devinitorg/iati-policy-markers huggingface dataset:
Scaling up processing for improved business NDFCS was formed in 1963 by a group of dairy farmers around the environs of Kiambu Town with the aim of marketing milk collected from the members. The initial membership of less than 100 members drew members specifically from Ndumberi, Tinganga, Riabai and Kiambu Settled area, sub-locations though they have now been elevated to county wards. The society has 1,081 active members with an average daily production of 13, 500 of milk per day. Ndumberi undertakes milk bulking and chilling, milk pasteurization, yoghurt processing, agro-vet shop services for animal feeds, supplements and medicine. The Society additionally builds farmers capacity through training under the extension services. Members are also able to access short term credit pegged on milk supplied. The main focus is to maintain active membership above 1200, increase milk intakes from current 13,500kg/day to an average 15,000kg/day. Install the 2000kg/hr pastueriser that will see Ndumberi process all the entire milk. This should lead to growth of profits from 2.7M to 5M and subsequently cut current costs by 15%.                                   
       

The project seeks to train model and lead farmers of Ndumberi in order to increase milk productivity. In order to keep up with the market, Ndumberi invetsed in a continous 2000kg/hr pasteuriser taht will see them process the entire milk. There will also be need to subsequently train the existing marketing staff on improving and increasing the market share. The project also seeks to elaborate a new SP 2018-2021 that is geared towards a robust business development for Ndumberi
The main focus is to increase milk intakes from current 13,500kg/day to an average 15,000kg/day. Install the 2000kg/hr pastueriser that will see Ndumberi process all the entire milk.     

Increase milk intakes from 13,500kg/day to 15,000kg/day
Process the entire 15,000kg
Enhancing Smallholder Commercialisation of Rice Farmers in Chinsali To increase the incomes of small holder rice producers in Chinsali District through facilitating rice farmers access to inputs including high quality seed, fertilizers and mechanization and access to competitive markets. Field days are organised for learning from demoplots to improve production practices and adoptation of new technologies. The organisation promotes savings groups in order to have cash available when needed in the production process. The 'gouvernance' structure needs capacity strenghtening in order to provide good services to its members and get more members involved.

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The Overall objective: The overall objective is to increase the incomes, improve food security and reduce the vulnerability of small holder rice producers through enhancing their participation in the rice value chain (COMACO supply Chain).

 Specific objectives:
 (v) To improve access to, and participation of Chinsali District Rice farmer association members in competitive markets through development of out-grower schemes;
 (vi) To facilitate rice farmers access to inputs including high quality seed, fertilizers and mechanization; 
 (vii) To facilitate increase in rice yields and improve quality of rice produced by rice farmer associations members; 
 (viii) To set up a functional office for Chinsali District Rice Association with permanent staff to manage the day to day operations of the organization
Professionalisation des coopératives rizicoles et amélioration du niveau de revenu des riziculteurs Après les premières années de croissance, le volume de riz acheminé au marché par Lofepaco stagne.  Ainsi elle compte réaliser des actions pour professionnaliser la filière riz et augmenter le revenu pour les rizicultrices . Cette professionnalisation passe par une bonne structuration des coopératives agricoles impliquées deja dans la commercialisation du riz  produit par les personnes appartenant aux organisations membres de la LOFEPACO.   

Les  activités qui seront réalisées sont:
-la sensibilisation des masses sur le mouvement coopératif dans les zones de production du riz
-la mise en jour des listes des membres
-l'organisation des réunions bimensuelles du comité de pilotage
- le coaching  des dirigeants des coopératives rizicoles sur la collecte de paddy, l'entreposage, le decortiquage , les ventes groupées et la tenue des registres pour toutes les informations. 
- le diagnostic  des coopératives de riz et  élaboration plan de renforcement et prévention des risques économique et financier des coopératives rizicoles
- la Recherche  des nouveaux marchés et formaliser   des anciens  et nouveaux  marchés  ,avec la participation du comité de pilotage)  
- la formation les dirigeants  des coopératives rizicoles sur les principes de fonctionnement  d'une  coopérative



Renforcer les coopératives impliquées dans la production et la vente de riz en vue d'améliorer le niveau de revenu gangé par les riziculteurs .
Building reliable dairy business market access Ethiopia being an agricultural country possesses all vital requirements necessary to establish a sustainable development including dairy cattle industry. Having such a great potential to be self-sufficient with dairy production, Yet the country produces only 20% of the requirement’s of milk and related products. The rest of the market requirements is directly imported from several other countries. The average production of milk being 1litre per cow per day which is not viable at all to rear cattle for business purposes.  
  
Even though, the member farmers of Cher-Cher-Oda Bultum produces coffee as a major crop. On the other hand, the proposed dairy investment is equally important and viable. The project site is called Goda hora and has a considerable cattle population though it has not been developed as a commercial industry up until now. The climatic factors are highly favorably for cattle. Animal feeds are available and pasture land irrigations for animal feeds is possible. The limitation for the industry before 2 years was the unavailability of high productive cows tolerant to temperate humid conditions. To overcome the limitation, the union has been hybridizing 207 offspring’s of Holestain and Borena. These amount is planned to increase to 1000 milking cows in 2019 with an accompanying milk processing plant establishment at the union site. 


The followings are the main project activities that is going to be done during 2017
Sourcing (Dairy Product)- Stalkholder worshope
 
 
  Conduct financial management trainings
  Participation in governance coaching track
 
 
  Conduct peach tree training and follow ups
  Participation in governance coaching track
 
 
   Conduct Contract farming Training
  Agripooler animal feed management practices
 
 
  Experience sharing visit to Mama and ADAA dairy farm

The objective of the project is dairy business development, in which case the Union is planning to improve the income from members' milk production by collecting and processing the milk and selling it in nearby and distant urban markets.
capacity development of cooperatives and value chains null

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Pilot crowdfunding
Defining the business model and starting up the business. In the Kisoro area the potato is one of the major crops. A new factory (Kisoro Potato Processing Industries Ltd) has been built by a Ugandan investor, supported by funding from the Netherlands embassy. They will process potatoes into frozen french fries. For this purpose Kisoro District Potato Growers Co-Operative Union has been created; a union of 12 cooperatives of potato growers in the district. A Memorandum of Understanding has already been signed between the union and the factory. The biggest challenge is the production of suitable varieties.
There is a delay in starting up the production process in this factory. Agriterra will support the Union with their organization, and will support a lot of small farmers in a typical potato area. Kisoro is now also searching for other potential buyers. The main goal for 2016 is starting up the business. The focus for the project this year is:- financial management (assisting accountant)- business planning (exchange visit, mission on business planning)- internal capitalisation- setting up farmer field schools

The Union and the factory have got a future. But to reach this, they need proper seed, of varieties with processing qualities because none of the traditional varieties are suitable for processing. Yield will increase by using suitable new and certified varieties. 
Furthermore the farmers need training on cultivation, storage etc. The availability of warehouses is important for the factory for continuation of the process. IFDC has already done a great job with improving roads, but there are still parts in the Kisoro area which are difficult to reach, especially in the wet season. 
The Union needs official board members and there is a special need to bring technical members on the board. The administration of the cooperatives will become even more important when the factory starts processing. In 2016 a lot of actions concern financial management. 
Agriterra will support the Union with their organization, and will support a lot of small farmers in a typical potato area. There is a lot of potential in this Union and in this region.

Goals 2016:- improved financial management system - business planning (exchange visit, mission on business planning)- internal capitalisation- setting up farmer field schools. Goals 2017: 
- improving financial management with a training and developing a manual
- improving governance with a training and developing a manual
- improving internal capitalisation by sensitizing farmers by having a Road show
- set up 12 farmer field schools and training farmers on PHH and cost/ benefit analysis
Perú: identificación y análisis de nuevos clientes Este proyecto permitirá realizar las actividades de identificación y análisis de nuevas clientes en Perú durante el 2017



- Un análisis de prospección a 16 organizaciones en Peru 
- 5 análisis organizacionales  para potenciales 5 nuevos clientes para el ano 2018
Improved coffee processing and marketing In 2014. Agriterra conducted a company assessment of Meru Central Coffee Co-operative Union (MCCCU), leading to a partnership and a first action plan supported by Agriterra in 2015. 
MCCCU united with Meru North Farmers Co-operative Union and the Coffee estates to jointly manage Meru County Coffee Millers Co-operative Union (MCCMCU), through a mill they have leased from Kenya Planters Co-operative Union (KPCU). 
In order to improve effectiveness of Agriterra’s support, it was decided to consider MCCMCU as a different client of Agriterra, and therefore a company assessment was planned. 
This assessment was conducted in October 2015.The team concluded:That there is a business case to work on together between Agriterra and MCCMCU. The case will be to develop a strategy beyond 2018 that has a bankable business plan where marketing of coffee will be the integral activity for MCCMCU. The mission team advises Agriterra to start a partnership with MCCMCU focusing on the 2 main objectives: (1) Strategic business plan beyond 2018 and (2) Strengthening People & Organization 
Under project of MCCCU, a marketing plan was developed for MCCMCU. This will be an important framework for action plan 2016.

The action plan will focus on improved coffee processing and marketing.
MCCMCU has identified the following five objectives and strategies to reach these: 1. To reach out to the main specialty coffee importers worldwide and establish the first contacts with them: Send introduction emails/ visit international trade fairs/ Invite importers and roasters to visit MCCMCU 2. To increase Meru’s visibility as a specialty coffee supplier in the worldParticipate in international trade fairs/develop a website 3. To ensure that coffees fit with the specific quality needs and requirements of future customers Send coffee samples with standardized labels, continuous follow up and communication4. To ensure solid supply of parchment coffee from members to MCCMCUMember mobilization meetings5. To fetch good prices for the producers supplying to MCCMCU Promote quality production to being able to pay to sell the coffee with quality premiums

Improved coffee processing and marketing.
Improvement of Organisation perfomance & Youth Participation Wino Agricultural Marketing Cooperative Society (WAMCS) is a primary society established in 1993, as the commercial organisation of WIDA, a Swedish-supported NGO, created in 1990. A SACCO was also created parallel. The Swedes left in 2006, creating a huge challenge of doing things without donor money. Of the 1100 members, some 500 subsistence farmers are dormant members, as one cannot leave the coop voluntarily. 400 farmers contribute to the economic activity of the WAMCS: All of these 400 members grow maize and beans, while 200 of them also grow coffee. The coffee is mainly practiced by the older members, as no youth seems to be interested.
At the end of 2015, the relation with Agriterra was on hold for almost one year (2016)
2018: Year 2017 for WAMCS was successfully because they manage to increase  number of members and also to analyse them selve in business. for this year 2018 for focus will be on data and statistics for business planning. 

2017: In this first collaboration year with Agriterra WAMCS will prepare itself to be able to enhance more business opportunities for it members by linking them to markets. WAMCS will start  improving its communication with members regularly (know their needs for services), improve its farm-input provision and increase its knowledge of the maize value chain within and outside Tanzania.
2018: this is second year of collaboration, data and statistics will be the main agenda for WAMCS and also enhance performance youth council, the collaboration WAMCS & WINO SACCOS will continue to improve the board of WAMCS.

1. Improve the organisation’s orientation  2. Improve the marketing of maize and beans3. Improve youth participation (survey to identify needs and setting up youth committees);
Better business through improved milk production and marketing hgyhhgy

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For 2017, the core strategy for Muruny is to further increase milk volumes from 5000 in 2016 to 6500 in 2017 and strengthen organisational structure by building capacity of new board and develop clear roles for the staff through development of board charter and a human resource manual
Strong internal organisation will result in growth of cocoa Amanah Cooperative, situated in Wonomulyo, Polewali Mandar District, West Sulawesi, was established in 2006 by 27 people of whom mostly farmers as a pre-cooperative. On 12 February 2007, Amanah was officially registered as a multi-business secondary cooperative. The cooperative collects cocoa out of 7 regions around Polman district and the plan is to expand to 9 regions in 2015. The members of Amanah are 7 primary cooperatives, consisting of farmer groups. The number of farmer groups has grown from 11 in 2007 to 84 farmer groups in the beginning of 2015. Initially, the goal of Amanah is to secure the collection of cocoa by the primary cooperatives and offering services to the farmers as saving & credit, training and communal purchasing of goods. In this process the cooperative is supported by Veco International, who funds technical support of local NGO and founder of Amanah, Wasiat. In March 2014, the buyer Armajaro indicated no longer to buy the cocoa of the farmer groups. After negotiations with PT Mars Symbioscience Indonesia corporation and collection of internal cash a marketing department was established by Amanah and purchasing and marketing of the cocoa was carried out by the cooperative. After a company assessment in February 2015, Agriterra decided to support Amanah mainly in internal organisation to strengthen the organisation. As one of the recommendations of Agriterra, the cooperative will split up during the first months of 2016. One cooperative will focus on buying and marketing of cocoa and the other cooperative will focus on Saving & Loan and production of organic fertilizer. After the GAM meeting beginning of 2016 the two secondary cooperatives will be operational. Then also a new action plan will be drafted when there is better overview of demand of capacity building for the new organization.

Focus during the coming half year of 2016 will be on the split up of the two organisations. Not only will we assist with developing of opening balance sheet but also advice on the bylaws. Ongoing focus will be on the bookkeeping. It is assumed that Amanah will get two employees trained in Zahir and we will provide the cooperative with an audit as well as training in procedures for the financial department. Beginning of this year the cooperative will also attend the financial management training which is prolonged to this year.

1) Newly cooperative established with good bylaws and opening balance sheet2) Board and staff better understanding in financial management
Servicios ganaderos y sistemas de gestión de FEGABENI La Federación de Ganadero del Beni y Pando (FEGABENI), fue creada por el Primer Congreso Constituyente Ordinario de Ganaderos de Beni y Pando, el 20 de agosto de 1968. Se organizó en base a la estructura existente de la Sociedad Rural del Beni. Es la Organización gremial  constituida por todas la asociaciones de ganaderos de los Departamentos de Beni y Pando. Es una institución de derecho privado con personalidad jurídica reconocida mediante Resolución Suprema No 149397 de 22 de mayo de 1969. Aglutina a 31 Asociaciones provinciales de ganaderos. El objetivo audaz de FEGABENI es incrementar los ingresos a través de la prestación de actuales y nuevos servicios para el sector ganadero que permitan mejorar su salud financiera. En el ejercicio 2015 la Federación cerró con un déficit financiero de Bs. 400.885 y se prevé que en el ejercicio 2016 también cierren con un importante déficit económico. El Proyecto busca revertir la actual situación financiera de FEGABENI, fortaleciendo su actual portafolio de servicios, estableciendo alianzas con el sector financiero para ampliar servicios remunerados. Al interior de la organización se planea modernizar el sistema contable para que opere con centros de costos. Por último, mejorará los canales de comunicación y aplicará TICs para comunicación efectiva a las Asociaciones afilizadas y promover fidelización. 

Propuesta de modificación de Estatuto Orgánico de Fegabeni 2017Plan Estratégico 2018-2022 formulado, socializado y presentado en Directorio Ampliado 2017Incrementar el número de seguidores de redes sociales en un 40% (promedio redes sociales combinadas)Distribución de 2 boletines en 2017, con una distribución de 500 ejemplares. Con sponsor que cubran el 70% de los costes variables de impresión y distribución de cada boletinDesarrollo de dos manuales técnicos para capacitación al ganaderoPágina web operativa y actualizada Propuesta de modificación de Estatuto y aporte extraordinario reflejado en actas del Congreso ExtraordinarioDesarrollo del Portafolio de servicios de FEGABENI con la perspectiva de operativizarlo a través de una Sociedad mercantilNegociación con el Banco Ganadero, otros bancos y EIF para prestación de serviciosDesarrollo de un software contable con módulos específico para Fegabeni y la formación específica y la adquisición de dos equipos de computación (PC)Saneamiento de las cuentas de orden de los Estados FinancierosElaboración, socialización y aprobación del Manual de procedimientos y ReglamentoPrograma de capacitación técnica para ganaderos de base a través de las Asociaciones

BHAG
Hasta diciembre de 2017 contribuir al incremento de ingresos de FEGABENI en al menos 39% respecto al ejercicio de 2016
Le renforcement de la base de la coopérative SOPACDI Agriterra et SOPACDI travaillent ensemble pour renforcer la base de la coopérative dans le domaine de la gestion financière, la gouvernance, la production et le développement des affaires commerciales. Afin de préparer l'organisation pour l'avenir, SOPACDI sera se orienté sur les principes des unions des coopératives. 

La SOPACDI est une coopérative des caféiculteurs situé dans la village MINOVA, Province du SUD-KIVU, RD CONGO. L’organisation est établie en 2003 comme organisation paysanne, et enregistrée au 30 janvier 2015 comme Société coopérative. SOPACDI a une base de membres avec 7.656 personnes (2015) mais la plus part des membres ne payent pas leurs parts sociales. Maintenant tout le café de SOPACDI est certifié Commerce Équitable et
Biologique (Organique).
L’organisation a expérience une diminution des ventes en 2015 et 2016, parce que elle a décidé d’arrêter le convenu avec TWIN. SOPACDI a un potentiel de vente de 2.000 tonnes de café vert et d’exportation de 110 conteneurs par an, mais la coopérative opère actuellement à 15% de son potentiel.


Agriterra a commencé l’appui de la SOPACDI à la fin de l’année 2016, avec une vocalisation sur l’amélioration de la gestion financière et la transparence. SOPACDI a invité une expert-comptable qui a fait un audit des dernières années et l’organisation a démarré les démarches nécessaires de clarifier son statut légal. En 2017 l’audit sera présenté à l’Assemblée Générale et les activités prévue dans le plan d’action s’agissent une étude sur les avantage de devenir une union des coopératives, l’approfondissement de la transparence, et l’amélioration de la planification des affaires.