devinitorg/iati-policy-markers huggingface dataset:
Improved milk cooperative KPSBU Lembang has been registered as a cooperative since 1971. It has currently 6,062 dairy farmers as member and has an excellent track record on milk collection, cooling and marketing. 

Financial management is well in place and shows a stable input and sales and increased profit. 

The company has demonstrated that it can perform well and to develop further, they need some help from outside to give them guidance in the field of quality of the raw milk, animal feed, steps to increase the number of cows, etc. The business plan, as well as the action plan should be able to contribute further activities.

As mentioned above these aspects of the business should get some attention: 
•	Higher production of milk; either through more cows or better feed or more milk production per cow;
•	Better hygiene.

The first point should be studied better through a business plan in which the finance need and possibilities of the farmers can be studied and possibly by the set-up of a financial scheme cheap finance can be attracted for the farmers. Another aspect to be studied is which impact this would have on the total production of milk of the cooperative. Important is also to see what the commitment is of the farmers and the long term vision. 

Although the (board of) management is already in place for some time, hardly any special training courses have been followed. It is suggested that this will be included in the action plan.

Targets 2012: 
Nr 	To achieve	Part of plan
1.	Business plan developed	Yes
2. 	Finance mobilization	Yes, depends on timing of the BP
3. 	Number of cows per farmer	3 (currently 2,6 cows per farmer)
	Increase of milk intake	15 liter per cow per day
4. 	TPC	750.000
5.	Nr of agripool missions	3

Development of a business plan
Defining business strategy and improving financial sustainability Established on 2014, Baixing Cooperative is relatively young and on her startup phase. Due to the strong entrepreneurial mindset of board (also served as management), BC has a strong vision on business development. The actions of board are mainly on production and sales activities. It is understandable in the life-cycle of the cooperative. For the time being, the cash is king. Improving financial output and gaining more cash is of great importance, not only to the further development of the cooperative, but also to consolidate the trust from members as the owners of the cooperative. 



Therefore, it is expected to make the cooperative bankable and learn the management how to make a sound business plan for future and improve financial transparency for the trust of members through various advising mission and training. 

Project background: To gain social-economic impact by strengthening the share based membership, which is very rare in the local region and improving the income of smallholder farmers.Project objective: To support the young cooperative in defining her vision and business strategy, improving the organisation's financial sustainability. Funding: Jointly funded by Agriterra, local government and cooperative.Evaluation: The main KPIs are member shares increase, dividend rise per share, youth participation in the cooperative management, strategic and business plan in place.Cost efficiency: Apply cost-benefit analysis after the project period. Regular follow-up about the progress made by national Business Adviser. 

The goals of this project are summarized as following: 

Assessing the feasibility of building an agricultural demonstration base, supported by government funds.Defining business strategy and assist on how to make a sound business plan.Support in introducing filed-related technology from Dutch sector where there is a fit. Strengthening financial management capacity, including cash flow management, budgeting, financial transparency, etc.
Scoping and Cooperative Assessments Nepal 2018 Mapping of potential new clients in Nepal and the assessment of potential new clients in 2018. 

Expected: 
All desk work related to scoping, assessment, and study tours
2-3 scoping rounds
4 cooperative assessments, 2 organisation assessments, and 1 study tour
3 consultancy assignment
3 networking events/personal development

Mapping of potential new clients in Nepal and the assessment of potential new clients in 2018.
Marketing strategy for commercializing edible oil products. From inception to realization, after investing significant time, money and advisory support, Tsehay is close to realize its business ambition to setting up a batch edible oil processing factory. The factory is expected to be inaugurated August 2018. As most budgeted activities are coming to an end, the focus for the union is now to provide advisory support in assuring lean start for the oil factory products.

The goal of the action plan for the union is now to provide advisory support in assuring lean start for the oil factory products, such as emplacing good marketing strategy, having proper branding and certifying the factory process/product from quality standards authorities. Tsehay will also receive different expertise support through agripools to assure the implementation of the unions 5 years strategic plan and marketing strategy.

Objective: = Identify market segment,                    boost the feed plant production and feed formulation activity.                   Execute strategic plan                   Adopt Food safety practice and certification
Improving Service provision to members. Currently Lemlem FCU has 23 member primary cooperatives representing 21,951 (M=17,045-78%, F=4,906 22%) smallholder farmers in the Welkait wereda. The membership base of the union has increased by 340% (increase in member PCs) in the last 11 years. Nonetheless, the union's performance is not well aligned to increasing number of member cooperatives. The union never had a strategic plan and annual activities were not well aligned to strategic direction. In 2016, Lemlem Welkite FCU was supported by Agriterra to a new visioning and strategic planning process that would provide direction for fiscal years 2016/17-2020/21. On the basis of the strategic plan direction, the following action plan has been crafted.                                                                                                                                                                      Under organization, the union is weak in distributing goods to members based on their demands. A new demand- driven distribution system will be introduced. Due to less access for finance and weak equity finance its annual operations are impaired in scope. Thus, this action plan has made boosting internal equity as one core activity. The action plan also focuses to address the capacity issues at PC level. Based on the strategic plan direction, business expansion activities, such as honey production and processing will be instigated. depending on the global market for both natural gum and sesame, an effort will be put to engage the union in export markets. To address the output market finance, the union will also pilot CBM (commission based marketing) with few selected members.

- Using an assessment tool, 11 Pcs have been assessed to identify their main gaps. After the assessment result, a reflection workshop has been organized to discuss the findings and propose solutions. Based on the proposed solutions the following intervention is developed. To deliver the intervention, 3 capacity builders in different discipline will be recruited to spend most of their time coaching and capacitating the PCs.
-To expand its business unit and lessen the dependency on sesame which is highly volatile and beyond the realm of control. The union needs to examine & diversify into possible investment opportunities by developing strategic plan and feasibility studies. 

To Introduce new distribution system, increase Marketing output of sesame to 15,000 quintals, Increase equity by 0.5 million, and export 380 MT.
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Latin America - Scoping missions & assessments Agriterra is a network organization of Dutch agri-employers’ organizations and companies. It has a vision that farmers’ associations and cooperatives can have a positive influence on development through speeding up the process, and ensuring a more equal distribution of income and an enhancement of democratic decision making
and relations. This vision has become almost undisputed, the mechanisms are understood, and the mission derived from it, the strengthening of farmers’ organizations, is the only logical one. The approaches (advocacy, entrepreneurship and bankable co-ops) have brought an excellent focus onto the work of Agriterra. This has been achieved over two decades in
which the strategy of Agriterra was to obtain funds for farmers’ organizations through inclusion in official development cooperation. In this way, Agriterra has been able to fulfil its mission. 

Agriterra's new strategy, that runs from 2015 - 2018 takes advantage of challenges in the business environment, builds on the strengths of
Agriterra’s past performance and addresses the weaknesses that emerged from an internal analysis. Agriterra’s focus is no longer on capturing funds to grant to farmers’ organizations. Instead, it focuses on transfer of knowledge by offering them the hands-on expertise needed to take advantage of the funds available from different sources, and to produce financial strategies that underpin their priorities for action in favour of members’ interests. Expertise that is sourced from a vast network of agribusiness and farmers' organisations in the Netherlands and abroad. 

The adjusted strategy of Agriterra required to take a close view on the quality of the current client portfolio. For this reason screening of all clients took place and as a result it was decided that more than 50% of the clients needed to be phased out, leaving a rather limited group of clients that did meet the conditions for future support. 

Next to Kenya, Uganda, Ethiopia, Peru, Tanzania and Indonesia Agriterra is also preparing local presence in Zambia, Burundi, Rwanda, DRC, Nepal, Vietnam, China and Bolivia. These countries have been selected as program countries for Agriterra for the coming years. 80% of resources (financial and human) will be targeting farmer organisations and cooperatives in these countries. T

The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessments in Latin America in order to build up a client portfolio of producer organisations and cooperatives with sound development potential and that are in demand of the services Agriterra is able to render

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To facilitate scoping missions as well as missions for company or organisation assessments in Latin America in order to build up a client portfolio of producer organisations and cooperatives with sound development potential and that are in demand of the services Agriterra is able to render
Increased efficiency milk processing (3) The new production line is fully operational since Nov. 2015, and has a capacity of 10,300 l/hr whereas the older one had a capacity of 6,300 l/hr. Since the commisioning of this second line, the average production has increased up to 117,000 L/day for the two months of November and Decmber 2015 up from an average of 86,000L/day for the past 10 months preceeding November 2015. Max. production recorded so far after the commisioning of the second line has been 135000L/day.Estimated milk production within the catchment of Meru region is 200,000 L/day, so MCD has a market production share of almost 70%. The ambition is to get 100% market share which will be an uphil task since the growth curve is almost flattening. 

Main goal is to fully utilize the installed processing capacity of 300,000L/day by the end of 2018. However, for 2016 Meru Central Dairy are looking at getting to a high of 200,000L/day.







2016 goals:







1. Receiving and processing 200,000L/day at the end of 20162. Increasing production per cow/per farmer3. Increase its national average market share (By 2%)

Activities identieifed in 2016 action plan: 

- Evaluate the effectiveness of the current extension strategy and revamp it to be able to support the current business ambitions &Develop an extensive fodder strategy and roll it out (Mission, in coordination with SNV)-Farmer field days & exchange visits- A module on the existing ERP that can help track the marketing activities or a stand-alone software to do the same? (Mission? To look into this?)Exchange visits- Exchange visit for a team of 5 management staff to a processing facility handling 200,000-300,000 litres of milk per day (budgeted by Agriterra)







Performance management- Develop a staff training program for the entire organization- Training of the board + SB on:• KPIs• Roles• Managing growth challenges including conflict resolutions







- Supervisory staff training on- Working with KPIs and target setting- Keeping employees motivated- - Implementation of the marketing plan developed by the marketing mission- Follow-up training 







- Invest in PR materials- Mission on extension (see production)







- Follow up mission on efficiency and controls Finance Department after assessment by Agriterra that previous recommendations have worked on 







- A follow-up mission on marketing after ascertainment by Agriterra that previous recommendations have been implemented

Main goal is to fully utilize the installed processing capacity of 300,000L/day by the end of 2018. However, for 2016 Meru Central Dairy are looking at getting to a high of 200,000L/day.

2016 goals:







1. Receiving and processing 200,000L/day at the end of 20162. Increasing production per cow/per farmer3. Increase its national average market share (By 2%)
Gestión financiera y posicionamiento en el mercado local El proyecto consolidará el funcionamiento de los sistemas de gestión administrativo, contable y financiero de ASOVITA. Apoyará a la recuperación y posicionamiento de la marca en el mercado de Sucre capital, operativizará el plan de sostenibilidad de largo plazo y focalizará el pensamiento estratégico de la Organización.

Mejoramiento de los sistemas administrativos, contables y financieros de ASOVITA y de      sus 4 Asociaciones
  Implementación del punto de venta en el Sistema Integrado de ASOVITA 
  Implementación del Plan de patrimonialización: Efectivizados aportes de las 4                    Asociaciones de Bs28.000 asociaciones, Generados al menos Bs1.500 mensual a través          del nuevo convenio de comercialización de ASOVITAActualización del Plan Estratégico 2018-2022
  Incremento de la presencia de ASOVITA en el mercado de Sucre y provincias del                  Departamento Chuquisaca
  Asesoramiento integral en mercadeo para ASOVITA (Sondeo de mercado en Sucre y              provincias, sistemas de abastecimiento y planificación de la producción, estructuras de      costos y políticas de precios)


BHAG: A octubre de 2018, consolidar las gestiones contable, administrativa y financiera e incrementar ventas anuales en un 25 % respecto al año 2017
Team World Team worls covers business advisors working in "the rest of the world", as well as the trainer/advisor and the market developer. 



Providing (paid) services and advice in countries other than our focus regions.
Contribuer à l'accroissement agro-économique des producteurs agricoles membres des OPA FOPAC NK est une plate-forme d’organisations des producteurs agricoles (OPA) de droit congolais (RDC). C’est un réseau de concertation, d’échange et de représentation. Elle évolue au Nord-Kivu, une Province de ± 4.000.000 d’habitants dans l’Est de la République Démocratique du Congo.

En 2011, FOPAC NK focalisera lsur les thèmes suivantes:
-	La représentation, lobbying et plaidoyer 
-	L’accompagnement organisationnel  des OPA
-	L’accompagnement économique des OPA
-	La collecte et la diffusion de l’information agricole 
-	La promotion de l’approche genre et des jeunes agriculteurs

Le plan de FOPAC NK 2011 focalisera surtout sur deux axes de priorité. D’une part, le plan a comme objectif de vulgariser deux lois en faveur de 62 organisations paysannes membres, à savoir le code agricole et la révisitation de la loi foncière. D’autre part, le plan a l’intention de renforcer des organisations paysannes membres pour contribuer à l’accroissement agro-économique par offrir différentes moyens lesquelles les membres peuvent tirer l’avantage.

Quelques examples sont:
- Organiser deux ateliers territoriaux d'élaboration des propositions à intégrer dans les projets de la loi foncière
- Organiser des concertations entre acteurs sur les contraintes liées à leurs filières 
- Identifier les principaux acteurs des filières porteuses 
- Mettre en place une banque de données sur les capacités institutionnelles et de production des organisations paysannes
- Mettre en place un système de communication sur les informations agricoles (productions, marchés)

Objectif Global : Contribuer a l’amélioration des conditions de vie des  productrices et producteurs maraîchers par le renforcement de leurs capacités de production  et la garantie  d’un prix rémunérateur

Objectif stratégique N°1 : Renforcer les capacités institutionnelles et organisationnelles de la FCMN et de ses membres

Objectifs stratégiques N°2 : renforcement des capacités de production 


Objectif stratégique N°3 : augmentation des revenus des membres.

Details à trouver dans Plan 2014.
Establish Route to Market strategy for Kipkelion Champion Coffee Kipkelion District Coffee Union (KDCU) was established in 2009 with the main goal to mill and market the members’ coffee. Effective lobby and advocacy on behalf of its 32 members cooperatives is also an important goal. Agriterra supported KDCU in 2017 in governance, finacial management and developing a milling and marketing startegy. In 2017, the union purchased processing equipment that will enable them to sell their own processed coffee. Part of the marketing strategy, which also aligns to their startegic plan focusses on direct sale of kipkelion processed coffee to the local market. This will be done through the establishment of a coffee shop in Kericho town. The other strategy is for direct sales of their unprocessed coffee to international markets. This will be achieved through selling to the auction market or signing direct contracts with interested buyers. To achieve this, this years' plan will be designed in a way that it supports the implementation of the marketing strategy and improved production of good quality coffee that wins the attention of the international buyers, hence the exchange visits and the TOT trainings. Lobby and advocacy is also key for the union on behalf of its members, hence the need and exposure to FACT trajectory on the union board members. 

Exchange visit for production staff (South to south)
AFCA conference in Uganda
  
Sustainable services workshop 
  
Formation and strengthening of youth council
  
ToT training on GAP (TOT from pri societies)
  
Develop a launch promotion for champion coffee brand by opening a branded coffee shop to attract coffee customers and create awareness of champion coffee
  
Pilot with FACT methodology
  
Financial management training for members and staff of societies
  
Maintain the Marketing officer
  
Implement the action plan of the marketing plan


1. Improve Lobby and advocacy capacity
2. Established direct contracts with international buyers
3. Enhance the unions' market strategy by selling processed coffee to local consumers
Renforcement du management financier et de la gouvernance de la Cecafep. La CECAFEP est une coopérative initiée par la dynamique féminine LOFEPACO dans l’objectif de faciliter à la femme paysanne l’accès aux services financiers de base dont principalement l’épargne et le crédit agricole. De la caisse à la coopérative, cette institution a traversé beaucoup d’étapes dans son évolution structurelle. Elle rêve une croissance dans toutes ses dimensions en tant qu’une Institution financière. Agréée depuis le 14 mai 2015,elle est sous la tutelle de la Banque Centrale et se conforme à ses exigences pour plus de professionnalisme. Cette reconnaissance officielle de l’autorité de tutelle lui donne une position stratégique et une opportunité au-delà de son statut originelle comme dynamique féminine paysanne et lui permet de répondre à la demande d’autres catégories de membres en épargne, en crédit comme en éducation coopérative.
Sa mission ainsi que ses objectifs pour les cinq prochaines années, la ré visitation des documents de gestion(MAPAF, Chartes, RI,&hellip;), l’analyse et la gestion des risques, le développement d’idées pour le plan d'actions, l’appui dans l’élaboration du plan de marketing et communication, le renforcement de capacité des membres des organes sur le leadership, le contrôle financier et bancaire ainsi que le renforcement de capacité des responsables sur la budgétisation et la planification.
  
La mission recommande aux responsables de la CECAFEP de documenter certaines procédures en pratique de gestion, de développer les stratégies de réduction de risque, ainsi que celles d’insolvabilité, de songer à rémunérer les parts sociales des membres effectif par les ristournes dans l’avenir, de garantir la sécurité aux épargnes de  membres, de mettre en place une cartographie  des membres en vue d’une planification des interventions, ainsi que de renforcer la capacité des gestionnaires dans la budgétisation et la planification.


       Organiser   audit externe 2017
       Elaborer  un nouveau plan   d'affaire quinquénale
       Mettre en jour le logiciel informatique
       Elaborer les manuels de procédure administratives
       Organiser  un atelier   d'évaluation du plan d'affaire triennal 2014-2016
       Echanges d’expérience auprès des institutions de crédits   agricoles
       Organisation reunion d'évaluation et  amélioration du système du crédit   warrantage
       Organiser des journées portes ouvertes dans les villages pour   mobiliser l'épargne des jeunes agriculteurs
       Former les membres du conseil de surveillance sur les techniques   du controle interne des coopec
  L'appui par Agriterra sera realisé sur des conseils autour des nouveaux produits susceptibles a etre fournis par la Coopec pour etre plus efficace .Ainsi le plan stratégique sera mis a jour.

Produce management tools that make the SACCO more transparent and competitive in a concurrent environment.Raise awareness among members, especially youth, to mobilize more savings
Mapping/scoping assignment Myanmar: identifying producer organisations and their potential  in agricultural sector support The Netherlands government has signed a MoU with the Government of Myanmar for Agricultural sector support. Already specific projects are being implemented for developing the horticultural value chain (vegetables) and supply of clean potato seeds. 

The Dutch Embassy has requested Agriterra to realise a scoping of producer organisations in Myanmar and the role these could/should play in the development of horticultural value chains. 

Specific attention should be given to the role/contribution of Dutch cooperatives/firms and to the problem of finance for agriculture (Rabobank/Triodos)

A desk study (mapping) will be realized in November/December 2014 followed by a scoping mission in January 2015.

In November/December 2014 interviews will be held with Dutch stakeholders in the agricultural sector support to Myanmar (WUR, Seed Companies), Agripool experts will be identified and prospective FO's and stakeholders in Myanmar will be contacted/questioned for scoping in January 2015.

The scoping mission will be realised by a team consisting of liaison officer, local expert/consultant and two Agripool experts

Major goals:
- To development of Bankable Business Plan 
 - To access sufficient volumes of working capital
 - To improve the technical skills and experience of the management as well as the Board to implement the Business Plan
 - To improve the financial management within the organization