devinitorg/iati-policy-markers huggingface dataset:
Improving financial and human resource management and developing new potential business The company assessment pointed out that Dienphuoc 1 agricultural cooperative has a high solvency ratio and quite a stable net profit. The cooperative has high ambition to grow organizationally and economically but they do not know how to do because of limited capacity in human resouces and business development. As recommended, Dienphuoc should be helped in studies on value chains and detailed business plans (for rice seed and rice consumption). 
Dienphuoc will implement activities to improve the level of commitment from its members thought various areas such as developing an appropriate governance structure, rolling out MyCoop meetings/trainings and making financial report transparent and understandable for all members. Goal is to improve the knowledge of their own value chain and design business plans to attract new capital aimed at adding value for their members.

Agriterra will support Dien Phuoc on Human Resource Management and Value Chain development. Furthermore, training will be provided in cooperaiton with QNCA on financial mangement, My.Coop and governance. Dienphuoc will implement activities to improve the level of committment from its members thought various areas such as developing an appropriate governance structure, rolling out MyCoop meetings/trainings and making financial report transparent and understandable for all members.  

Goal is to improve the knowledge of the value chain and design business plans to attract new capital aimed at adding value for their members.
East Africa - 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 assessment to East Africa 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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The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessment to East Africa 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
Linking potato producers union in a sustainable way to processing factory 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.

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. 

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.

Setting up the union
Training in cooperative management
Setting up a management team
Cooperative business development in Ethiopia - scopings and company assesments Those scoping missions will be executed in different value chains, among others oilseeds, grains (teff/barley), chick peas and horticulture. Other sectors may follow. Scoping activities will be aligned with the priorities of the Agricultural Transformation Agency (ATA) and the list of pioneer unions as identified by ATA. Potential (pioneer) cooperatives will be selected based on certain criteria, such as quality of financial management, adequate managerial practices, growth ambitions and investment need. 

Based on the scoping results potential cooperatives will be identified. Those cooperatives will be thoroughly assessed, using Agriterra’s company assessment tool. When the cooperative seems to have sufficient  potential the agribusiness team assists the prospects in becoming bankable by addressing and improving aspects related to management, cooperative governance, entrepreneurship, production, supply management and marketing. 

Agriterra will involve SNV and SCOPEinsight in this identification work.

Targets
* 5 to 6 scoping assignments
* 12 company assesments
* 10 new clients

This project covers the scoping assignments and company assesments that will be executed in Ethiopia in 2012. Several scoping assignments in order to identify ambitious and entrepreneurial cooperatives - with a reasonable business track record and good management potential - will be organized on short notice. Once a potential union or PCS is identified a company assesment will be organized.

Améliorer le système de production et de commercialisation des produits agricoles et le revenu annuel des OP de base en les reliant aux marchés nationaux et internationaux.
Latin America - Financial management of cooperatives and farmers' organisations Este proyecto se dirige a las actividades de fortalecimiento de la gestión financiera de las cooperativas y organizaciones y de sus directivos y personal en Perú y Bolivia. Se realizarán entrenamientos con gestión administrativa y financiera basica para cooperativas, gestion estrategica financiera y formación a consejos de fiscalización.
Participan por lo menos 24 organizaciones y cooperativas de Peru y Bolivia, alrededor de 100 lideres, gerentes y responsables de administracion y finanzas. 
Dos facilitadores en la metologia basica son formados en Bolivia.

Los resultados de este proyecto seran:
1. 48 participantes involucrados en la gestion financiera y administrativa de 12 organizaciones son formados en gestión administrativa y financiera con la metodología de Agriterra en Peru y Bolivia2. 16 participantes de 4 cooperativas son formados en gestión financiera estrategica3. 32 participantes de consejo de vigilancia/comite de fiscalización son formados en la nueva formación para consejo de vigilancia de Agriterra en Bolivia y Peru. 4. Formación consejo de vigilancia testeada y validad para ser replicada en otros paises. 5. Una formación TOT en gestion administrativa y financiera basica, formando a dos facilitadores que pasarán un proceso de replica y coaching.

Fortalecer la gestión financiera de las cooperativas y organizaciones y de sus directivos y personal en Perú y Bolivia
Enhancing Smallholder Commercialisation of Rice Farmers in Chinsali Chinsali District Rice Association is a membership driven association of rice farmers and traders registered in March 2009 with the registrer of Societies. CDRA current has 1, 250 members, 700 of which are male and 550 are female grouped in four zones, namely Central, Chambeshi, Kalela and Nashinga. The association is represented in these areas with the capacity to recruit and provide services to 2000 members 30% of whom are women. The organisation was formed to facilitate service provision to rice farmers. 

Chinsali District Rice Association (CDRA) will employ a private sector led market approach. This approach starts with the buyer (an identified local processing company called COMACO); CDRA will encourage farmers to produce what sells rather than the traditional method of producing and consequently identifying a potential market. Chinsali District Rice Association will sign a supply contract with COMACO to supply an agreed amount of Metric tonnes and it will in turn contract its members to produce and supply paddy through it. Developing this commercial supply chain system with COMACO does not only provide market for CDRA rice farmers, it also increases members access to reasonably priced inputs (such as seed, fertilizers, credit, extension services and technology) which COMACO agrees to provide and subsequently will result in increased incomes and sustainable rural livelihoods of the members.

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

Increase sales performance of Katerera ACE and organizational strengthening by means of improving financial management of the ACE and increase equity.
Collaboration with Mumbwa Farmers Ginning and Pressing Company tbc

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yet to be defined, after the Assessment
Construcción de una Planta Propia La Cooperativa de Producción y Servicios Especiales de los Productores de Camélidos Andinos Ltda. – COOPECAN Perú coopera con Agriterra desde el año 2011, con la finalidad de lograr sus objetivos estratégicos de corto y largo plazo en aspectos comerciales, productivos y de responsabilidad social.  Ahora la Cooperativa cuente con una gestión moderna, eficaz y sostenible y desarrolla diferentes actividades, con la participación de sus socios y sus familias así como de su personal. 





Para el 2017 se planifica lograr los siguientes resultados: 



- Proyecto presentado a Fondo Verde para mejora de la producción primaria a través de la creación un fondo de crédito interno- 2 Informes de investigación a fin de incrementar la productividad en la producción primaria - 12 jóvenes capacitados y 4 de ellos incorporados en las diferentes actividades de Coopecan- 70 socios capacitados en gestión empresarial a nivel de la producción primaria (planificación, registros, costos) - Reglamento del fondo de capacitación y 10 personas capacitados en temas técnicos- Construcción de planta propia en proceso a través de obtener un crédito a largo plazo de US$ 1,200,000





- Elaboración de proyecto para mejora de la producción primaria a través de la creación un fondo de crédito interno para mejorar la infaestructura productiva (reservorio, riego, pastos)

- Estudios de investigación (uso de estiercol en la elaboración de bioles, comparación de pasto cultivado con pasto natural) a fin de incrementar la productividad en la producción primaria- Desarrollo del programa Pro Joven IV, a fin de continuar formando jóvenes que aseguren el futuro de la cooperativa- Capacitación a los socios en gestión empresarial a nivel de la producción primaria (planificación, registros, costos)- Capacitación del personal de areas de producción, mantenimiento, producción primaria, administración y ventas- Actualización del plan de negocios y estudios preliminares

Construcción de una Planta Propia
International representative activities of Agriterra Representative activities of the managing director of Agriterra and others who act on his behalf are managed within this project in order to have them respond to the stratgic objectives of Agriterra for the coming years. These objectives are:To internationalize the recruitment of agripoolersTo insert Agriterra's expertise within value chain arrangement with the food industry.To divulgate Agriterra's vision on international cooperation in the farming sectorTo insert our actions in the international programmes in diferent continents (

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Include Agriterra's actions in the international programmes in different continents
Action plan Ankole 2011: expanding into washed arabica Ankole Coffee Producer Cooperative Union Ltd (ACPCU) has a membership of 13 primary cooperative societies with a total of 5788 members. The union is specialized in the commercialization and marketing of coffee, 90% Robusta and 10% Arabica. In May 2010 the board and management agreed that the organization should expand the membership and its washed Arabica production.

Agriterra – in person of Mascha Middelbeek and Athanasio Massenha - visited ACPCU on 17th March, 2011 in Ishaka – Bushenyi for the purpose of pre-assessing the organization and business potential. During the visit ACPCU presented the business idea of going into Fairtrade Organic Fully Washed Coffee. A concept note for the business idea was shared to Agriterra and the contents and organizational potential provided Agriterra with sufficient reasons to organise a company assessment to ACPCU in April 2011. 

In April 2011 the company assessment was executed and ACPCU's performace and business idea were both assessed positively. Jointly with board and management the follwoing action plan was developed in order to come to a bancable business plan. 

Recruit 5 Mild Arabica Primary Societies
1.1 Sensitization visits
1.2 Registration of 5 new PCS
1.3 Admission of 5 new PCSs to ACPCU

Capacity building of Boards, Management & farmers
2.1 Board training
2.2 Manager, Chair & Treasurer training
2.3 Farmer training
2.4 Exchange visits for 5 PCS

Undertaking a feasibility study and full business plan for fully washed Fairtrade Organic coffee
3.1 Survey coffee availability and expected production volumes
3.2 Develop ToR for business planning
3.3 Recruit consultant
3.4 Feasibility study and business plan finalized
3.5 Three new clients mobilized
3.6 Increase in sales and turn over 

Implement business plan
4.1 Mobilize finance for business plan 
4.2 Implement business plan.

Produire des quantités importantes pour pouvoir répondre efficacement au besoin de marché et obtenir de ce dernier un prix rémunérateur en vue d'augmenter le revenu des ménages.
Promouvoir l'esprit entrepreneurial dans les coopératives agricoles membres de l'UPDI à travers les activités génératrices.
Valoriser la participation économique de la femme au sein des coopératives membres de l'Union pour la promotion du genre et l'accroissement de revenu au sein des ménages.
Cooperative Development in Irish Potato Value Chain Agriterra has been working with farmers organizations in Rwanda, including IMBARAGA farmers’ organization, since 1998. All projects aimed to “empower farmers’ organizations” to be able to provide quality services to their members in order to support them to improve their livelihoods and get out of poverty. In the Northern part of Rwanda (Musanze, Nyabihu, Rubavu and Burera districts), the legacy of the previous projects supported by Agriterra is still visible.
  
Recently Agriterra revised its intervention strategies, putting more focus on improving farmers’ cooperatives’ “economic capacities”. Irish potato is among the most profitable crops in Rwanda and Agriterra wants to remain active in this value chain. Many cooperatives are involved in the Irish potato value chains especially in seeds and the production of consumption potatoes. Generally however, these cooperatives are particularly small in terms of members in comparison with other value chains. Membership often does not exceed 25 farmers, but their outreach is often large looking at non-member supplying farmers. In collaboration with IMBARAGA, through this mission, Agriterra expects to be able to support these small cooperatives in an efficient manner in order to assist them to become flourishing commercial cooperatives with extended membership bases.
  
Since November 2016, Cooperative Business Advisor at Imbaraga, Mr. Benoit Mutabazi, has been screening various small sized potato cooperatives in the districts of Musanze, and Burera. After an extensive scoping exercise, together with Agriterra, 10 cooperatives were selected to be part of Agriterra and Imbaraga portfolio concerning the cooperative development project of 2017. The proposed actions and choices are made.  The Irish potatoes cooperatives  need to be assisted to increase productivity, improve the financial management and build business partnerships.           

See actionplan

The goal of the project is to increase the Irish potato production of the members, improve financial management of the potato cooperatives and build business partnerships.
Devenir une COOPEC qui a un impact plus important sur les activités commerciales de ses membres. La COOPEC OBUGUMA est une coopérative d’épargne et crédit qui offrant à ses membres les services d’épargne, de crédit, de formation ainsi que de transfert des fonds pour les initiatives féminines regroupées ensembles dans l’agriculture et le petit commerce. Ayant le monopole du service d’épargne et de crédit en faveur de ses membres, Obuguma a fait de succès depuis sa création en 2009. Ses membres accèdent au crédit par groupe solidaire car ne disposent pas de garantie matérielle à déposer à Obuguma en guise de l’obtention dudit crédit.
Obuguma dispose de 3,316 membres physiques avec environs $ 45,000 logés dans la banque TMB à Bukavu. Ses membres sont essentiellement composés des Agriculteurs regroupés dans diverses filières agricoles, éleveurs, pécheurs, armateurs, agents de l’Etat, enseignants et petits commerçants. La COOPEC a un monopole qui lui permet de se confirmer dans le domaine d’octroi de petits crédits à ses membres ainsi que la facilitation de transfert de fonds. Actuellement la demande étant plus élevée, Obuguma connait de sérieuses difficultés auxquelles elle ne sait pas faire face. Son enveloppe lui permet de répondre à environ ¼ de la demande qu’elle enregistre pour chaque trimestre et ceux qui bénéficient de ses prêts n’obtient pas la totalité du montant demandé (parfois la moitié ou le tiers de la demande). 
  

  


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Agriterra a convenu avec Obuguma de lui appuie dans le recherche pour une institution financière qui peut offrir une ligne de crédit afin de pourvoir répondre de manière raisonnable aux demandes exprimées par ses membres. Afin d’être éligible pour les institutions financières, les états financières doivent être audité et les affaires interne doivent être automatiser avec un nouveau logiciel comptable. Puis, Obuguma va étudier le principe de crédit au warrantage et analyser la situation de la gestion des risques.
Expanding financial inclusion to farmers and farmer groups Lyamujungu Cooperative Financial Services Limited (LCFSL) started in 1984 with the goal to provide a cheap source of funds to members, to date the challenges for this Sacco are;
1. to maintain their leading role and maintain and extend their high service level to the clients.
2. develope and offer tailored products and services to its members.
3. train the board in good governance practices and assist both management and Board in strategic planning. 
This is what this project will seek to address. 

Lyamujungu wants to expand its outreach to more farmers in the area by making it easy to acess financing, adopting products  to suit farming cycles to increase household incomes. 
The
main project objectives are; 
1) Extent financial access and inclusion to more farmers with tailored products to suit their farming and economic cycles.  
2) Improve governance and Board performance to serve members in a more professional and strategic way. 
 3) Improve the strategic planning process of the Sacco. 


The Measurable indicators
would be; 
1) Increase in the number farmers accessing agricultural financing. (Both new and existing)
2) Annual operational/work plans and budget  linked to their Strategic plans.
3) Change in Farmers' savings accounts.  
4) a Functioning Board with Quarterly review Minutes and monitoring reports. 
 
In Conclusion, the Sacco
in the end, should be able to analyse their financial performance with
clearer and measurable both financial and non financial indicators of
performance, have a balanced capital structure in line with the overall vision. 

1. The Sacco of design products that favour farmer's economic cycles and regimes. 
2. Have a well functioning board, clear structures (Committees) with clear roles and responsibilities .
3. Develop and encourage Strategic planning.  . 2018 Goal- Improve Credit management, Improved repayment Rate above 90% and PAR below 10%