devinitorg/iati-policy-markers huggingface dataset:
Scoping & assessments  Vietnam 2018 Agriterra supports farmer-led businesses: companies where farmers are either directly or indirectly in control. This control is in place either because the business is a membership organisation or because agricultural organisations are the shareholders. These agribusinesses – usually cooperatives – become our clients because they know that Agriterra can make a contribution to their aim: a strong, competitive market position.
Agriterra uses strict entry and exit criteria for clients. To become a client, cooperatives must have at least 1,000 members (possible to deviate if growth potential can be proven), be able to show a track record in business, have realistic ambitions for growth, recognize the need for finance (working capital and term loans) and be prepared to change. 
Clients who show little progress, have a vision that differs from Agriterra’s long-term view, show no genuine desire to professionalize the business, or prove resistant to change, perpetrate fraud or malpractice in financial management or suffer from serious governance issues that hamper proper business performance are reasons for an exit as Agriterra client. Besides that, a client can also exit for positive reasons such as having successfully implemented a business plan. 

The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessments in Vietnam in order to grow the client portfolio in 2018. Goal for 2018 is 4 scopings  and 3 company assessments. Furthermore this project is also for more overall and combined meetings or evaluation purposes.

The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessments in Vietnam in order to grow the client portfolio in 2018. Goal for 2018 is 4 scopings  and 3 company assessments. Furthermore this project is also for more overall and combined meetings or evaluation purposes.
Consolidation towards dairy processing IAKIB is a dairy cooperative, officially registered in 2011, but started informally as an association of dairy farmers in 2003. IAKIB aims to increase the production of high quality milk, improve breeds of dairy cows, provide outstanding services to members and reduce poverty by improving the livelihoods of the producers engaged in dairy production.
IAKIB had a membership base of 704 members and 7,000 milk supplying non-members. During 2017, June to July the cooperative has organized mobilization events to recruit new members and approximately 5775 farmers have committed themselves to join the cooperative. By the end of October 2017; 1,600 farmers had completed the payment of the new share value which was reduced from 300,000 Rwf to 50,000 Rwf to attract more farmers while other dairy farmers are also paying in installments. 
 

IAKIB has the ambition to start milk processing activities in a joint venture with Blessed Dairies and possibly with other actors in milk collection in the district. Agriterra and IAKIB have agreed to include the preparatory activities of this business plan in the action plan of 2018 in addition to activities related to the strengthening of the internal organisation.   

Working towards dairy processing
Registro y legalización de Acodea en Colombia - Registro y legalización de la Fundación Acodea como entidad sin fines de lucro extranjera en Colombia. 

- Obtención de certificado de registro y legalización de la Fundación Acodea como entidad sin fines de lucro extranjera en Colombia.

Strengthened capacities of the selected farmers in producing and application of bio-compost fertilizers Selected farmers become resource person for providing training/coaching on producing bio-compost fertilizers Strengthened capacity of green house vegetables growers in fertigation techniquesNetwork developed between selected commercial vegetable farmers and greenhouse farmers
Towards sustainable member services Agriterra and CTCF have been cooperating on different fields since 2012. From its inception in 2010, CTCF has developed into a cooperation with 98 member coops (representing 6000 tea farmers) with a combined market share of 25% in the orthodox tea in Nepal. CTCF has become a strong and well known federation both internally as well as in the field of lobby and advocacy and service provision to its members. The cooperation between Agriterra and CTCF in 2017 will have an evaluative character. Having worked together for 5 years, it is time to evaluate and see if continuation of cooperation in the future is required and what this cooperation should be focussing on (which business case/BHAG to be realized). Apart from evaluative activities, the Action Plan will bring specific focus towards youth involvement in CTCF and its members. This Action Plan will also assist CTCF in testing paid service provision to its members through having them pay for the Agriterra Basic FMT.

Agriterra and CTCF have been cooperating on different fields since 2012. From its inception in 2010, CTCF has developed into a cooperation with 98 member coops (representing 6000 tea farmers) with a combined market share of 25% in the orthodox tea in Nepal. CTCF has become a strong and well known federation both internally as well as in the field of lobby and advocacy and service provision to its members. The cooperation between Agriterra and CTCF in 2017 will have an evaluative character. Having worked together for 5 years, it is time to evaluate and see if continuation of cooperation in the future is required and what this cooperation should be focussing on (which business case/BHAG to be realized). Apart from evaluative activities, the Action Plan will bring specific focus towards youth involvement in CTCF and its members. This Action Plan will also assist CTCF in testing paid service provision to its members through having them pay for the Agriterra Basic FMT.

CTCF provides various services to its members cooperatives. Having a cash crop commodity with potential for exporting, Focus of collaboration will be on providing marketing support services to its members in a financially sustainable way. This means that members will gradually pay for the services provided out of their improved tea business. FACT methodologies will be further incorportated in the way of working of CTCF and its members, with focus on marketing support and marketing related services.
Gestión organizacional y prestación de servicios La Central de Cooperativas Agropecuarias de Chuquisaca (AGROCENTRAL) es una organización de segundo grado que aglutina a ocho (8) cooperativas rurales agropecuarias del Departamento Chuquisaca, Bolivia. Representa a 1.241 socios de los cuales 620 son mujeres. AGROCENTRAL como central de cooperativas viene pasando por un proceso de adecuación a las normativas legales de acuerdo a la nueva reglamentación de la Ley General de Cooperativas 356. También la organización viene está en un proceso de análisis interno, realizando consulta y elaboración de su plan estratégico. AGROCENTRAL busca que cada una de sus cooperativas sea rentable y exitosa, teniendo en consideración la disponibilidad de recursos y su situación geográfica que no siempre son favorables. 
Este proyecto viene a dar importantes pasos que le permitirán a AGROCENTRAL organizar sus servicios a sus cooperativas de una forma más eficiente y cumpliendo con la normativa actual. Algunos resultados esperados son:1. Se cuenta con un sistema informático de registro de socios implementado en todas las cooperativas, permitiendo el registro y control de los servicios, y manejo de distribución de excedentes.2. Actualización de la nómina de socios, e implementar Libretas de Socio, donde se declare el monto del aporte de ingreso y el monto que lo toca de los excedentes de cada gestión. 3. Directivos y personal de la cooperativas entrenados en la utilización de los nuevos sistemas informáticos. 4. En los aspectos de gestión administrativa, se cuenta con estados financieros auditados y se elabora un manual interno de funciones que se pone en práctica a nivel de cooperativas y de la Central.

El proyecto viene a fortalecer internamente a AGROCENTRAL dando pasos sólidos para determinar de una forma sistemática las necesidades por asesoría de las cooperativas, manejo de información y registros de socios actualizados, conociendo con mayor exactitud a quienes representa, como los socios se involucran en las cooperativas a través de la demanda por servicios y provisión de materia prima, y registro transparente de la distribución de excedentes. El proyecto viene a contribuir a la WA1 Organisational strengthening & inclusiveness.Participaran en las acciones las 8 cooperativas con un total de 1241 socios de las cuales 620 mujeres aproximadamente. El presupuesto total asciende a 14628 Euros del cual 10.240 es solicitado a Agriterra y 4.388 será financiado por AgroCentral. El presupuesto está en concordancia con las acciones planificadas. Agrocentral cuenta con una contadora y con un sistema contable que recién en el 2016 está siendo implementado. De acuerdo al chequeo de salud financiera AgroCentral tiene limitaciones en los sistemas de control interno y auditorias, ambos puntos son acciones del plan de acción. Luego la planificación presupuestaria y presentación de informes se encuentra en mediano riesgo. Se hará seguimiento a estos tres componentes.

Fortalecer internamente AGROCENTRAL a través de la definición de su estrategia de largo plazo, y adecuación de toda la red de cooperativas socias a la nueva normativa legal.
Towards realizing farmer service center and expanding value addition efforts BHAG: To be the best union in Ethiopia in service provision to member farmers
  
Melik Siltie’s Farmers’ cooperative union started its operation in 2004 with 13 Primary Cooperatives(PCs), with 3.000 members, of which 2.385 male, 713 female, with a start capital 65.000 ETB. The number of primary cooperatives in 2018 reached to 77 PCs, with a total number of member farmers of 93.067 of which 71.847 are male and female; 21.219 members. Currently the capital of the union is 36.422.825 ETB. The union mainly purchases wheat, maize, and haricot beans. It also supplies agricultural inputs, like improved seeds, pesticide, fertilizer herbicides, solar penal and consumer goods. Moreover, the union produce animal feed products, provided mechanization services and has been engaged in small value addition activity on maize; for 3 years there is a ‘Home grown school feeding program’ the union is grinding maize with its small machine and supplies to for 15 schools. In the 2017 action plan organizational strengthening (Technical Capacity buildings, supports in organizational operation system performances, and improved business practices) activities are done and the union staffs and board skills has been improved.


The union working area is also well known for its highest potential in wheat, paper and haricot beans respectively in southern region of the country. Therefore, in 2019 the union would like to engage in what value addition activity and would like to produce wheat flour, pasta, macaroni and biscuit. In addition, the union would like to export haricot beans in 2017 to abroad. Furthermore, the union would like to establish farmer service center and provide a holistic service to its member. In general, the union is one of the growing cooperatives unions in SNNP region. The 2018 action plan will focus:
 Conducting feasibility study on wheat flour, pasta, macaroni and biscuit value addition activity.
 Mobilizing 10 million ETB equity capital through internal capitalization.
 Establishing Farmer Service Centre
  
 Starting exporting of haricot beans to foreign countries


The main goal is to make the union to realizing farmer service center and expanding value addition efforts
Increased milk production and professionalised management of the cooperative Company assessment of Magoye SmallholderDairy farmer Cooperative Society Ltd. was conducted in last week of February. Assessment report is available. The conclusions:

between Agriterra and MSDFC. It is recommended to focus Agriterra support on:•Change management•Cooperative business model•Improving knowledge sharing at farmer level•Increased understanding of board and management on their roles•Follow-up on a regular basis by Business Advisor



See for details the company assessment report.

Focus is on increasing the milk volumes by improves extension services.

1. Increase milk production 2. Professionalize management of the cooperative
Building the  business to the next level:  Coop distributor-marketing arm in the Philippines /Asia. The federation sees the strategic importance and value of developing
new products and serve as the distributor and marketing arm of these products
produced by its members and other cooperatives in the country.  FPSDC even sees this role to extend to
cooperatives outside of the country as well as tap international markets.
In order for this ambition to be reached, FPSDC has to strengthen its capacity to manage the new business competitively, explore new models of governance and financing modalities as well as re-assess the current markets and business operations.  A combination of business advise, training and exchange from Agriterra is sought to help FPSDC make its ambition a reality. Other specific areas that needs to be looked into include supply chain management; market development.   


        Over-all   Strategic Business Review, Assessment and Planning
   
         Improved   strategic direction and effectiveness/ efficiency on distribution (supply   chain/ logistics) and marketing 
   
         Q3-Q4 2018
   
             Review   of Models on Governance
   
         Access   to /Introduction of new senior advisers within governance structure of   FPSDC  
   
         Q3-Q4 2018
   
             Review   of models on investments for business development
   
         Identified   new modalities and sources of investments for growth
   
         Q4 2018
        Advice
   
          Conduct of business planning
   
      Strategic review of business operations and   marketing
   
      Q3 to Q4 2018
   
          Conduct of market research
   
      Market study and marketing plan
   
      Q3 to Q4 2018
   
          Management/HR and Governance review
   
      New models on governance and management 
   
              Monitoring and Business Advise
   
      Business Advise on demand
   
      Q1 to Q4 2018
   
          Exchange visit
   
          Visit similar cooperative with larger scale of   operations
   
      Management team exposed to operations and management   of similar cooperative in the NL
   
      Q3 2018
   
   


The federation’s ambition over a period of 5 years is to be recognized as the partner of cooperatives for product development and marketing as well as become the owner-distributor of leading consumer products in the “healthy and green” market segments, sold and distributed to a wide range of channels that include supermarkets, food service, tv shopping network and e-commerce platforms.
Finalise business plan and improved yoghurt marketing In 2014, Agriterra will support Ndumberi in finalising the business plan. However, Ndumberi still needs to make some steps before the society seems capable of implementing the business plan. A first step will be procurement of a piece of land.

2013 was a rather difficult year for Ndumberi. There was no profit, result was break-even. Ndumberi can improve on marketing of yoghurt. A marketing and sales plan will be elaborated. Besides a feasibility study will be done for starting pasteurising milk with yoghurt equipment by acquiring additional homogenizer and heat exchanger.

LO suggests GO

Improve yoghurt marketing and finalise business plan for processing plant.
Misiones de prospección y análisis organizativos ACODEA (Agencia de Cooperación al Desarrollo de la Agricultura) persigue el fortalecimiento de las agroempresas, especialmente cooperativas, a través de la asesoría y la asistencia técnica y financiera prestada por las organizaciones de productores españolas o de otros países desarrollados.

En el contexto del relanzamiento de su actividad, ACODEA se plantea identificar clientes potenciales entre las cooperativas y organizaciones de productores de países en vías de desarrollo (inicialmente en Latinoamérica), que respondan a una serie de características como: 
- En torno a 1.000 o más productores miembros o, aun no llegando a ese número, con importante potencial de crecimiento.
- Actividad en compras, comercialización, procesamiento, servicios financieros u otros servicios.
- Objetivos de crecimiento reales y demostrables, acompañados por un deseo de asesoría e inversión.
- Buena trayectoria empresarial y modelo de negocio claro.
- Dificultades para la movilización de recursos financieros, tanto propios como ajenos.

Dichas cooperativas serán susceptibles de ser fortalecidas en sus capacidades de planificación de negocios, gestión financiera o establecimiento de alianzas estratégicas (con otras organizaciones, empresas o el sector bancario) entre otras.

El proyecto persigue la identificación y el análisis de clientes potenciales, susceptibles de recibir servicios por parte de ACODEA. 
Tras una primera identificación de cooperativas potencialmente interesantes, estas pasarán por una fase de estudio ejecutada a través de misiones de prospección. 
Las cooperativas con las que se considere seguir trabajando, pasarán a ser estudiadas más detalladamente mediante misiones de análisis organizativo, tras las cuales se definirán sus respectivos planes de acción.

Identificación de nuevos clientes susceptibles de integrar la cartera de clientes de ACODEA en América Latina y análisis de los mismos.
Strengthening Value Chain Development of the Federation Ziyang Vegetable Federation is a young federation of 15 cooperatives (10.000 farmers) in Sichuan. The total surface of all cooperatives is 1700 mu. They have several demo bases (150 mu). They grow cabbage, corn, pumpkin and small chilli pepper. 
When they test new vegetables they don’t use fertilizer or pesticides or irrigation, in order to make a natural selection of the strongest variety. All in the benefit of the farmers, to provide good advice and find good species. 
They have a well-organized cold storage, with different capacity. When prices are high they sell to the market, if prices are low, they store. Now the storage was empty because of the high prices.
Because of a strong marketing department and sales philosophy the federation is growing fast. Next step in the growing process to a mature status is organising a good governance structure and solid financial organisation.
Proposed project: The BHAG is to move the cold storage to another location, where also the big trucks can deliver their vegetables. At a better location the cold storage can be used to sell at the right moment. We start with a business planning / governance workshop, There after we want to convince them to attend the financial management training. End of the year we will give them the marketing training.

Project Plan 2016 & 2017
1. Business planning + GovernanceJanuary business planning + management Detailed project plan for new cold storage with responsibilities for 15 chairmen: Budget € 3000 Agriterra, Ziyang € 1500
2. Financial managementOctober: Their financial structure is weak and can be improved. Main items are that the federation needs more checks and balances and better planning and budgets. Budget Agriterra € 1500, Ziyang € 2500
3. Marketing trainingDecember; including e-commerce. Budget: Agriterra € 3000, Ziyang € 2000
Project plan 2018
1. Value Chain Analysis - Key opportunities of value addition will be identified and analysed for the federation
2. Support on developing strategic marketing plan. Currently the federation focuses mainly on wholesaling markets. What are the other channels?
3. Improving member commitment - What activity to take to improve them member commitment 

The BHAG is to move the cold storage to another location, where also the big trucks can deliver their vegetables. At a better location the cold storage can be used to sell at the right moment.. The main purpose of the federation is on marketing the products of its members. In order to have more gain more gain from market, the federation has been constantly investing along the value chain: seed and fertilizer procurement for member growers, technical training, warehouse construction and sales channels development. This of course benefit the federation to get products with reasonable quality from member growers. However, it requires a big amount of cash flow. How to balance the cost and benefit and in the meantime keep the members happy is something the federation are struggling about. With this project, the objective of our intervention is to support the federation on a strategy of value chain development.
Cascading 5 years strategic plan This action plan is prepared considering the predecessor action plans, which initiated the preparation of 5 years strategic plan. Executing the strategic plan is important for the union to use it as a compass towards development and achieving organizational goals. This action plan will assure the realization of the strategic plan by incorporating agripool advisory service, that will capacitate the union's staff and board members providing practical hands on knowledge. 
The union with some support from Agriterra BA is expected to initiate a discussion with Maviga to launch organic sourcing. Unions are unable to compete in the conventional sesame export market thus differentiating their product is the way forward. This can be possible with the unions having the luxury of trace-ability and organic production potential. Maviga has wide room for sourcing organic produce and has already used similar approach to source organic sesame from Tsehay Union, the same approach can be duplicated at Setit. Necessary discussion has already began with the Maviga representatives in Addis Ababa, as this will be the last action plan to Setit, bold steps are expected from the union. 
2017 is the second-year input finance pilot season, the necessary activities such as evaluation workshop and upscaling are also incorporated in this action plan.

The action plan will enable the union staff and board members, to gradually execute the 5 years strategic plan. An input finance pilot has been conducted for the second round, the impact will be documented as a case study to be used to upscale the practice to other unions. By using FACT, the union will also attempt to address its overdue loan issue with FCA/RCPA. Backed by an Agripool, the union will also receive an expertise support to assess the operation and management of feed plant and provide expertise suggestion to the union executives to improve its operation and sourcing aspects. 


The action plan will have the following goals: 
-Coach union staff and board members (10) on strategic plan implementation. 

-Draw 1 year plan from the strategic plan 
-Document the input finance case study for further use to upscale the pilot.