APFP FO4A Regional Project Completion Report

 EXECUTIVE SUMMARY

1. The Asia-Pacific Farmers Program (APFP) and the Support to Strengthening FOs for Asia (FO4A) builds on previous program Medium-Term Cooperation Program (MTCP2) and the ASEAN Farmers Organization Support Program (AFOSP) primarily strengthened the policy engagement of FO networks. While improvement in policy engagement opened window of opportunities to improve livelihood of small-scale farmers but to actually seize the opportunities there should be more directed intervention related to agri-enterprise development thus APFP-FO4A shifts focus to deeper market engagement- enhancing bargaining power, value addition, efficiency, risk-sharing, and integration across value chains with the aim of contributing to poverty reduction and ensuring nutrition and food security through instrumental support to Farmers’ Organization (FOs) to deliver demand-driven business and technical services and to engage effectively in policy dialogue, improving farmer livelihoods and incomes across Asia and the Pacific. 

2. Over five years, FO4A and APFP operated amid overlapping disruptions—COVID-19, climate shocks, political instability, and global crises—that constrained mobility, disrupted markets, and increased production costs for smallholders. Extreme weather events across Asia further reduced productivity and heightened food insecurity, while geopolitical tensions drove up input prices. In response, the program adapted through digital and hybrid delivery, localized implementation via farmer organizations, and stronger focus on resilience, diversified livelihoods, and local value chains. Regional solidarity and policy advocacy, led by networks such as the Asian Farmers Association and La Via Campesina, reinforced these efforts. Despite the challenges, flexible design and strong FO networks sustained implementation and strengthened the resilience, capacity, and recognition of farmer organizations as key actors in rural development and food security. Strategic assessment grounded on regular and timely conversation with NIAs and various plus recommendation from IFAD SIS/MTR mission have helped in re-calibrating targets and strategies post COVID19.

3. Despite the challenges, the program have significantly overachieved its target in most indicators for component 1 and component 2. For component 1, the overachievement was driven by conservatively set targets during the COVID-19 period, when uncertainty led to cautious projections and assumptions of limited investment in agriculture. As conditions stabilized, farmer organizations rebounded strongly, supported by catalytic business plan financing and expanded partnerships with public and private actors for funding and market access. It should be noted though that while the overachievement varies across the countries due to varying realities. 

4. In addition, the programme scaled up beyond initial plans, increasing the number of supported FOs and enabling them to mobilize additional resources and expand production. Disruptions in global supply chains also heightened recognition of local value chains, further accelerating support and uptake—collectively resulting in performance far exceeding original targets.

5. Component 2 overachievement was due to strong, coordinated advocacy across levels. FOs maximized opportunities from village to national platforms, combining bottom-up pressure with top-down engagement for more effective policy influence. Their active representation in key bodies amplified smallholder issues, while program support for dialogues, consultations, and advocacy tools strengthened their voice. The 2021 reset—focusing on policies directly linked to enterprise development—made engagement more targeted, while continued participation in existing platforms sustained momentum. Concrete policies related to finance, subsidy, recognition, market access, among others have been promoted (see Annex table 1 on list of policy gains).

6. The programme was guided by several key dimensions that supported inclusive and sustainable family farming transformation, including gender equality, youth engagement, environmental sustainability, nutrition-sensitive agriculture, innovation, and scaling up. Rather than being treated as separate themes, these issues influenced programme design, targeting strategies, partnerships, and institutional strengthening. Their integration reflects the challenges faced by family farmers in the region and the commitments of AFA-LVC and their partners. The following sections assess the component results. These transversal priorities were effectively translated into tangible outcomes and sustainable institutional gains.

7. Highlights of accomplishment: Listed below is a summary of key accomplishment per program components highlighting the outputs and outcomes contributing to the over-all impact of the program.

Component 1: Improving economic services to farmers

7.1 Over five years, Component 1 evolved into a structured enterprise development pathway covering business planning, financing, value addition, market access, and performance monitoring. A standardized BP cycle—supported by due diligence, coaching, and streamlined “BP marathons”—improved proposal quality and efficiency. This resulted in 158 financed business plans implemented by 163 FOs  exceeding targets. Enterprises expanded beyond production into processing and value addition, driving higher incomes, reduced losses, and stronger market positioning, despite ongoing gaps in finance, staffing, and record-keeping.

7.2 Beyond outputs, the program delivered clear economic, social, and environmental gains while strengthening enterprise systems. Investments in infrastructure, collective marketing, and 4P partnerships improved value chain integration and price realization, while blended financing enhanced credit access and sustainability. Combined with stronger governance and advisory support, these efforts enabled FOs to transition into market-oriented, resilient, and professionally managed enterprises.

7.3 To strengthen enterprise maturity, the program developed the FEAT to RISE framework—a structured tool to assess and advance Farmer-Led Enterprises across five pillars: organizational strength, profitability, productivity and market access, inclusivity, and sustainability. Rolled out in 2024–2025, it enabled FOs to generate evidence-based transition plans and is now being scaled across IFAD-supported programs, including in Cambodia, where it guided support to over 400 FOs.

7.4 Institutional sustainability was reinforced through governance reforms, business advisory services, and innovative financing mechanisms. Notable examples include Indonesia’s revenue-sharing model to reinvest in member enterprises, and the establishment of business incubation and advisory centers across countries. At scale, the program reached 34,000 cooperatives and 570,000 farmers in China and mobilized 47,000 new members in Bangladesh, demonstrating strong replication potential.

7.5 Overall, Component 1 enabled farmer organizations to transition from subsistence-oriented production to market-driven, professionally managed enterprises, delivering increased incomes, stronger resilience, and sustainable institutional growth.

7.6 Despite the overachievements in logframe indicators, the implementation of Component 1 and the subsequent FEAT to RISE assessment showed several systemic obstacles to commercialization including weak financial system, structural barriers to market aggregation, managerial and sustainability gaps. In addition,  while women’s engagement in enterprise and governance is well established, their participation in policy advocacy remains limited but steadily growing. In future programmes, priority will be given to strengthening women’s leadership in policy engagement to advance farmer-led enterprises as well as improving financial system, managerial capacity of FOs while addressing structural barriers in market aggregation.

Component 2: Effective FO Policy Engagement

7.7 Component 2 demonstrates a clear shift from traditional advocacy toward more targeted policy engagement that directly improves the business environment for farmer organizations (FOs) and their enterprises. Starting from a zero baseline, the programme enabled FOs to influence 45 policies and programmes, exceeding the end-of-project target of 14 by 321%, while also expanding participation in policy consultation platforms and value chain coordination mechanisms beyond targets.

7.8 Over five years, FOs moved from broad, rights-based campaigns to more strategic, enterprise-oriented advocacy—focusing on access to finance, market linkages, input support, and institutional recognition.      This resulted in tangible policy gains across countries, including reduced agricultural loan interest rates (e.g., from 18% to 4.2% in Cambodia), improved access to credit and insurance schemes (India, Pakistan), formal recognition of FOs in banking systems (Laos), and government-backed commodity development and subsidy programs (Indonesia). These reforms directly lowered transaction costs, improved liquidity, and strengthened market participation for smallholder farmers.

7.9 FOs also strengthened their institutional voice by securing representation in key decision-making bodies—from national policy committees and commodity boards to regional and global platforms—enabling them not only to influence policies but also to access early information, partnerships, and public support services. At the regional level, networks such as AFA and LVC amplified farmer voices in global processes, including agroecology, seed systems, and farmers’ rights advocacy.

7.10 The programme further deepened policy–programme convergence through strong alignment with IFAD and EU initiatives. Formalized through Declarations of Commitment and active FO participation in IFAD’s country programme cycles (COSOPs), this collaboration ensured that farmer priorities were increasingly embedded in national investment strategies. In several countries, FOs transitioned from beneficiaries to partners—serving as implementers, service providers, and advisers within IFAD-supported projects. There are indication that such partnership will go beyond the APFP-FO4A as there are already cooperation in some countries between FOs and IFAD related to the application of FEAT to RISE as adopted tool of IFAD to establish project baseline e.g. IFAD-Cambodia contracted FNN and other service providers oriented/trained by AFA to use FEAT to RISE in 500 agricultural cooperatives in Cambodia.

7.11 Overall, Component 2 contributed in positioning FOs as credible policy actors and economic stakeholders. It strengthened the enabling environment for farmer-led enterprises through concrete policy reforms, expanded institutional participation, and tighter integration with national and international development programmes—laying the groundwork for sustained, inclusive rural transformation.

Component 3: Institutional Strengthening

7.12 Component 3 delivered strong gains in building accountable, inclusive, and well-functioning farmer organizations (FOs), reinforcing their role as sustainable economic and institutional actors. Across the programme, FO membership expanded significantly from 2.57 million in 2022 to 3.64 million by 2025, exceeding targets by 21%, with substantial increases in women and youth participation. This growth was matched by deeper inclusion in governance: attendance in statutory meetings surpassed targets, while women and youth in leadership rose sharply—women leaders reaching 2,800 (311% of target) and youth leaders 2,337 (260%). The institutional growth in FOs was driven by several interventions including concrete support in business development services through the financial support for getting Business Development officers in each NIA that took care of the Business planning and monitoring. In addition, the revolving fund/seed capital for business plan implementation allowed the FOs to build their systems and procedures in managing agri-enterprise.

7.13 Institutional systems also strengthened. By end line, all targeted FOs were audited annually and had established core management tools such as strategic plans, annual reports, and operational manuals, signaling improved financial accountability and organizational maturity. These systems enhanced credibility with governments, markets, and financial institutions.

7.14 Overall, Component 3 strengthened FOs into more structured, transparent, and participatory institutions. The results show that institutional strength—anchored in governance, accountability, and inclusive leadership—is critical to building credibility which is vital in representation and policy engagement and more importantly in sustaining economic gains and scaling farmer-led enterprises.

Component 4: Knowledge Management, Communication and Visibility

7.15 Capacity-building efforts enabled FOs to independently produce content and engage in advocacy, while youth-focused initiatives fostered leadership and led to the formation of Young Farmers Committees. Partnerships with platforms such as the Food and Agriculture Organization, ComDev Asia, and International Fund for Agricultural Development expanded reach and collaboration. Despite gaps in capacity and impact measurement e.g uneven digital skills across NIAs, lack of a common KPI framework, weak analytics on behavior change, and audience conversion  the component advanced a more connected, visible, and movement-driven FO network across the region.

7.16 Over-all Component 4 strengthened visibility, knowledge sharing, and advocacy through a multi-channel communication ecosystem combining digital platforms, print, radio, and events. A key shift was toward farmer-led communication, with FOs producing localized content—videos, social media, and radio—enhancing authenticity, ownership, and reach. The program generated diverse knowledge products (case studies, directories, documentaries) that supported learning and scaling, while communication tools were strategically used to amplify policy advocacy and position FOs as credible actors in decision-making spaces. While communication systems are strong, measurement of influence and replication effects “remains uneven across countries”

8. Sustainability Prospects. One important outcome of APFP-FO4A is the strengthened institutional capacity of FOs to provide economic services to its members. To sustain and scale the impact of Federated Farmers’ Organizations, IFAD and EU should expand direct financing support in six priority areas: strengthening FO-led economic and financial services; scaling agroecological and climate-resilient value chains; investing in youth-led agri-enterprises; deepening policy engagement for enabling regulatory environments; developing knowledge products to support advocacy and capacity building; and providing patient, long-term grants to professionalize FO management. These investments will contribute to enabling FOs to become self-sustaining, market-driven institutions with the capacity to deliver services, influence policy, and drive resilient, inclusive agricultural growth beyond project timelines.

9. Lessons and Recommendation. Federated Farmers Organisations (FOs) under the APFP-FO4A confirms that when farmer organizations (FOs) deliver economic services and enable access to finance and technology, they drive viable, resilient, and inclusive agri-enterprises—raising incomes, strengthening food systems, and reducing poverty. Strong policy advocacy remains essential to sustain this enabling environment. The delivery condition that made this possible is the purposive design of the APFP-FO4A program which maximized an FO-LED management approach at all levels which resulted to more cost-efficient and empowering. In addition, the provision of technical assistance in developing as well as financing inclusive and resilient business plan have contributed significantly to making FOs as viable channel of economic services to small-scale farmers.

10. The program demonstrates that federated FOs are effective and cost-efficient service providers: they reduce farmer vulnerability through collective action; shape responsive policies through strong grassroots-to-global networks; improve market integration by lowering risks and transaction costs; and enhance competitiveness through value addition and shared compliance systems. They also serve as key platforms for empowering women and youth in leadership and enterprise. In effect, cost reduction is ensured through lower extension costs, pooled logistics, faster adoption, or greater leverage.

11. Overall, investing in FOs is a high-impact pathway to resilient food systems and inclusive rural growth. Sustain and scale investments in federated farmer organizations as frontline service providers and policy actors. IFAD and EU should deepen support for FO-led business development, blended finance, and value chain integration, while reinforcing their role in policy dialogue. Investing in FOs is a high-impact strategy to accelerate resilient food systems, inclusive growth, and rural poverty reduction across the region.