About us

About TAP-SS

Trust Agri-Production, South Sudan (TAP-SS) is a National Non-Governmental Organisation, in South Sudan, established in 2017. It is registered under the Relief and Rehabilitation Commission (RRC), with its registration No. NNGO953. The aim of establishing this NNGO is to help South Sudanese communities to participate in Agricultural productions, on both low and high- scale crop productions, animal rearing, environmental intervention, and to enhance youth, women and veteran’s entrepreneurship skills through the formation of local co- operatives with an emphasis on Agricultural Production and formation of Village Saving and Loan Associations (VSLA).

Over the years, TAP-SS has worked hard to enhance capacity of the Wounded heroes in 3 Payams of Twic East County, Jonglei State in the 3 thematic areas, namely; Food Security (Farming) and Livelihoods/resilience which deals with animal rearing and VSLA, Climate & Environmental Response, Peace Building/Protection. Besides, TAP-SS has also participated in several Peace and Reconciliation exercises within the state in which it gained recognition.

01

Our Vision

To maximise Agricultural productions among communities and private sectors in South Sudan through large-scale crop planting and rearing of animals, for both private and commercial use.

02

Our Mission

To enhance financial capacities for youth, women, and veterans in order to establish strong private enterprises which provide economic self-reliance.

TAP-SS Core Values

For TAP-SS to achieve its vision and mission, the below Core Values are embraced

Participatory Awakening

Mobilise communities to start agriculture.

Integrity

TAP-SS strives to be fair and consistent. TAP-SS acts with honesty and integrity in order to continually deliver the best desirable solution. When Community wins, TAP wins

Innovation

TAP-SS is committed to be an innovative Agri-Production NGO that improves its daily activities to create and implement engaging and impactful Societies.

Accountability and Transparency

AP-SS aims for higher transformative approaches, and must proudly account for any activity done in the name of TAP-SS.

Teamwork and Professionalism

TAP-SS seeks to nurture and encourage an environment of innovation and hard work with community engagement. TAP-SS diversity of talent, backgrounds and experiences make it a wellqualified NNGO to face any humanitarian challenge.

Value Individual

TAP-SS recognises that every member of its team, other actors, and community members are unique and may offers great values if given the opportunity.

Standard and Excellency

TAP-SS will pursue a high Standard and Excellence by providing a resultoriented approach that effectively enhances individual and communal growth.

Complaint Handling Mechanism

TAP has a complaint box at the reception, and it’s used for collecting staff members’ and beneficiaries’ complaints and concerns. A complaint management team of 3 staff brings each matter to the attention of management in their regular weekly meeting.

A five (5) year (2025-2029) Strategic Plan

By 2029, most farmers would have produced food and have supplied South Sudan markets and have reduced the hunger by 15%. TAP-SS will have achieved the below projections.

Increase the adoption of Village Saving and Loan Associations (VSLAs) to 20% of farmers in Urban settings.
20% of farmers are trained and linked to cooperatives and Agriculture banks.
Train 5% of South Sudanese famers to embrace modern agriculture technology
Introduce value addition chain for the local production.
Linked farming corporations to markets for their products.
Established a Demo field of 3,000 acres in Nyori Payam. Where farmers are trained on crop productions, crop and animal disease control mitigation, irrigation, different techniques of harvesting and packaging and simple and advanced cultivation technology such as oxplough and tractor.
Raised 16 local building (grass-thatched) for accommodating trainees from the 10 States of South Sudan.
Raised money to procure Agricultural machines.
Worked with the national Ministry of Agriculture to re-establish the old projects of Tea and Coffee plantations in Patalanga and Anzara.
Reached approximately, 20,000 households understood the importance of tree growing, and have planted over 40,000 trees of different types in their surroundings.

Operation Policies

TAP-SS has the following operational policies
that guide staff and beneficiaries from
misconduct and neglect of duty

Financial manual

This document was adapted from UN financial policy in order to help the organisation prevent misappropriation of funds and keep individuals from fraudulent acts.

Human Resource (HR) Policy

This document guides the recruitment process, looks after both the organisation and the staff’s rights and builds staff capacity through on-the-job training.

Procurement Policy

TAP-SS has formed a procurement committee, comprised of 3 staff. They are guided by the procurement policies.

Child rights

Child safety is prioritised by TAP-SS management. Any misconduct against children welfare done by project staff, project beneficiaries, or a community member will not be tolerated.

Staff Code of Conduct

Every staff member is given a staff’ handbook during their provisional period as per the labour rule requirement. Every staff member is expected to adhere to the work ethic which is guided by the code of conduct.

Gender & Protection Policy

This policy is adapted by TAP-SS to address the issues related to gender exploitation including an advocacy component.

NGO Constitution

The article of the organisation is the guiding document as stipulated by the South Sudan Rehabilitation Commission (RRC).

Areas Where TAP-SS Operates

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TAP-SS Governing body:

TAP-SS has the following governing structures:

The Board of Directors (BD)
TAP-SS has a very strong and well-experienced Board of Directors as its governing body. comprising of 5 members only who are not from the executive body. The roles of the Board of the Directors include; Policy formulation, resources mobilisation, hire and manage the Executive Director among other roles. The governing body is responsible for giving direction, reviewing, and confirming the organisation’s policies, guidelines, and plans.

The Senior Management Team (SMT) or the secretariat
The Executive Director spearheads the senior Management Team (SMT). He is responsible for the organisation’s daily affairs with assistance from both the Programme Director, and Managers (Finance, Technical Team, Grants, Administration, M&E and HR). The Executive Director is the direct link between the Executive Committee (the Board)
and the Secretariat.

Trust Agri-Production South Sudan Organigram