devinitorg/iati-policy-markers huggingface dataset:
Increasing productivity and profitability of dairy business Shree Dumarwana Milk Producer Cooperative Limited (SDMPCL) was established in 1996. The cooperative does the function of collection of milk (around 8.500 liter per day, planning to increase to 10.000 liter per day by the end of 2018) and also do the function of credit and saving services from its 1995-member farmer households. The cooperative does chilling of milk and supplies bulk quantity to other dairy processors in and around Kathmandu and process in small volume to produce and market pasteurized milk, yogurt, soft cheese, ghee and ice-cream. Agriterra is partnering with SDMPCL since 2016 with a goal to increase the profitability of dairy business so as to provide good price to members milk. The cooperative realized that 1/3rd of its profit comes from retail sales after the market assessment conducted with Agriterra. The goal of increasing productivity and profitability of dairy business will be achieved through 1) Investing in new dairy plant with the support from government fund (Nrs 8.700.000), 2) Increasing sales and marketing of the processed dairy products from 800 to 2.300 lit/day, 3) Developing Strategic and Business Plan of the cooperative, 4) Developing Business Plan for Commercial farmers, and 5) Establishing a feed factory in order to provide quality feed against affordable prices to the members.   

The cooperative is building a new dairy processing factory for the sustainable business. They realized the profit coming from retail supply of milk is very high compared to other business. This year they are more focused on retail sales where they put the target sales of 2300 lit/day. Marketing promotion and hiring of marketing manager will support in increase retail sales. Furthermore, the business plan will support in making good plan to achieve the targets.
Moreover, the cooperative is also concentrated on consistent or increase supply of milk from the farmers. The Agripool assignment will support the producer farmers in producing more milk in efficient way. Follow up of the farm activities can be done by the extension worker to make to more efficient.


The
goal of SDMPCL is to increase profit of the dairy business which ultimately
provides good price for the milk produced by its member farmers.
Dragon fruit growers: moving from an association to a cooperative model Uong Bi Dragon Fruit Association has 60 members. The association covers 5 communes in the district Uong Bi. Total area under production is 50 ha. Total production is of 500 MT (max is 35 - 50 MT/ha). In 2016 a volume is expected of 600 MT with an average price of around 30.000 VND/kg. The association has no selling plan.

Expected to attract members from other districts. Total 120 ha dragon fruit in Quang Ninh. In Uong Bi district expansion is expected of 50 ha in the coming 5 years.The association is at this moment not an appropriate legal entity for collective marketing, neither for internal capitalization. A cooperative structure is needed in future to raise share capital (as is being done in the early lychee cooperative in Uong Bi). The organisation follows the legal requirements for associations. The board has capacity but needs more business and governance skills to make the transformation.

Proposal 2016: 

1. Visit a successfully (transformed) cooperative to learn transfomation process from association2. Promotion for better market price; product promotion and marketing 3. Training in marketing skills (already done)4. Increase knowledge about cooperatives (already done) and disseminate knowledge.5. Participate in development of a model for the association as service provider for coops.6. Participate in value chain analysis in Dragon Fruit in Quang Ninh Province.

Increase awareness of knowledge on cooperative model, marketing and value chain
Increased milk volumes (2) The main challenge is to further spur increased milk volumes from current 12000 litres to 15000 litres. To be elaborated further upon re-assessment report*
Continuidad Centro de Agronegocios y Gestión Empresarial El presente proyecto de la UNAG – Chinandega está enfocado en la venta de servicios en Agronegocios y Gestión Empresarial (CEGE), con enfoque cooperativo y visión empresarial, dirigidos principalmente a las cooperativas afiliadas a la Unión Nacional de Agricultores y Ganaderos de Nicaragua, UNAG Chinandega. 
El principal objetivo del presente plan, consiste en facilitar procesos que conduzcan a las cooperativas de un nivel actual de  bajo desarrollo a un nivel de desarrollo alto, desarrollando capacidades de gestión empresarial mediante la promoción de un cambio conductual en la forma de administrar los negocios, a partir de la incorporación de nuevas habilidades, conocimientos y herramientas de gestión y administración  que facilite la búsqueda de recursos externos o fuentes de financiamiento con herramientas de gestión de crédito como lo son los planes de negocios.

Se enfoca al trabajo especifico en tres áreas de desarrollo:
a.	Agro-empresas dirigidas por productores agrícolas y ganaderos.
b.	Organización con Amplia base social, y estructura orgánica .
c.	Iniciar procesos de gestión y cabildeo, bajo enfoque de procesos de Investigación Participativa.

Se seleciono 16 cooperativas ubicadas en 7 municipios del departamento de Chinandega, debido que la cooperativa aumentara sus ingresos por venta y o mejoran su organización para una mejor gestión comercial y de recursos.

El proyecto trate de desarrollo de los servicios de Centro de Gestion parte de UNAG-Chinandega, dicho apoyo a las cooperativas y productores afiliados se enfoca al trabajo especifico en tres áreas de desarrollo:
a.	Agro-empresas dirigidas por productores agrícolas y ganaderos.
b.	Organización con Amplia base social, y estructura orgánica .
c.	Iniciar procesos de gestión y cabildeo, bajo enfoque de procesos de Investigación Participativa.

El primer paso que realizara el centro de agronegocios, fue el levantamiento de una línea base por cada cooperativa, y los productores afiliados. Siendo el indicador  del CEGE para obtener información y resultados medibles, tomando en forma transversal el tema de genero en todo el proceso. 

Se seleciono 16 cooperativas ubicadas en 7 municipios del departamento de Chinandega, haciendo un total 1. 123 beneficiarios directos del proyecto, debido que la cooperativa aumentara sus ingresos por venta y o mejoran su organización para una mejor gestión comercial y de recursos.

Se determino el funcionamiento organizado y funcional de las mismas, identificando sus limitaciones y cuellos  de botella en la comercialización, mediante este diagnostico el CEGE diseño un programa de servicios especializados en agronegocios y gestión empresarial, para las cooperativas que cumplan requisitos económicos y sociales.

Enhance the competitiveness of mushroom in Ninh Binh in order to gerate jobs and income for about 5,000 households in the province, of which about 2,500 households are the poor
Self financially sustainable business through sunflower production and processing of cooking oil Petauke District Farmers Association was legally registered in 2004 with a membership of about 500 farmers and overtime has shown growth in its membership to 6,000 individual farmers. However, only about 500 members had renewed their membership in 2017.
The association covers the whole district in terms of its operation with 150 Information Centers. Each information centre pays an affiliation fee for it to actively participate in the affairs of the association. The greatest benefit of members in the association is capacity building, Lima Credit Scheme and Market for sunflower. The association has trained 450 members in poultry management through the poultry business matching grant awarded by the Zambian government through the Ministry of Agriculture. They have also conducted trainings in bee keeping.The association provides Lima credit scheme to members where members pay 50% to the association and the last 50% after harvest. The association makes ZMW 100 per hectare as facilitation fee of the Lima Credit Scheme. As part of the sustainability strategy, the association decided to develop and submit a concept to United States Development of Africa – USDF to process cooking oil from sunflower which they have been funded.
The association has been running this business for over a year and have since managed by acquire its own land and built processing plant and office premises.
The desire by the association is to diverse their income sources as a way of increasing their capital base and reducing on donor dependency. The association also realizes the need to increase its membership base as it has an impact on their revenue, however the association sees the need to provide more membership services to its members as a way of proving its relevance need for members to affiliate. The association also sees the need to improve on accountability and business planning.

The association is currently running a number of businesses ranging from piggery where they breed piglets. They also have a chicken breeding centre where they hatch chicks of a certain breed and sell the chicks to members and non-members. The association also owns a tractor which they rent out for tillage and haulage to both members and non- members.
As part of the sustainability strategy, the association decided to develop and submit a concept to United States Development of Africa – USADF to process cooking oil from sunflower which they have been funded and the project is now running.
The association has been running this business for over a year and have since managed to acquire its own land and built processing plant and office premises.

To become self sustaintable through crop & Livestock diversification, Improve sunflower outgrower scheme and increase membership base by 333 monthly as a way of increasing their capital base and reducing on donor dependency.
Expanding production, expanding markets Kiambaa Dairy Farmers' Co-operative Society was founded in 1963 and aims to be the market option for dairy farmers and consumers in Nairobi and its environs. The cooperative has a membership of approximately 1600 smallholder dairy farmers and collects, cools and trades currently 17,500 lts/day (November, 2017). In addition, the cooperative also provides other services to members and non members like supply of farm inputs, extension and AI services. Kiambaa Dairy  is situated in Kiambu district in Central Kenya Province. It is estimated that 10 to 15% per cent of its members are youths and 60% female. In 2014 the Board of Kiambaa Dairy agreed to expand and improve the processing factory. The acquisition of a plot just outside the village and the contribution by ABTB Foundation, through Agriterra, of € 250,000 made it possible to build a new factory. The construction of it started in May 2016 and is finished in December 2017. 
Processing at the new plant started in Jan. 2018. End of 2017 total supply by members was 17,500 l/day, total overcapacity was 25,000 l/day and break even around 23,000 l/day.
To close this gap the production per farmer must increase and milk has to be acquired from other suppliers/coops. The increased production also needs higher sales.


This year the support by Agriterra is focused on the start of factory (technical design), increase of production (2 more extension officers, ToT for extension) of and sustainable implementation the processing plant (new strategic plan, exchange visit, market approach/branding).
The support by Agriterra is focused on increase of production (4 more extension officers, continued extension) and sustainable implementation the processing plant (new strategic plan) with expanding and new market  and a  new brand. 

Increase of production to 25,000 l/day;increased milk supply, both by members and other coops;Increased sales of processed milk, yogurt;New branding;Completed management staff (mktg.mgr.; prod.mgr.)
Sustainable member services and improved acces to public funds. CTCF has two main objectives; sustainable services for members and effective lobby and advocacy for better representation and access to funds. This is clearly formulated in the stategic plan 2015-2018 of CTCF. It is expected that in the coming 2-3 years, CTCF will be able to fully cover its own overhead costs; provide quality services as a service provider to third parties (and generate an income from this), able to attract government support (either fianncially or services) for its members, and provide facilitating services to member cooperatives in the field of marketing of tea.

CTCF is gradually building its own financial base in order to become a sustainable service provider to its members and to represent the members well. This project aims to address the financially sustainability of CTCF, how an CTCF work towards cost neutral services, position itself better into the market as a service provider (paid by third parties) and ensuring higher member committment showing off in for example paying regular membership fees, own contribution for certain services and other ways of internal capitalisation. At the same time, quality of the requested services is important, and should be upgraded where possible. Advisory services by Agriterra will focus in improved sustainable service provision (like record keeping and bench marking, design a sustainable farmer led services system, cooperative management and governance, financial management, marketing related services and further institutionalisation of FACT, in order to improve lobby and advocacy by the Federation at both national, district and village level. 
This proposal includes a proposal for AgriCord funding making use of the FO funding facility for access to public grans/facilities. Main purpose is to get access to the Danisch Embassy Funding of UNNATI. This will be done by using the FACT methodology, already introduced to CTCF in 2015. The organisation is ready for wider role out of this methodology to involve more members at the district and local level in using this systematic approach. The AgriCord proposal is integrated in the whole activity plan, and a separate project note is added (oploaded file)

To address the financially sustainability of CTCF, how an CTCF work towards cost neutral services, position itself better into the market as a service provider (paid by third parties) and ensuring higher member committment showing off in for example paying regular membership fees, own contribution for certain services and other ways of internal capitalisation.
Towards cotton value addition and improving the union and PCs governance BHAG: To establish the first farmer owned cotton ginning factory in Ethiopia
Metema union is situated in West Gonder zone, Metema district, Genda Wuha town of Amhara regional state. The union was founded in 1999 by four primary cooperatives with 52, 000-birr capital. Currently, it has 37-member cooperatives from three districts and the capital is 17,823,400 ETB, and 17 employees. The union mainly purchases sesame, cotton, and sorghum from its members. It also supplies agricultural inputs, like improved seeds, pesticide, fertilizer and herbicides and consumer goods to the members and non-members. The union is situated in the high potential sesame producing area of Amhara region. It’s known for being one of the potential sesame producing union in Amhara region. In addition to sesame, cotton and sorghum are highly produced most by member farmers. 
  
This union has been a Agriterra client since 2013; a lot has been done during the past years. To mention some of the them: more than 2000 farmers accessed input finance, more than 10 primary cooperatives (PCs)have been professionalized by hiring a manager, the union and PCs linkage strengthened, the union output marketing improved, the union improved its image towards its stakeholder by becoming a reliable business partner. In addition, the union board and management awareness about good cooperative governance and women participation improved etc.


Cotton is one of the oldest cultivated fiber crops in. Ethiopia. It is grown in most parts of the world.  It is grown throughout Ethiopia at elevations above 1000 meters and below 1400 meters. Cotton production has been exercised in all working areas of Metema union. Hence, the union would like engaged in cotton processing activity this if it is a feasible business. The union general assembly aspires to make the investment in this business venture. Hence, a detailed feasibility study needs be conduct before making a final decision. Thus, the 2018 AP will be geared towards realizing this investment through mobilizing internal capital and strengthening the governance of the union. 

Conducting a feasibility study on cotton value additionProviding 12 million ETB input finance loan to 2000 farmersStrengthening the governance and leadership of the union and the primary cooperativesImproving the internal administration and operation management of 10 PCsImprove women involvement in cooperative leadership
Implementando la prestacion de servicios para la autosostenibilidad AOPEB es una la Organización Nacional de Bolivia que representa a los productores ecológicos. En el 2016 se han priorizado servicios desde la consulta a sus organizaciones afiliadas. Estos servicios se han analizado y creado un marco conceptual. En el 2017 se espera que por lo menos 1 de estos servicios logre su punto de equilibrio (servicio contable y tributario), dos otros servicios se conceptualizan e inician una fase piloto como es el servicio de capacitación y asistencia técnica y el servicio de gestión empresarial 

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Ell departamento de auto sostenibilidad financiera cuenta con tres nuevos servicio: el servicio contable y tributarios logra el  punto de equilibrio y los servicios de asistencia técnica, capacitación; y  procesos administrativos financieros, estos se conceptualizan, se testean y validan para su funcionamiento. Por la prestacion de servicios se generan al menos 10% de los costos total de funcionamiento (250.000Bs).
Investing in sustainable supply of milk Proprietary activities 2013:

-	2 hay production sites (near the plant and 2 acres elsewhere) -> with support of SPEN.
-	Borehole, water supply to Kieni location -> business plan
(These activities are difficult to get a gain. But important for farmers.).
-	Establishment of Milk bar at Hill side, and later establishment of distribution outlets in Thika and Nairobi (selling in bulk, targeting schools and hotels) 
-	Business plan for collective buying of compound feed, roughage (including hay) and agro vet shop supplies-	AI. Current service is not satisfactory. Distribution of semen. 
-	Continue activities demo farm as budgeted in 2012 for 2013. 
-	Develop website for Kieni and SPEN. + newsletter. 
-	Training of Board 
-	Strengthening of SPE’s; business entrepreneurship, ICT, train 11 SPE’s (in combination with SPE’s of Mukuruwe-ini. Sirus (manager of SPEN) made a proposal.

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Increase milk intake by 5,000 l/day for society
Setup farmers service center and professionalizing the leadership practice Melik Silkies is a new customer from Agriterra Ethiopia, more detailed finformation will be inserted by the local team soon

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 Strengthening the union and developing full-fledged human resource policy manual and improving staff capacity
 Improving the union financial management practice by using Peachtree software
·Capacitating the top ten primary cooperatives by providing training and hiring 10 professional  managers for primary cooperatives
· Output marketing increased at least by 25%, output marketing of 33,600 quintal maize, 30,000 quintal wheat, 2500 quintal Teff, and 7000 quintal Haricot  in 2016
· Setup farmers service center
Mise à niveau de la gestion financière de l'UCADI et corriger l'enregistrement légal UCADI a l'ambition d'augmenter son impact au niveau des activités commerciales dans les filières du riz et du maïs au Sud-Kivu. Afin de devenir une entreprise dominante dans la production, collecte, transformation et commercialisation du riz et du maïs, il faut clarifier son rôle dans la pratique, sa position juridique et sa gestion financière. Le dernier élément est nécessaire pour avoir accès au financement du fonds de roulement, qui est pertinente pour améliorer son efficacité dans la région d'Uvira. 

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UCADI a choisi comme objectif de clarifier sa position juridique et d'améliorer sa gestion financière.
Professionalizing  Mpuguso SACCOS Mpuguso SACCOS Ltd is a saving and credit primary cooperative society registered in 2004. It is operating in Tukuyu district, Mbeya Region, South-east Tanzania. It’s main products are providing security for member’s deposits and savings and issuing loans to members. The SACCOS has more than 850 individual members and over 16 corporate members (groups and associations). The membership to Mpuguso SACCOS is not restricted to farmers only but majority of its members is either farming or professionally active in agricultural sector. The Tukuyu district is a very fertile area with reliable rainfall. Some important crops are tea, bananas and Irish potatoes.

Mpuguso SACCOS will implements activities mentioned in Action plans , training (governance, kpi & financial management) and  agripool mission in 2017. Mpuguso SACCOS is a relatively need help tobecome strong SACCOS with sufficient funds of its own. The demand to Agriterra was specifically to receive some trainings in order to grow and professionalize. 

1. professionalizing its administration and services to members2. Increase its membership base (to 1500 in 2018), increase their involvement (capital) and reach-out to more rural farming populations by opening branches in villages closer to the members.3. Increase internal capitalization and decrease dependency on external loans. 4.Diversifying its products for members; a.o. proposing agricultural inputs loans to the farmer
Desarrollo de un Sistema de Producción y Comercialización de Productos Alternativos Desarrollo de un Sistema de Producción y Comercialización de Productos Alternativos con Enfoque de Campesino a Campesino para desarrollar el proceso agroecológico con fines comerciales y sociales. Para contribuir al logro de los objetivos se empleará la agricultura ecológica, entendiéndose como un sistema para cultivar una explotación agrícola autónoma basada en la utilización óptima de los recursos naturales, sin emplear productos químicos de síntesis, u organismos genéticamente modificados ni para abono ni para combatir las plagas, logrando de esta forma obtener alimentos orgánicos a la vez que se conserva la fertilidad de la tierra y se respeta el medio ambiente. Todo ello de manera sostenible y equilibrada. Enfoque que es compatible con la metodología de campesino a campesino. Se manifiesta que la presente aspiración se desarrolle en una parte de los territorios en donde se ejecutó el proyecto “Crédito y Formación Empresarial a Pequeños Productores/as Agrícolas” apoyado por AGRITERRA, con el cual se logró superar la falta de financiamiento para la producción agropecuaria.

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-	Positioning of products of cooperative farmers in the organic market
-	Development of a network of organic producers and link them to consumers
-	Promote the use of organic inputsby producers 
-	Improvement of the production, marketing and capacity building infrastructure of the centre for AgroEcological investment and technical support (CIETTA)).