devinitorg/iati-policy-markers huggingface dataset:
Implementing efficient wheat grain sourcing model and boosting wheat flour market Raya Wakena Farmers' Cooperative Union is established in March 2004 as a Cooperative Union with 9 legally registered primary cooperatives. Currently, the union has 73 primary cooperative members. The core-businesses of the union include, distribution of inputs such as fertilizers and seeds, farm services, mechanization services, seed cleaning, output marketing and facilitation of credit services to its members. Since the start of Agriterra project collaboration with the union, the performance of the union in implementing C4C project has been incredible. The union has output market 17,000 quintals of wheat, 28,500quintals of wheat and 63,000 quintals of wheat in 2013, 2014 and 2015, respectively through deploying sound marketing models that enhanced member participation so greatly. The union has also acquired wheat flourmill factory in search of further wheat grain value additions. Efferts made so far to mobilize resources through internal capitalization is only half way with the union capitalizing only 12,052,920.20 birr from member farmers in 2015. With the emerging flour factory business, a new market seemed to create a new opportunity for memeber farmers which calls for an interventions at the union and PCs level for implementing sound product sourcing model in the form of contract farming so as to ensure adequate wheat grain supplies to the flour factory, as well as setting up proper marketing deal arrangements with buyiers and input service providers. On the same development, while HRM advisory services that Agriterra have provided have contributed to the adjustmenets in the union's Organizational restracturing, there needs to be critical improvement measures that needs to be implememnted in the areas of professionalizations of the union accounting system.

The 2016 action plan is the continuation of the previous projects since 2011. Consequently, the main intervention that has been proposed include among the others:  1) Techinical supports in the collection of 11 million birr from memeber farmers. 2) Providing techinical supports in Contract farming design and implementations so as to ensure the collection of more than 120,000 quintals of wheat grain to wheat flour mill factory, and ensure 72,000 quintals wheat flour to different buyiers and 48,000 wheat bran to memeber farmers 3) Conducting purchase and sale coaching tracks at 30 PC levels thereby ensuring sustainable wheat supplies to flour factory 4) Professionalizing the union accounting system through providing peach tree accounting software and frequent coaching on strategic FMT action points 5)Improving agronomic practices of 90 farmers and extension agents leading to quality wheat grain supplies to union flour factory

- Implement efficient wheat grain sourcing model so as to ensure 120,000 quintal of wheat grain supply to the flour factory. - Market outlets identified for 72.000 quintal of flour and 48.000 quintal of wheat bran
Addressing Cotton Farmers Needs The Cotton Association of Zambia (CAZ) has developed and is currently implementing a Programme Plan “CAZ Addressing Cotton Farmers Needs” to enable the Association address key issues affecting its membership.

The goal of the Programme is ‘to contribute to rural poverty alleviation through increased incomes and improved livelihoods of cotton farmers’. The objective of the Programme is ‘to strengthen the capacity of CAZ to satisfy the cotton producers’ needs’.

The activities to be financed by Agriterra fall under the following outcome areas: 
To increase both the cotton yields/ha as well as the quality of the cotton produced. 
To increase the value addition of seed cotton production through farmer self financing schemes and operation of farmer owned/controlled baby ginneries at DFA level. 
CAZ is able to adequately represent the cotton farmers in terms of contractual agreements with cotton outgrower/ginning companies resulting in improved contract for farmers. 
To ensure that CAZ becomes a member driven, well structured & governed organization and sustainable organization with the capacity to provide effective and efficient service delivery in the areas of production, value addition, contractual negotiations and lobbying and advocacy.

The Cotton Association of Zambia (CAZ) has developed and is currently implementing a Programme Plan “CAZ Addressing Cotton Farmers Needs” to enable the Association address key issues affecting its membership.

The goal of the Programme is ‘to contribute to rural poverty alleviation through increased incomes and improved livelihoods of cotton farmers’. The objective of the Programme is ‘to strengthen the capacity of CAZ to satisfy the cotton producers’ needs’.

The activities to be financed by Agriterra fall under the following outcome areas: 
To increase both the cotton yields/ha as well as the quality of the cotton produced. 
To increase the value addition of seed cotton production through farmer self financing schemes and operation of farmer owned/controlled baby ginneries at DFA level. 
CAZ is able to adequately represent the cotton farmers in terms of contractual agreements with cotton outgrower/ginning companies resulting in improved contract for farmers. 
To ensure that CAZ becomes a member driven, well structured & governed organization and sustainable organization with the capacity to provide effective and efficient service delivery in the areas of production, value addition, contractual negotiations and lobbying and advocacy.

•	An overview of prospects/leads for investments in Uganda livestock sector.
•	A list of Dutch companies potentially interested to invest in the Uganda livestock sector, including an overview of subsidy instruments.
Strengthening the output marketing performance and internal capitalization process Dansha FCU has had a good performing 2014 season considering the ECX sales. The union has bought an amount of approximately 15,000 quintals from primary member cooperatives and sold approximately 7000 quintals through the ECX. In the previous action plan the union key staff and board members have traveled to Admas and Bacho Weliso union to gain the experience of raising own capital and to exhibit the efforts of unions in creating better sense of ownership for their primary cooperatives/member farmers. 

After the exposure visit, which will also extend to the GOV staff for further support, it is deemed necessary, and is the right time to implement the internal capitalization scheme at Dansha. This will be conducted in liaison with stakeholder from GOV Admin at different levels, RBoARD (Regional Bureau of agriculture and rural development), and CPA (Cooperative Promotion Agency) at different levels. Dansha like its counterpart Setit Union has suffered from a late released loan from CBE exacerbating weak competition and purchase of sesame during peak season, thus, initiating an activity in solving finance is given priority. For the aboove reason, the union currently has stocked more than 4000 quintals bought at a relatively high price. 

It is time for Dansha union to start implementing internal capitalisation if the vision of creating a self-sufficient union is to come true in the near future. The 2015 action plan is designed for this major objective. Previously Dansha has also been limited to selling to the ECX market only, and have not been able to export. To broaden market choice, activities related to export market, such as strengthen the unions capacity to export is the second major objective of this action plan. The desired objective will be: Raising own capital of 3.6 million (for the first year), and export 570 MT of Sesame.

Over the past 3 years Dansha has been strengthened by Agriterra on various levels which were mainly relating to the output marketing of Sesame. Dansha has shown improvement and the 2015 Action Plan will therefore elaborate on the good performance of the Union. An important next step is the implementation of internal capitalisation. The 2015 action plan is designed for this major objective. Previously Dansha has also been limited to selling to the ECX market only, and have not been able to export. To broaden market choice, activities related to export market, such as strengthen the unions capacity to export is the second major objective of this action plan. The desired objective will be: Raising own capital of 3.6 million (for the first year), and export 570 MT of Sesame.

Major Goals:
- To address the importance of and implement a strategy for Internal Capitalization
- To further professionalize and increase the export activities and procedures for Sesame
- To explore possibilities of product diversification for the Union
- To increase access to external capital for the upcoming marketing season
Publicity, publications and media Agriterra can no longer rely on simple word-of-mouth communication to establish contacts with potential farmers’ organisations and cooperatives. We will therefore extend our reach by effective marketing to target prospects in developing countries and at home. Agriterra will use social media and the internet, and well-prepared staff. The use of spoken and filmed messages will be extended and marketing material will be prepared by professionals. 
Agriterra’s marketing will position its services as the natural ones to take, for both clients and companies (where the latter are farmer-led) from the worldwide movement of organised farmers of which Agriterra is a part. In addition, marketing should accomplish, by emphasising past results, that working with Agriterra is precisely the best way to get results. In developing countries the communication focus will be on farmer-to-farmer, experience-based knowledge exchange, combined with farmers’ renowned common sense. We can offer access to large markets, to state-of-the-art technological solutions and high quality professional knowledge associated with a better life.

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To extend our reach by effective marketing to target prospects in developing countries and at home
HortInvest Rwanda  "Investing in Horticultural Development in Rwanda" SNV Netherlands Development Organisation has formed a consortium with several partner organisations and proposes to support the Rwandan horticultural sector development. This document provides a detailed outline of the proposed objectives, strategy and implementation arrangements of the SNV-led consortium. The proposed “Investing in Horticultural Development in Rwanda” Project (hereafter: HortInvest) has been formulated after a detailed study of the needs, potentials and policies as well as consultations with key public and private stakeholders in the Rwandan horticultural sector.The partners in the SNV-led consortium are IDH the Sustainable Trade Initiative, Wageningen University & Research, Agriterra and Holland Greentech. Each partner has experience with the implementation of different projects and programmes in Rwanda and will contribute complementary expertise, networks and approaches to the HortInvest project. The individual roles and contributions by the respective partners and the proposed approach towards working with key stakeholders in the Rwandan horticultural sector are outlined in this proposal. The outcome of several consultations as well as the stakeholder workshops and meetings conducted in Rwanda in May and June 2017 at national and district-level are incorporated in the HortInvest project strategy and work plan.


  Funding
  of cooperative action plans
       Scoping
       Assessment
       Business advisory services
       Minor support services to informal groups and unselected   cooperatives
       International HortInvest consortium meetings
  
       Financial   record keeping for cooperatives workshop
       Agripool mission on good agricultural practices 
  



Agriterra has committed itself to strengthen the capacities of 40 horticulture cooperatives intensively through business advisory services related to activities set in cooperative action plans, in addition to providing minor support to 60 less developed cooperatives/informal groups with an aim of getting them registered or better organized.
Financial services to dairy farmers (3) In 2014, Agriterra started up its partnership with Imenti SACCO after a positive advice based on company assessment, conducted in last quarter of 2014. As part of the company assessment, Agriterra facilitated the elaboration of first draft of new strategic plan. This plan was finalised during 2014 and objectives are:

• Recruit 1,000 new members• Training of Board of Directors• Comply to SASRA rules• Develop new loan products• Improve marketing• Decrease current loan defaults• Retain surplus to boost institutional capital to not less than 25%.

Action plan for 2016 is very much linked to these objectives. In 2014, new loan products were developed. In 2015, these products were further tested. In 2016, a translation of the targets is a dashboard should lead to better monitoring of performance of Imenti SACCO in serving dairy farmers in the Meru region.

Input for action plan as discussed with delegation of Imenti SACCO:

Action plan 2016

Indicators and targets for uptake milk + coffee loans

KPI/dashboard workshop

Board training; FM training? Board meeting 

Development of a Risk Management framework/ Risk Register (SASRA criterion)Go through strategy and procedures regarding loan in defaults.(based on report Madelon Pfeiffer)

Hire an internal auditor (30 June 2016)

Prepare monthly and quarterly cash flow forecasts. (sent them to Agribusiness advisor) Prepare monthly or quarterly financial reports comparing budget and actuals, andcomparing action plan and realisation of the strategic plan and discuss it in theBoard.

New SP before SGM

Imenti wants to become a SACCO providing superior financial services to dairy farmers.
innovation : linking research with practise A Master student from Utrecht University of the department Science and Innovation Management completed a practical period in summer 2012 with Agriterra. The objectives of the study he conducted were :
- to link innovation theories with the practise of a farmers organisation
- To better understand how innovation policies can be applied in practise
- Support the National Farmers Federation of Moldova (NFFM) in defining criteria for an innovation fund.

The results of the case study were shared with NFFM, and NFFM has started operating the innovation fund since December 2012. Agriterra is inspired by the findings of this short reserach and offered assistance to the student to deepen the research on innovation in the agricultural sector in developing countries.

The university of Utrecht is providing the academic and theorithical coaching to the student to complete his master thesis, whereas Agriterra offered to make its network of farmers organisations in the Netherlands and developoing countries as well as resource persosn available for conducting the practical reserach work. Agriterra will support the student to conduct field work in two developing countries (Moldova and most likely Peru) . Agriterra will provide backstopping to the student on the more practical part of the research; identify suitable farmers organisation to conduct the field work and liaise with them;  financially support the realistion of the field work; avail working space to the student at the office and support in the preparation and implementation of the field work.


The main topic of the research is: what structural elements and mechanism can strengthen agricultural innovation in developing countries?

See research proposal: innovating in developing countries; the elements and mechanism that matter

Develop a SMART strategic plan.
Invest in training and education of the Board of Directors the management and staff, in order to enhance the overall performance of the SACCO. 
Computerize the administration of the two branches.
Relief and reconstruction support to Agricultural cooperatives in Dhading On April 25, 2015 at 11: 56 AM, Nepal was shocked by a powerful earthquake with magnitude of 7.9 Richter scale, affecting the central part of the country mostly. The impact is huge in 14 districts of te country as well as in the capital city. Agriterra and its constituency decided that such a natural disaster can not be necklecked as it is has a major impact upon the people's  lifes. In Dhading district, 728 persons died and 3383 are injured; 59% of all houses are fully destroyed; and 39% of all houses are partly destroyed. Families lost their livestock, animal sheds, seeds etc. After receiving the first relief support, the first priority for people is to rebuild their houses. After that it is important that people pick up/continue their agricultural business as this is their main income and food source.
 
Agriterra knows that the farmers organisation are in a very good position to provide relief/reconstruction support, having an extensive network reaching out to the most remote areas of the country. 

Agriterra has a cooperation with the District Agricultural Federation of Dhading since 2012 focussing on promoting farmer entreprenuership and strengthening of the primary agricultural cooperatives in 8 Village Development Committees (VDC) . 

This project aims to support the most affected farmer families in those 8 VDCs in the (partial) reconstruction of their homes and agricultural activities. The offices of the primary cooperatives (SFACFL), their central meeting point for the saving and cerdit, meetings etc are also severely damage and most important maintenance will be done.

The reconstruction supports includes the following activities for the members of the Agricultural cooperatives in 8 VDCs: Gumdi, Marpak, Semjong, Katunje, Budhathum, Phulkharka, Sangkosh and Jogimara.


•	500 HH of SFACLs members will be benefited  for reconstruction of houses and cattle sheds (Roof material (JASTA) will be provided under this project, other cost will be covered by themselves)

•	350 HH of SFACLs members will be provided Cattle (Goat, Pig lets, chicken) support 
•	2600 HH of SFACLs member will be provided seeds of different vegetables
•	8 SFACLs offices will be repaired and well (furniture and utensil will be provided to the SFACLS) 

Total Budget in EURO: 68.855
Agriterra contribution in EURO	66414
SFACL contribution in Euro	2.441

Own contribution by the farmers (in labour, local construction materials etc: Euro 97.272

Total outreach: 2600 members of SFACL and their family members families

Total budget:

The major objective of this project is “Access of immediate relief support for the reform of the Agricultural Sector to earthquake victim in Makawanpur district”.
Desarrollo del sector cooperativo agropecuario de Cuba ACODEA tiene gran interés en contribuir al desarrollo del sector cooperativo agropecuario de Cuba.Mediante el intercambio de conocimientos y experiencias de las cooperativas españolas con sus homólogas cubanas, se pretende apoyar el fortalecimiento organizativo y comercial de estas últimas, así como el desarrollo de proyectos de inversión.
Se han mantenido contactos con importantes actores del sector cooperativo agropecuario cubano, en los que se ha puesto de manifiesto que el enfoque de ACODEA encaja perfectamente con la actualización del modelo económico y el papel de las cooperativas en el mismo. Dichos actores son miembros de la Comisión Permanente para la Implementación y Desarrollo, del Ministerio de Economía o de la ANAP, entre otros.
En este proyecto se incluirán todas aquellas actividades destinadas a la preparación y definición del trabajo de ACODEA en la isla.

En el presente proyecto se incluirán todas aquellas actividades destinadas al la preparación y definición del trabajo de ACODEA en Cuba.

- Establecimiento de un marco de colaboración con la ANAP u otra entidad representativa del sector cooperativo agropecuario cubano, de cara a iniciar el trabajo de ACODEA en la isla.- Visita de una delegación de España y los Países Bajos a Cuba, que sirva para dar oficialidad al interés de ACODEA en apoyar al sector cooperativo agropecuario.- Visitas a cooperativas cubanas, susceptibles de integrar la cartera de clientes de ACODEA.
Optimizing the agricultural extension and investment department of Becho Woliso Union Workshop on optimizing the extension department action plan will follow 

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To increase Tarakwos' milk market share by at least 5% by 2019
Scoping and Company Assessments Nepal 2017 Scoping; Company Assessments and Organisation assessment conducted in Nepal

Expected: 
all desk work related to scoping
3 or 4 scoping missions/rounds
7 company assessments, 2 organisation assessments

Mapping of potential new clients in Nepal and the assessment of potential new clients in 2017.
Branding edible oil and strengthening the union administration system 'BHAG: To be the best edible oil producer in the country  Admas Farmers’ Cooperative Union was established May, 2003 with initial capital of 153,000 ETB by 7 primary cooperatives (PC) and the numbers of farmer members were 1.700 that covered 6 districts of Guraghe zone. Currently, the capital stands at 21,276,451 ETB, the number of PCs increased to 135 and the numbers of farmer members increased to 46680 of which 8.6% are female. The union has been working with Agriterra for the past 5 years, during which it has brought remarkable results, amongst others the raising 3.4 million ETB through internal capitalization in order to install a semi refinery Niger seed plant, market linkage with a brewery for 300 malt barley producing farmers, adoption of improved seed and improving the value chain of Niger seed. 

The remaining key challenges of the union are the human resource management and succession, financial resources,supply management and internal control of the new factory. The 2018 action plan will focus on: 1.Strengthning internal control system in the factory 2.Refreshments and followup on computerized accounting3.Improving the union governance and leadership                          

To make the union Branding edible oil and strengthening the union administration system.