devinitorg/iati-policy-markers huggingface dataset:
Agricultural cooperatives and inclusion of rural youth The main objective of the proposal is to explore youth’s perspectives and needs for engaging in agricultural cooperatives, gathering best practices and failed attempts on youth inclusion in farmer cooperatives and providing recommendations to increase youth inclusion. This project will include a comparative case study approach of youth engagement in agricultural cooperatives.
We have identified three overarching knowledge questions:Main knowledge questions:1. What is the current situation of membership of young women and men in agricultural cooperatives?2. What are opportunities and barriers for young women and men to become active members? and3. How are these barriers currently being overcome? How are opportunities being exploited?

Set-up field work
 The comparative case study approach will focus on three countries: Rwanda, Tanzania and Uganda. Per country selection of two agricultural cooperatives, preferably in the horticultural and/or dairy sector. Size of the cooperative: minimum 500 members Age category of youth: 18-30 Per cooperative the data collection methods will be:- one focus group discussion (FGD) with young female members- one FGD with young male members- one FGD group discussion with non-members (youth)- semi structured interviews with one board member and one management member The group size for the focus group discussions is preferably between 10-15 participants Five days of field work in total per countryTasks Agriterra staff member in RwandaThe Agriterra staff member is responsible for: Overall communication with cooperatives in relation to goal of research/field work and making necessary arrangements for field work In collaboration with cooperative, invite participants for FGDs and interviews Taking notes during FGD’s and interview and writing up of notes according to prepared formats (by KIT-CDI-YPARD) – in English If applicable, communication with local authorities on scope and goals project/field Assistance in collecting additional information and documents of cooperatives Local facilitation and translation of FGD’s and interviews Arranging venue/location for conducting field work Organize refreshments for FGD participants Arranging transportation and accommodation for CDI researcher and joining to field sitesPlanningFieldwork to be conducted in the week of 9-13 October 2017 (5 days)

To explore youth’s perspectives and needs for engaging in agricultural cooperatives, gathering best practices and failed attempts on youth inclusion in farmer cooperatives and providing recommendations to increase youth inclusion.
Heading for the Top-3 processors in Kenya Meru Central Dairy has been supported by Agriterra since 2013. Starting with a daily production of 30,000l, now it is between 135,000 and 170,000 l/day. As a consequence of the investment in a new processing plant total production capacity is 300,000 l/day. With support of a.o. Agriterra Meru Central Dairy has become bankable, a "smoking chimney". So condition for a meaningful continuation of the support by Agriterra is that they will have to go for the "next step". This next step is to be amongst the top-5 processors in Kenya in 2020.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                            

Developing a new Strategic plan for 2017 - 2020
Implementation of the marketing plan
Hiring a marketing manager and a marketing officer
Rebranding of MCD's Mount Kenya products
Youth workshop
Quality improvement of technical staff
Installing marketing module in ERP system

With support of a.o. Agriterra Meru Dairy has become bankable, a "smoking chimney".  The production capacity is currently 300,000 l/day. The new goal is usage of full production capacity, having the ambition to be amongst the top-5 dairy processors in Kenya in 3 years. To achieve this a new strategic plan and marketing plan/market approach has to been set up. a new marketing manager has been hired very recently.
Improved capital position for Asnikom will lead to better sales Asnikom is a  coffee cooperative based in Flores. Although established already in 2010, they are only recently active in marketing of coffee. With limited working capital and few clients, the cooperative has to develop themselves into a professional cooperative. To become an exporting cooperative, several activities have to take place the coming years. Focus coming months will be on getting a bookkeeping in place to improve the traceability of money with a reliable procedures and system in place, members will be more willing to invest in the cooperative (internal capitalisation) and will make it easier to attract external capital. For this the bylaws have to be adapted before the RAT in March. Knowledge of financial management and governance should be improved to professionalise and increase the knowledge of board and management. This will be done through trainings. Till now no financial audit has taken place and the audit for FY 2016 will help the coop also to get better inside in their financial management procedures.           

KSU Asnikom is a cooperative established by groups of coffee farmers with being facilitated by activist of Pusat Pengembangan Sosial Ekonomi (PSE) Keuskupan Ruteng (the Center of  Economical Social Development (CESD) of the Catholic church under Diocese of Ruteng –Flores), together with Veco Indonesia to develop the coffee sector in Manggarai district and have a collective marketing. Having received the prize for the most delicious Robusta and Arabica coffee in Indonesia Cupping Contest 2015, there should be a market for their coffee. With both organic and fairtrade certification, the organization should be able to earn more also through fairtrade premium. As the cooperative is still young, the internal organization is not well developed yet. Especially in the field of financial management many things are to be done. A good bookkeeping will make it also possible to start with internal capitalization and overcome the problem of limited working capital.
Agriterra will start supporting KSU Asnikom in 2017 with:
•              Implement accounting application
•              Audit financial report year 2016
•              Advice on drafting by-laws (incl. internal capitalization)
•              Financial management training: to update knowledge about financial management.
•              Governance Training to improve their governance
•              Cupping training
•              Coaching by Agriterra staff on financial management, marketing, etc. 



Good bookkeeping system in place. Improved bylaws to make internal capitalisation possible. New sales channels for the coffee
Projectmatige transitie naar een nieuwe Agripool Het voor adviesvragen inzetten van Agripoolers (medewerkers en leden van de Nederlandse land- en tuinbouworganisaties en coöperaties) is het unique selling point van Agriterra. Agriterra wil deze praktijk professioneler en zakelijker gaan inrichten zodat zijzelf in toenemende mate Agripoolers kunnen inzetten voor adviesvragen van haar klanten (1e traject) en waarbij op middellange termijn binnen 2 - 5 jaar ook andere partijen kunnen aanhaken bij of gebruik kunnen maken van de diensten van de Agripool unit (2e traject)

Agriterra wil inspelen op de verwachting dat de komende jaren de vraag naar adviesdiensten in relatieve en absolute zin toeneemt. Om de vraag van huidige afnemers te identificieren, acquireren, handlen en efficiënt en kwalitatief overtuigend te kunnen betantwoorden, zijn verbeterslagen in het proces en het product noodzakelijk. 
Dit project richt zich op het 1e traject.

Uitgangspunten
- de dragende organisatie (de Nederlandse land- en tuinbouw organisaties en coöperaties) vervullen sleutelrol bij de werving van nieuwe Agripoolers
- onder Agripoolers verstaan we de mensen die nog actueel als medewerker of lid verbonden zijn aan een dragende organisatie / coöperatie.

Om enerzijds de beschikbare arbeidscapaciteit bij relatiebeheerders in toenemende mate in te kunnen zetten voor het identificeren en acquireren van goede adviesvragen bij haar klanten en anderzijds de verbeterslagen in aanbod en kwaliteit vorm te geven,  wordt er binnen Agriterra een unit ingericht die als uitzendorganisatie opereert. Dit brengt een heroverweging van taken en verantwoordelijkheden met zich mee. Dit moet leiden tot een duidelijker focus en scheiding tussen acquisitie en inkoop.

De diensten die door deze uitzendunit worden geleverd zijn samen te vatten in drie hoofdgroepen: werving en selectie van Agripoolers, administratieve voorbereiding en afwikkeling van alle door Agriterra uit te zenden adviseurs en het faciliteren van trainingen voor Agripoolers.

In de huidige situatie worden deze diensten nog gedecentraliseerd door relatiebeheerders en andere teammedewerkers uitgevoerd. 

Dit project beoogt de transitie tot stand te brengen vanuit de huidige situatie naar de beoogde situatie.

Contribute to reduction of rural poverty, hunger and malnutrition in Latin America, Agrica and Asia through enhancement of family farming
Agripool.es 2016 AgriPool es la agencia de contratación no comercial para expertos agrarios de las empresas cooperativas y organizaciones de productores españolas. Acodea trabaja con estos asesores experimentados/as para que compartan sus conocimientos con sus colegas en los países fundamentalmente en América Latina. Algunos ejemplos de asesoramiento incluyen conocimientos prácticos relacionados con la agricultura, tales como la nutrición del ganado, planes y desarrollo de negocios, procesamiento de productos agrícolas o comercialización colectiva, así como asesoramiento sobre gestión y autosostenibilidad financiera. Con este intercambio de conocimientos entre iguales, Acodea fortalece las organizaciones de otras culturas y estimula el desarrollo económico.Nos esforzamos para la más alta calidad. Seleccionamos, reclutamos, implementamos y organizamos el apoyo profesional desde España. Nuestros expertos/as AgriPool trabajan con asesores de negocios ubicados en Madrid o Arnhem y equipos locales en América Latina. Casi el 100% del asesoramiento prestado por Acodea, se lleva a cabo por expertos y expertas AgriPool. Esto afectará a unos 80 agripoolers en 2016

Nuestros objetivos son los siguientes: 
  
Agregar al menos 10 nuevas cooperativas a nuestra lista de organizaciones de apoyo en 2016.• Utilizar las líneas de comunicación de las organizaciones mencionadas para comunicar vacantes adecuadas a través de ellas
 
 Cartera 
  
Aumentar el número total de expertos/as  con 40 personas 
  

 Visibilidad
  
Celebración del 1er encuentro nacional de agripoolers
  

 Comunicacion externa
 
 Nuevo folleto de Acodea/ Agripool • Nueva presentación estándar de PowerPoint Agripool 
  

 Formación
 
 Intensificar la cooperación con Agriterra 

Improved coordination, agenda setting, increased understanding, knowledge brokerage, improved exchange between stakeholders, capacity development; changes in perception)
Increasing the Member Loyalty while setting a pace for Expansion and Growth In the last year,Imenti Sacco has shown both potential and also great willingness to invest in farmers. The Agricultural loans increased from less than 5% to about 25% of total new loans given out in the year.Membership grew by over 1400 members and deposits from the new members increased by KES 6Million. In the same period,the Sacco developed a medium term loan products specifically for dairy farmers. The current year will therefore focus on increasing the uptake of this product, capitalizing the existing membership and creating member loyalty by increasing value. Additionally,the Imenti is setting itself on an expansion trajectory from the current region to other regions in Meru County.This will therefore require the Sacco to Rebrand and get a universal name hence enabling them venture into other markets in the area.

       Develop   a financial Literacy pragram for the existing Members especially farmers
       Organize a Youth Stakeholders event
       Train the youth in preparation for the Youth Council
       Develop a Youth Policy
       Staff training: Member loyalty,acquisition and win-back
       Establish atleast 4 Agency banks, half of which will be located   in the primary cooperatives
       Hold atleast 3 regional workshops on use of Agency Banks
       Training the Agents on use of the Agency services
       Risk Management training for the Board: Control Under   environment of uncertainty 
       Rebranding of the SACCO and repositioning for Expansion in the   region
       Review of the different Loan products, default and growth per   product
       Train the internal Auditor on the use of KPI/Dashboard as a key   management tool
       Review the Strategic Plan
       Exchange   visit to Mumberes Dairy
       Follow-up   Supervisory Board Workshop
  

The project is focused on enabling the Sacco to capitalize the existing members by offering more medium term loans to dairy farmers and primary cooperatives in Meru Region.
Services d'appui-conseil vers un meilleur acces aux marchés FECOPPORWA est un nouveau client. En mars une première mission aura lieu pour une mise en route de la collaboration entre FECOPPORWA et Agriterra. Durant l'année plusieurs mission d'appui sont prévues, aussi dans le cadre d'un protocole d'accord entre la FECOPPORWA, Hollanda Fair Food et Agriterra pour la fourniture des services d'appui-conseil pour un approvisionnement en volume, de qualité et à temps.

En mars 2015 des ateliers de démarrage auront lieu pour la mise en place d'un système paysan d'appui-conseil. Un plan d'action fera le résutat de ces ateliers.

Improve financial services to dairy farmers, among others mobile banking.
Towards creating sustainable market linkages and initiating value addition on fruits and vegetables BHAG: To establish the first farmer owned juice factory in Ethiopia
Gamo Gofa Farmers Vegetable & Fruit Marketing Cooperative Union PLC (GGCU). The union is located in the city center of Arba Minch town, Gamu Gofa Zone, SNNP-Region. The union has a lot of fruit and vegetable production potential especially banana, mango, Apple etc. in the union working area more than four hundred thousand tons per year produced. The has been Agriterra client since January 2017.  The union has been engaged in the marketing activities of banana, apple and manage fruits. Although the union have an enormous production potential, the union only collect and sells 5-7% of their members' produces. In the fruit and vegetable value chain brokers have strong influence and dominate the market. Hence, for the past years most of the farmers at Gamo Gofa union have been highly exploited by brokers and local traders and they are selling their fruits with low price. The farmers are always the price taker's not a decider.  In the bigger cities like Addis Ababa, the price for fruits and vegetables are becoming too high. This is mainly emanated because of a very length value chain and presence of too many actors/brokers in this chain. 


In 2017 action plan, Agriterra has able to create awareness for the Gamo Gofa union board member and management about the importance of bringing a breakthrough change in their making outlets and marketing system, capacitated the union management and board about financial management and improved the union relationship with its primary cooperatives. In addition, two direct market linkage (with Nigat consumer cooperatives and Fresh Corner supermarket) both found in Addis Ababa. These linkages are innovative and have dual benefits: The transaction costs will be less by avoiding too many actors in the value chain which leads a lesser price for consumers and for Gamo Gofa it has created a reliable and sustainable market. But still more effort should be exerted to assist the Union further to be very competent in the fruit and vegetable value chain.
In 2018 year, we will further create a sustainable market, improve the union equity capital, professionalize the union financial management by installing sage 50 software, install internal control mechanism and initiate value addition on fruits. 

Strengthening the union management and board competencesConducting feasibility study on fruit value additionCreating 3 sustainable market linkagesMobilizing 1.02 million ETB equity capital from membersProfessionalize the union financial management by installing sage 50 software
Convirtiendonos en cacaoteros profesionales II Comcacaot es una comercializadora campesina de cacao de Tumaco fundada en 2014. Está conformada por 19 asociaciones de pequeños productores de cacao, que reúnen 1.500 unidades agrícolas familiares; con intervención en 9 zonas del municipio: Río Chagüí, Alto Mira, Bajo Mira, Rosario, Carretera, Tablón Dulce, Tablón Salado, Robles e Imbilpí. 
Actualmente cada asociado cultiva de media 2,5-3 hectáreas de terreno. Las densidades de plantación y la productividad son muy bajas. El manejo del cultivo es también muy escaso, en muchos casos no se hace ningún tipo de fertilización ni poda, por lo que se pueden definir más como recolectores/cosecheros que como productores. No existe asistencia técnica continuada.  
Además de comercializar la producción de los socios Comcacaot no cuenta con ningún otro servicio.
Los principales planes para el futuro de Comcacaot  que se realizarán el apoyo de Acodea son los siguientes:
-       Trazabilidad, Control de calidad, incremento de la productividad
-       Exportar cacao de calidad, mejorando los precios
-       Tener instalaciones propias y adecuadas para la actividad 
Acodea puede desempeñar un rol fundamental apoyando el desarrollando las capacidades del equipo gestor para culminar unos planes de inversión profesionales y el cambio de paradigma en la producción y venta de cacao enfocándose en mayor medida a la calidad y exportación. También se puede desempeñar un papel importante en el acompañamiento de nuevos mercados y clientes con enfoque social, facilitando y financiando la exploración de mercado y los contactos comerciales.

El calendario de acciones se detallará en Octubre 2018
Contabilidad fiable y patrimonialización sustentable La Asociación de Productores de Alcalá, Sopachuy, El Villar y Tarvita (ASOVITA) nació en 2004 impulsada por la iniciativa de tres asociaciones de Chuquisaca centro: APA, APAFAM y APROCMI, a la que en 2006 se unió APASTA. ASOVITA fué concebida como un proyecto de la fundación ACLO (Acción Cultural Loyola) para ingresar con marca comercial la producción agrícola de los asociados a las cuatro asociaciones afiliadas en el mercado con productos transformados de calidad y valor agregado. 
Actualmente la marca de ASOVITA está posicionada en el mercado local donde es un referente en ají y se está expandiendo dentro de las principales ciudades del eje central (La Paz, Cochabamba y Santa Cruz de la Sierra) con una oferta diversificada que además de ají incluye amaranto, api y tojorí en diversos formatos.
La expansión comercial presenta oportunidades de crecimiento y diversificación que pueden ser beneficiosas para ASOVITA, las cuatro asociaciones afiliadas y sus productores siempre que se potencien las fortalezas (marca y calidad) a la vez que se corrigen las debilidades (deficiente sistema contable-administrativo, inexistencia de políticas institucionales y comerciales, y falta de capital circulante y de inversión), para poder enfrentan con solvencia las amenazas del entorno (nuevos competidores). 

Actividades de proyecto
Contratación de un      contador a tiempo completo para ASOVITA y sus cuatro asociacionesImplementación de un      programa contabilidad integrada por módulos (operando a final de año, al      menos, en el módulo de contabilidad)Asistencia de cuatro      miembros de ASOVITA al Taller de Gestión Financiera Básica y obtención de      certificados de asistenciaAuditoria Externa de      ASOVITA para la gestión julio 2016 - junio 2017 con dictamen final del      auditorElaboración,      socialización y aprobación en Asamblea Extraordinaria del Plan de      Patrimonialización de ASOVITA
Servicios
Asesoría de agripooler experto para la Formulación del Plan de Patrimonialización de ASOVITA que incluya los objetivos SMART a alcanzar, un cronograma de las acciones a realizar para cumplir los objetivos y una propuesta de financiación de las acciones mediante la reinversión de beneficios retenidos por ASOVITA y fuentes de financiación externa bancaria (1 semana de trabajo)Consultoría para la elaboración de la auditoría externa de ASOVITA para la gestión julio 2016 - junio 2017Taller de Gestión Financiera Básica para 4 personas de la entidad (5 días de trabajo)

El BHAG es: Consolidar instrumentos y sistemas de gestión contable, administrativa-financiera, control interno y plan de patrimonialización de ASOVITA que, permitan a la Organización incrementar sus beneficios actuales en 100% sobre la situación actual
Towards increasing membership and becoming a financially sustainable organization The Ethiopian Poultry Producers and Processors Association (EPPPA) is a membership-based association established in 2010 initially by 10 volunteer poultry producers in Bishoftu town. Currently, its memberbase increased to 45 Ethiopian poultry farmers, ranging from small to big enterprises. EPPPA is a beginning association lacking a good service portfolio and institutional capacity to serve the Ethiopian Poultry sub-sector in general and its members in particular. Though the importance of the association is acknowledged by its members, non-members, board, government and other stakeholders, EPPPA needs advisory and financial supports to fully grow in order to perform its roles and professionally represent the poultry producers and other related sector actors in Ethiopia. In order to professionalize EPPPA, Agriterra in partnership with Agribusiness Support Facility (ABSF) in 2014 developed a funded Action Plan towards strengthening and establishing the management function of the association through subsidizing management staff, setting up a governance structure, technical backstopping to help the association analyze and understand the poultry sub-sector, development of 3 year strategic plan, and various trainings and exchange visits. EPPPA also in 2015 worked with Agriterra during which its significantly increased its lobby activities and changed the organization from focussing only on poultry producers to both producers and processors. The 2016 Action Plan will mainly focus on 1) increasing the membership base of small-scale poultry producers through actively approaching these potential new members and through putting extra effort on organizing activities or lobby results that provide significant benefits to the members, 2) identifying new sustainable (paid) services to its members, and 3) sustaining the financial operations of the association through assistance in accessing various other funds and membership fees.

of small-scale poultry producers through actively approaching these potential new members and through putting extra effort on organizing activities or lobby results that provide significant benefits to the members, 2) identifying new sustainable (paid) services to its members, and 3) sustaining the financial operations of the association through assistance in accessing various other funds and membership fees.

The 2016 Action Plan will mainly focus on 1) increasing the membership base of small-scale poultry producers through actively approaching these potential new members and through putting extra effort on organizing activities or lobby results that provide significant benefits to the members, 2) identifying new sustainable (paid) services to its members, and 3) sustaining the financial operations of the association through assistance in accessing various other funds and membership fees.