Triggering economic potential at payam level in South Sudan 2nd phase The South Sudan Agriculture Producer’s Union was founded in Juba in 2010 by concerned farmers. It is legally registered has a Non Profit Farmer’s Union under the Legal affairs and Constitution Development and SS Chamber of Commerce. The founding members are from all the 10(ten) States of the Republic of South Sudan (RSS). The majority of the founding members are from the 3 (Three) States of Equatoria: Central Equatoria  Eastern Equatoria and Western Equatoria  also called the Green Belt Ecological Zone of South Sudan. The members are already engaged in food production  including vegetables  fruits  cereals  forestry and honey production. SSAPU enables Union members to speak with one voice in the matters that concern them. Lobby and advocacy for a more conducive environment for agricultural entrepreneurship. At grassroots level SSAPU is developing membership and delivering services to the members to address farmers' needs. Although SSAPU is still a young and emerging farmer organization  there is an external representation. 
In consultation with DGIS and the Netherlands Embassy in Juba it has been decided to start up Agriterra activities in South Sudan in support of SSAPU.
At state  county and district (payam) level there is no presence of any umbrella organisations worth mentioning. At village (boma) level  a great variety of local groups exists  often with support from NGO’s. Although the farmers’ movement is progressing  there are a certain number of serious constraints that hamper their development. There is a low educational level of farmers and farming as a business is a totally new concept for them. As it can be expected internal governance practices within farmers’ organisations are still very weak. Services to (informal members) are not well defined yet. There is a clear need for support on the different levels.
The proposed Agriterra strategy consists of the following two main elements: a. Supporting the national farmers’ organisation in its role (policy development  lobby and advocacy) and in the structuring and membership development of the farmers’ movement towards local level. b. Supporting the grassroots’ level in an upwards dynamic towards the top. The support will focus on the payam level  as the first level after the boma level  on which farmers need to be organised. For a start this will be implemented through SSAPU  as there are no local farmers organisations with which Agriterra can have direct collaboration for the moment. It is important to start with existing dynamic groups of semi-commercial farmers.
Expertise will preferably be delivered base on specific demands of farmers and in the form of a trajectory. Agriterra can make largely use of their Agripool for regional (EAFF e.a.) and Dutch agricultural expertise. Agripool expertise should cover three main advisory fields: technical (marketing  specific commodities  mechanisation  policy and advocacy)  institutional (organisation development  internal governance  leadership  internal capacity building) and financial management. 
Although it is Agriterra’s conviction that qualitative competences should be build in a FO  it is proposed that Agriterra will have local presence  at least in the starting phase. This local presence will indeed focus on strengthening the competences within the SSAPU in a sustainable way. To increase farmers’ income through good organization of the farmers  improved agricultural production  processing and marketing  benefiting SSAPU farmer members The project with SSAPU is a continuation of the project started in 2015 (see 5985)
SSAPU 2018 action plan includes activities in the field of lobby and advocacy  field trials and sales for selected commodities (onion and cereals)  training of field facilitators  linking of farmer groups to markets  consolidation of financial management and governance related activities.
  
Agriterra has successfully submitted an agricultural development project to the Dutch Embassy for the period 2019-2023 (inception will start in 2018)  in which SSAPU is involved.
  
Expected results of the 2018 action plan are:
  
1.  Farmers are involved in the policy making processes and informed about other relevant  legislation like the  taxation laws etc. Farmers have become stronger  organized  to resist illegal tax collection. There is extended network and alliance  for lobby activities. There is continuous pressure on budget allocation in favour of farming communities.
2.    There is increased participation in Onion demonstrations and trials in 6 counties and supply to markets. There is increased sale of cereals  as a result of the Value chain analysis and intervention strategy for cereals and linking to markets (WFP  Institutions  private sector).
  
3.    Capacity of the FF's built according to the needs identified. Participation in training from other organisations and SSAPU  have enhanced the skills and competencies of the FFs  to provide excellent extension services to the farmers.
  
4.    100 farmer groups-and-individuals linked to other service providers. 250 farmer groups trained  20 collective actions organized  Field days organised  savings  credit schemes promoted  Market information gathered and shared with farmers and stakeholders.
  
5.    Head office operational costs including salaries of PM  Accountant  driver and support staff  have been accordingly  managed to ensure efficiency and effectiveness and low rate of staff attrition.
  
6.    Operational costs of the field activities including salaries of NOO  FFs are rightly managed to ensure effectiveness  efficiency. There is improved farmer production  productivity  sales  income and improved welfare.
  
7.    AGM  4 Board meetings organised and there is  strategic direction and management of SSAPU at National and subnational level.  SSAPU financial base is increased to improve operations of the organizations. The asset  procurement policy is developed to enhance and ensure good governance.
  
8.    SSAPU cumulative registered membership increased from 9046 to 11 000.  60% total female farmers  reached and benefit from services.
  
9.    Branch/board meetings held strategic guidance and pro- farmers decisions made.