devinitorg/iati-policy-markers huggingface dataset:
Effective service provision for improved agricultural production and agribusiness Chipata District Women Development Association (CDWDA) was formed in 1991 and was registered under registrar of societies in 1993 on 10th August. The Vision for the organisation is “Economically, socially, Politically and legally empowered rural women and youth to participate fully in development.”Chipata DWDA has bottom up structure which starts at a village level with Individuals forming a group led by women, these groups with the same Objectives formed Area Women Development Associations which form Chipata DWDA.The Organization has 10 Area Women Development Associations which has 249 Groups with a total membership of 4,052 individual farmers where 3,305 are women while 747 are male who participate in Decision making, monitoring, planning and implementation of the Organization’s programs. The aim of the organization is to reduce poverty and vulnerability levels among rural women and youth and enhance improved livelihoods and empowerment programmes. 
BHAG: A financially self-sustaining organisation, providing quality services to 4,052 members generated through agribusiness, focusing on improved crop production and productivity, improved marketing and a running a profitable agribusiness.Through effective service provision using lead farmers this BHAG will be achieved. Support is needed in governance, financial management, services provision and business development.

Conduct governance and financial management training
Conduct Value chain analysis
Improve the strategic plan

A financially self-sustaining organisation, providing quality services to 4,052 members generated through agribusiness, focusing on improved crop production and productivity, improved marketing and a running a profitable agribusiness.Through effective service provision using lead farmers this BHAG will be achieved. Support is needed in governance, financial management, services provision and business development.
Transparency in practice - Coordination of financial management trainings JDA_Consultor and Agriterra have been collaborating closely since 2010 in favor of transparency and good management practices for different agricultural cooperatives located in 9 different countries, which are all Agriterra’s clients. 
As part of its strategy for 2016 through 2020, Agriterra will continue to support all its clients in terms of transparency and good management practices. These clients include those with which Agriterra is already actively working on this issue and those clients that will join after the organization is restructured in the upcoming months. 
With this future in mind, establishing a collaboration agreement between Agriterra and JDA_Consultor during 2016 is herein set forth, which guarantees the following services:• The continuation of a centralized unit for the monitoring and operational coordination of all activities related to financial management training. • The continuation of the implementation of the Basic Financial Management Training in all 7 countries where it has been performed during 2014 (Peru, Bolivia, Indonesia, Tanzania, Uganda, Kenya and Ethiopia) and its expansion to the new countries (Zambia, China, Vietnam, Nepal) and regions (African Great Lakes) where there will be local presence of Agriterra in 2016.• The introduction of the Strategic Financial Management Training in Ethiopia, Kenya, and Bolivia), as well as its presentation to business advisors from countries interested in implementing it as from 2017.• The training of local trainers in new countries, or when trainers need to be replaced in countries where trainings are already taking place.• The design, production and first test (in Peru) of Supervisory Board Training Management addressed to members of the Supervisory Board of the cooperatives or future candidates who would like to know more before they run for such a responsibility.

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To coordinate succesful and effective execution of the Basic Financial Management training in all countries where Agriterra has local presence, the introduction of the Strategic Financial Management Training in Ethiopia, Kenya, and Bolivia and development of a trainings module specifically for supervisory board members.
Defining the future strategy and improving financial management of JCCU "The Junar Central Cooperative Union was established in 2008. It is a federation of the Sindhuli Junar District Union and the Ramechap Junar District Union, and 43 primary cooperatives, representing about 7626 individual farmers. JCCU has the mandate to advise and assist the district unions, the primary cooperatives and its members. JCCU is maintaining the contacts with the district, zonal and national government and third parties. Furthermore JCCU initiates, organizes and monitors the investment they are doing on behalf of the members. JCCU plays a role in advocacy and service provision to members; and is positioning itself more and more as a business partner for the cooperative farmers. JCCU recently invested in a Junar processing plant where Junar is processed into juice thereby adding value to the produce of the farmers of the cooperatives. The uniqueness of the federation is believed to be the combination of a partially farmer owned business and fully farmer led federation.

Agriterra has done company assessment of JCCU on 10-15 Feb, 2016. The company assessment team recommended that JCCU fulfill the criteria that Agriterra requires in order to start a client relationship with JCCU The cooperation focused on support in professionalizing JCCU at this stage.

The action plan was started in August 2016 as the starting up phase of a cooperation between JCCU and Agriterra. The 2016 action plan supported JCCU to increase strategic focus of the union through development of a strategic plan, strengthen the financial management, define how JCCU can provide sustainable services to its members and select top 10 PCs and strengthen them on cooperative principles and cooperative governance.

Strengthening JCCU in providing sustainable services to its members.
Administratief: Kigali office Great Lakes Region administratief project voor kosten hosting Agriterra door SNV Kigali

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Hosting van BA Grote Meren in SNV Kigali
Improving marketing and staff skills leading to more clients Go Noi SACCO (GCF) is currently only operating in Dien Quang, Dien Trung and Dien Phong. It started in 2009 with 32 members, and has grown to more than 1000 since. GCF operates under the cooperative law and under the saving & credit fund regulation issued by State Bank. 
GCF started with an equity of 1 billion VND (40.000€) and this has increased to 30 billion VND (1.200.000€). 27 billion VND is mobilized from the members via savings, 20 billion is used for loans to the members and there is a reserve of 20 billion VND. The membership was VND 100.000 but increased recently to VND 300.000. Only members can get a loan from the SACCO. GCF has 500 loan clients. Besides loans the sacco also collects savings from their members.
GCF it has the ambition to expand to 3 more communes and want to develop financial products that serve their members best in their need for liquidity. Furthermore GCF has the ambition to reach 3000 members in 5 years and mobilize 100 billion VND capital of which 65 billion is used for its loan portfolio.
On the basis of a successful company assessment an action plan for 2016 has been developed.

The following three activities for 2016 have been drawn up:• Develop a communication plan• Convert operational data into management information• Recruitment at least one new qualified employee in 2016
In addition to these three activities there must be an ongoing focus on recruiting new members and getting new deposits in 2016 and 2017.
Furthermore, it is advised to: develop a new strategic plan at the beginning of 2017, including:• the mission, vision and a thorough SWOT analysis • take reasoned strategic steps for the planning period; and • specific and SMART activities as an outcome

Reach 3000 members in 5 years and mobilize 100 billion VND capital of which 65 billion is used for its loan portfolio.  Increase the market share in three communes from 17.6% in 2017 to 31.2% by 2021
Professionalised financial services to members Agriterra's continued support to Kiambaa SACCO in 2016 will focus on monitoring the SACCO's performance according to the dashboard/KPI's developed by end of 2014 and since then improved. Besides, Kiambaa SACCO will relocate its offices and also decided to change it's name to "JOINAS" SACCO. Focus will be on implementating and follow up on marketing mission conducted in last quarter 2015.

Guideline for the 2016 action plan is strategic plan, buisness plan and dashboard/KPI's. The SP will be reviewed and forms guideline for the businsess plan whose implementation is monitored through the dashboard.

Achieve growth and improved performance of the SACCO
Towards wheat value addition and pulses export marketing activity BHAG: To produce the best quality pasta, macaroni and biscuit in Ethiopia                             Wodera multipurpose farmers’ cooperative union is located at Debra Birhan town, Ethiopia. The union mainly purchases Teff, Wheat, Chick pea, Haricot beans, Mug bean and Malt barley from its members. It also supplies agricultural inputs, like improved seeds, pesticide, fertilizer and herbicides and consumer goods to the members and non-members. Furthermore, the union has been engaged in animal feed production activity and provision of agro mechanization services to members.
Amongst the crops produced in its working area, the union has high wheat potential; thus, the union has already decided to establish food processing complex that uses the raw wheat produced from the farmers’ plots of land and to process it to wheat flour, biscuit, pasta (long cut pasta) and macaroni (short cut pasta). The current household consumption trend of pasta and macaroni has increased and most restaurant has pasta and macaroni meal in their menu. According to different research findings, pasta and macaroni is becoming common consumer products in Ethiopia and is largely accustomed by the urban population. As per the feasibility study, the planned factory will have a daily theoretical production capacity of 62,24,24,14.4 tone wheat flour, pasta, macaroni and biscuit per day   respectively. The project total investment cost is estimated to be ETB 162.44 million. The union is anticipating to finance 50% of the total investment requirement from equity and the remaining 50% from bank loan. The government has delivered and handed over to the union 10.000 Hectare land which is fenced currently.
  

  In 2017-year action plan, internal capitalization training has been delivered to the union board member, member farmers, union management and for other key stakeholder and awareness has been created at large. Thus, so far, the union mobilized 17 million ETB equity capital from members. In addition, the union financial administration full digitalize by installing Peachtree software, the union marketing and finance staffs have taken marketing and financial management trainings respectively

In 2018 year they key focus will be again internal capitalization, assisting the union in its move to purchase the food complex machineries and equipment’s, assisting the union to start exporting of chick pea, haricot beans and mug bean to other countries and professionalizing the union management and board. 

Strengthening the union management and board leadership competencesMobilizing of 64 million ETB equity capitalDeveloping website for marketing and branding purposeSetting up Malt barley sourcing pilot with Habesha breweriesEngaging the union in export marketing activityStrengthening the union improved seed multiplication effort
Eventos y actividades institucionales En este proyecto se registrarán todas las misiones relacionadas con las actividades institucionales de ACODEA.
Entre estas actividades de carácter institucional, se incluyen aquellas directamente relacionadas con AgriCord, las que favorezcan el establecimiento de relaciones con otros donantes, tanto nacionales como internacionales, o eventos relacionados con la cooperación al desarrollo y la agricultura, entre otras.
En definitiva, todas aquellas actividades que contribuyan al desarrollo de las relaciones institucionales de la agencia con otras entidades o personas de interés.

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- Inclusión de ACODEA como agriagencia miembro de AgriCord.- Participación en reuniones de AgriCord.- Estudio de vías de colaboración con otras agriagencias u otras entidades.- Asistencia a eventos de interés para ACODEA.
Prospección, Análisis organizativos y Auditorías Nicaragua Mapeo, identificación y análisis de cooperativas y organizaciones de productores susceptibles de integrar la cartera de clientes de Acodea en Nicaragua, y auditoría de los planes de acción.

Se realizarán misiones de prospección, análisis organizativo y auditoría a lo largo del año.

2018: 1 o 2 nuevos clientes:
- 1 misión de prospección (4-5 organizaciones)
- 2 análisis organizativos
- 1 misión de auditoría de proyectos (9 proyectos). - 1 o 2 nuevos clientes seleccionados para el 2018
- 9 auditorias y 9 nuevos planes de acción diseñados
Improving the quality of Milk and Increasing production on 50 Farmer Households Magoye District Dairy Cooperative is located in southern province of Zambia. it's about 157 Kms from The capital city Lusaka. it was about 750 Active Members and about 400 members supply their milk consistently through out the year. An extension strategy was developed in 2016 and after the development of the Strategy they was need to employee an Extension Officer (EO). In 2017 an EO was employed and the salary was paid 100% by Agriterra. In 2018 the salary of the Extension Officer (EO) will be paid on a shared cost basis. Agriterra will contribute 60% of the salary while Magoye will contribute 40%. Agriterra will also help in equipping the EO with an ICT Training to help in ease of reporting and collection of data.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                     

Financial Management: Agriterra will provide FM training in 2018 to the new board and management. In 2018, Agriterra will provide accounting services to the newly to be recruited bookkeeper in order to bring the system up to standard. Audits and financial reporting are a key concern.                                                                                                      Governance: Agriterra provided a governance training in 2017 to the new board and Agriterra will provide coaching and a Youth Council will be sensitised.                                                                                                                  Organisational Development: Management and staff should be held accountable through clear job descriptions and targets, while milk and financial flows should be transparent through a record keeping system.                                                                                Cooperation: Agriterra works closely with SNV to realise synergy and complementarity in support to MDDC.        

Focus on 21 lead farmers in offering extension as drivers of change. 2018 BHAG:Improved milk grade by improving milk quality and production by 10 percent per member with reduced bacterial count.
Comunicación y desarrollo de nuevos productos Es importante promocionar la actividad de la agriagencia, no sólo de cara a clientes actuales o potenciales, sino a expertos, donantes y otras instituciones de interés. Se contempla la creación de material audiovisual para promover la difusión de la participación de agripoolers y los resultados del proyecto general de la agriagencia tanto en la web como en eventos, visitas, medios de comunicación y medios digitales. 
Por otro lado, ACODEA persigue perfeccionar sus productos actuales y crear otros nuevos que contribuyan a la mejora de la calidad de los servicios prestados a los clientes.De cara a una investigación, desarrollo y promoción efectivos, es necesaria la inversión de tiempo y recursos.

Proyecto para la promoción institucional y desarrollo de nuevos productos de Acodea.

1. Increase milk production 2. Professionalize management of the cooperative
Custard Apple Association: Moving from an association to a cooperative model Dong Trieu Custard Apple association has a membership of 200 custard apple growers in the 3 communes covered. The total number of custard apple growers in Dong Trieu district is of 2000. The current members are having orchards totalling 162 ha. Yields are 8-10 tons per hectare. Potential supply is ca. 1200 - 1600 ton/ year.

The association intends to increase the membership in the coming years. But first wants to strengthen the organization and create more awareness about what it means to work together in an association.



The association is not an appropriate legal entity for collective marketing, neither for internal capitalization. A cooperative structure is needed 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.

Proposal 2016: 1. Awareness raising about added value and the role of the association as compared to the added value and role of a cooperative.2. Awareness raising of cost price including record keeping of production costs.3. Participate in chain analysis for Custard Apples in Quang Ninh Province.4. Exchange visits to cooperatives that have started with collective marketing.5. Participate in development of a model for the association as service provider for coops.

Increase awareness of market for custard apples and knowledge on cooperative model
Assisting in growth ambition (building cocoafactory) and professionalizing the cooperative Semuliki is a small holder cocoa producer organization established in 2010. It is currently supporting almost 3000 cocoa farmers to access market, financial services, and information and productivity enhancement practices to cocoa farmers to be able to benefit from their cocoa and create wealth. Mission of Semuliki is to empower the smallholder cocoa farmers in Bundibugyo District to address constraints in the cocoa supply chain and mitigate livelihood risks through diversification of farm enterprises, capacity building and policy advocacy.

The cooperation has a growth ambition for the coming years. They want to build a cocoa factory and a warehouse to enhance capacity. Semuliki needs additional equity and working capital for this investment. There is no business or strategic plan in place. This should be developed in the near future. It is recommended that the union performs an extensive business analysis (including financial forecast) to asses if their growth plans are realistic. 

The cooperation holds a good track-record in the market and showed to be a committed and reliable business partner over the past years. In terms of sales volumes, it should not be difficult for the Union to grow. Both on the supply and demand side there is more appetite for cocoa. Currently, Semuliki’s offtaker portfolio is dominated by a single buyer (Cocoa Source). It is strongly advised to diversify the buyer portfolio. 

Semuliki should take action to professionalize the organization. Policies for the Union need be developed and manuals should be  updated for HR and Finance. High priority is to train staff f.e. finance and accounting course for the accountant. It is recommended to hire 2 additional staff f.e. marketing officer (takes away tasks from the general manager) and farmer trainer.

- Setting up an appropriate financial management system
- Setting up a business plan
Collaboration with Zambia Honey Council in 2017 yet to be defined, after the Assessment
Market linkage and improving extension services Isoka District Rice Association (IDRA) was formed in 2009, by representatives of more than 700 rice farmers. Currently the organisation counts 1466 members. The vision of IDRA is to improve the capacity of rice farmers in the district and assit them in making their farms profitable businesses. The association wishes to create value for its members through continued provision of a number of business development services such as extension, training, input supply, marketing, warehouse facilities, finance and other services. The 2013 project of IDRA aims to continue improving the capacity of rice farmers in the district and enable IDRA to operate as profitable business through provision of business development services. An office and secretariat was established in previous year and services are being developed and improved for farmers. In 2012 a business plan was developed in which it is stated that IDRA has to find capital investment to build warehouses and trade finance, in 2013 IDRA plans to materialize some of the plans. Agriterra supports IDRA in its organisational capacity development among others through group formation with the objective to establish cooperatives, IDRA makes use of the Enabling Rural Inovation tool developed for this purpose.

The main aim of IDRA is to increase income and employment among its members, thereby reducing poverty and increasing the social and economic conditions and livelihood of it members through the following objectives:
•	To promoting production processing distribution marketing and consumption of rice and rice by product
•	Promoting research in rice sub-sector in order to improve growth and consumption of rice and rice by products
•	Encouraging rice value chain members to acquire knowledge, skill and information so as to improve their performance in order to reach the goal of self sustenance  in relatively short period of time
•	Cooperating and collaborating with government and other organization towards achieving the goal of increasing income and employment among rice value chain members  so as to reduce poverty and improve their social and economic condition and livelihood
•	Acquiring any freehold, leasehold property or things whatsoever which may be necessary and conveniently used to enhance the value of IDRA properties 
•	Arranging insurance against loss, damage or liability of the association by the way of fire, theft ,accident or otherwise 
•	Contributing cash in kind in support of under privileged and vulnerable members of the society
•	Improve coordination of rice farming activities making it easier to mainstream HIV/AIDs, Gender, Youth and environmental conservation program

-	To develop a business plan for work capital and mobilize the required finance
-	To improve the supply chain management and business relation with PCS
-	To improve output marketing performance by 25-50%
-	To establish and meet the contract with Asela Malt Factory