1. Amanah Cooperative Background of the enterprise  Post Project SUCCESS ALLIANCE end of 2005, some farmer,& filed technician to initiated the establishment of Amanah Cooperative  Initial membership of Amanah Cooperative consist of: a. Board of Farmer Group : 5 people b. Farmer Expert : 16 Orang c. Field Technician : 6 Orang  In the period 2006 –2007 was pra coop with activities undertaken included : a. Strengthening of cooperative capital b. Facilitating on collective marketing to farmer group c. Developing on inconvenience store in 3 sub district : Sub Diestric ( TAPANGO, MAPILLI DAN LUYO )  Dated of February 12, 2007, AMANAH cooperative was legal statue No.BH:109/BH/IV/20.20

2. REASONS FOR “AMANAH COOPERATIVE “ ESTABLISHED Amanah,inpired to have autonomous business units. FARMER'S to RELIANCE ON A middleman Cocoa Farmer need partner business to developed cocoa FARMERS MEET THE need agriculture inputs and staple food. MANY ISSUES AT THE FARMERS level ARE NOT ABLE TO BE COMPLETED themselves

3. Business Profile was run :  Collective marketing of cocoa : budget in each primary cooperative in sub distric level  Groceries: 70 juta  BSP2S : 1,1 M  Saving & Credit: 60 Juta  Saprodi: 10 Juta

4. Findings Advantages : To have a clear organisational objectives (please refer to: vision and mission) VISIO N TO CREATE A FAIR AND WEALTHY FARMERS SOCIETY MISI  TO DEVELOP AGROBUSINESS SYSTEM  TO BUILD A SUSTAINABLE FARMERS SOCIETY RESOURCE  TO DEVELOPED BUSINESS NETWORKING  TO ESTABLISH BUSINESS IN VILLAGE LEVEL TERBENTUKNYA USAHA-USAHA PRODUKTIF DI TINGKAT KELOMPOK

5. Findings Has an organizational structure appropriate to the topography, the character of the area and the pattern of public relations.. General Assembly Regulatory Body Board Divisi Collective Marketing Divisi Saving & Credit Divisi Saprodi Divisi Sembako Organization Structure Divisi Organic Manure

6. Findings Having a business plan that clearly appropriate areas of excellence

7. Findings Marketing organization models developed cocoa beans are a suitable organizational model and easily implemented by member farmers and farmer groups and farmer groups according to ability.

8. Findings Has a networking business to comprehensive

9. Findings Have competence staff in some level

10. Conclusion & Recomendation Amanah success due to the : Able to manage communications with the actors in the value chain of cocoa

11. Able to maximize the membership system (members mobilization) Perkembangan anggota dari th 2005 s/d th 2012

12. No.Hak dan kewajibanAnggotaNon Anggota 1. Get better price for a quality cocoa 1. Get a regularly training and assisting Mendapatkan pelatihan dan pendampingan yang reguler, as state in cooperative law 1. Additional benefit, apart from the high price will also receive an additional benefit that is derived from the share holder on 1 year 1. Can borrow money and other needs of the cooperative 1. Can saving in cooperative 1. To worn mandatory,principal & voluntary (membership fee) 1. To get better services from farmer group 1. Selling cocoa have some alternative (to Amanah & Exporter) Mendapat kan hak dan kewajiban penuh Mendapatkan hak dan kewajiban sebagian Tidak mempunyai hak dan kewajiban

13. Intervention Plan  Strengthening Farmers' Capacity through Local Organizations For Service Agency Services  Strengthening Local Organization as Business Development Service Provider - BDSP  BSD atau Business Services Provider  Strengthening of capacity of Farmer Group about: Credit & financing knowledge Chocolate processing Compos business  Gender relationship on cocoa

14. Conclusion & Suggestion This tool is very qualitative so we need for additional quantitative information. Time consume FGD should be made ​​ between the different levels of management cooperative, members cooperative, actors in the chain to obtain its correct information This tool good of using to M & E process ( easier) because we can tracking of the developing on the organization