and African Union / NEPAD as a representative of organised agriculture in southern Africa.
Overall, the following could be envisaged from the relationship:* consultancy support by Agriterra up to the launch,* management support for a limited period once the Agri-agency has been established,* and the posting of an Advisor with the Agri-agency to provide hands on practical support for a period of at least 2 years

Specific Terms of Reference
The following specific TORs will guide this request:
a) Further elaborate the separation of the advocacy function of SACAU – its core business from its development activities (what are the impeding risks inherent in the current arrangements and what (opportunities) will this change bring?b) Determine the structural changes this will imply and any improvements that will be needed on the internal organisation and operating systemc) Determine the skills, knowledge and experience etc. of SACAU members to inform the exchange of expertise amongst membersd) Determine the main areas of focus and service/product menu and related activitiese) Recommend the appropriate governance arrangements, including how the agri-agency relates to the advocacy unit and SACAU broadlyf) Determine the strategy (business model?) and structure of the proposed organisationg) Design the operational structure and internal organisationh) Recommend (an) appropriate funding model(s)i) Provide budget estimates and cash flow estimates over a 5-year periodj) Determine the best approach to operationalising the agency - gradual/staggered, big bang, or both, depending on the aspectsk) Define areas for external technical support/assistance and the forms it may takel) Provide motivation for affiliation to Agricord and determine the requirements for thism) Identify the main risks and key assumptionsn) Produce a business plan for the Boardo) Support operationalisation of the business plan
Approach
The assignment will be undertaken in close consultation with the CEO of SACAU who will also be representing the Board. The Agriterra officer responsible for this assignment is dr. Kees Blokland.
Overall, key elements of the approach will include the following:
a) Desk study
b) Organisational assessment of the Secretariat and selected members
c) Brain storming sessions with relevant staff and or Board Chair regarding strategy, structure, operations and other fundamental matters
d) Consultations with SACAU’s company secretary in order to determine its governance infrastructure, and related institutional arrangements
e) Review of requirements for affiliation to AgriCord
f) Drafting of business plan
g) Presentation of business plan to the Board
h) Learning visits
Deliverables/Output
There will be two main deliverables as follows:
a) A business proposal document of SACAU’s agri-agency highlighting/outlining the following key elements:
i. Background and justification/motivation (on the imperatives of establishing an agri-agency), and structural implications to the current SACAU (what will have to change)ii. Institutional arrangements, including governance arrangements (including relations with SACAU NPC)iii. Strategy and structureiv. Operations/key activities/service menuv. Internal organisationvi. Funding modelvii. Estimated budget (5 years)viii. Cooperation/partnership with Agriterra and other agenciesix. Membership to AgriCordx. Implementation schedulexi. Risk analysis
b) Implementation support for the business planIndicative timetable
a) December 2016: Business plan adopted by the Boardb) January 2017: Start implementation

MICU's goal is to improve the communication and service provision to members, ultimately for regaining trust, increasing the crop volumes channelled via the union and increasing the benefits for the farmers.
2018 : MICU the goal in this year as 6 month contract, will go deep in audit of Financial Accounting  & finalizing balance sheet restructuralisation