Improve financial management, governance and the business case of Misozi Coffee Ltd Misozi Coffee Company Limited is a Rwandan coffee exporting and marketing company for over 7,000 small holder growers in 8 member cooperatives. Set up in 2007 from Misozi Union, and wholly owned by the eight member cooperatives, Misozi Coffee has grown from a capacity of over 250 tonnes of high quality arabica coffees and forecasts volumes of over 450 tonnes from 2009 serving American, European and Asian consumer markets. Based on the company assessment report, Agriterra’s advisory team and the company management have identified a need for trainings, capacity building, market linkages and linkages to financial institutions.Misozi needs to strengthen its financial sustainability and reduce its donor dependency. There are opportunities to strengthen the added value of Misozi to its members, to increase its membership base and to improve financial management.
Agriterra’s advisory team has identified a need for trainings, capacity building, market linkages and linkages to financial institutions. 
Misozi needs to strengthen its financial sustainability and reduce its donor dependency. There are opportunities to strengthen the added value of Misozi to its members, to increase its membership base and to improve financial management.
  
Financial management
  
Accounting software + trainings;
  Accounting procedures and manuals need to be documented;
  Financial management trainings for the Board of Directors and General Assembly – ability to analyze financial statements and make forward looking decisions based on the budget.
  To be done on cooperative levels, rather than at Misozi level. Misozi to be responsible for educating farmers on their rights and obligations as cooperative members and to explain what the role of Misozi is.
  Agriterra can conduct a workshop for Misozi to explore its medium/long-term business planning. Focus on diversification of sources of income and financial independence of Misozi, sustainability via savings. 

Governance
  
Business case
  

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Lume Adama union has already acquired one wheat flour mill factory (360 quintal/day capacity) before two years ago. The union has further engaged in value additions and has been producing breads and sells to the local consumers which turn out much profitable than selling wheat flour stand alone. The union found producing and selling bread to the local consumer is a good business for the union. But this business has becoming a bit challenging to the union due to the perishability of the bread product and some management issues (quality controlling problem, distribution problem, etc.). Currently, the union also aspires to engage into further value addition activities and interested to process wheat flour into Past and Macaroni products. With Agriterra support a detailed feasibility study has been conduct for Pasta and Macaroni processing and a stakeholder validation workshop organized. The report has already shown engaging into past and Macaroni processing activity is a feasible business. The union general assembly have already decided to make the investment. As per the feasibility study, the planned will have a daily theoretical production capacity of 36 tons (360 quintals) per day. The project total investment cost is estimated to be ETB 52.03 million. The union is anticipating to finance 30% of the investment requirement from equity and the remaining 70% from bank loan. Currently, the union has requested a bank loan from one of the interested local financing banks. Thus, to realize the business ambition the union hired competent service provider that could advise the union to establish Pasta and Maccaroni processing plant.  Therefore the 2017 year action plan activities will focus on:
• Realizing the Pasta and Macaroni factory establishment• Strengthen the union management and board members’ leadership capacity• Mobilize 2.5 million birr internal capitalization for Pasta and Marconi factor investment• Strengthen the relationship between the union and PCs• Improving the financial management practice of the union• Bradding and marketing the union products