devinitorg/iati-policy-markers huggingface dataset:
Optimizing the wheat flour mill investment and professionalizing the HR of the union farmers’ cooperative union has been showing a rapid growth and development in the past years in its capital, membership, output marketing volume and fixed asset investment. Between 2014 and 2016 the union capital has increased from 42 million Birr to 55 million birr; membership has increased from 50,214 to 54,313 small holder farmers. The union is located in a vast arable area, and has enormous potential for wheat, maize, malt barley, haricot bean, Teff and Potato. The union mainly purchases wheat, maize, malt barley and haricot beans. In 2015 the union has purchased 30,000 quintal maize, 20,000 haricot beans, 20,000 malt barley and 4700 wheat. Since wheat is this their primary crop, the union wanted to add extra value to wheat marketing: the outcome of the conducted feasibility study for a wheat flour mill factory showed to be profitable. The study stipulated that there is a high demand for wheat flour in the market, although multiple initiatives in the milling market are already undertaken or underway.
The Union’s total investment in 2015-2016 include 28M Birr and comprises a 80,000 quintels warehouse (8.2M), a flour milling machine (12M) and accessory building (3.5M), a 550 kW transformer (1.5M) and a seed cleaning machine and accessory building (2.6). The milling factory will be operational end of February 2017, the other investments serve the 2017-’18 operation. 



Despite a difficult year 2016 due to the unrest (82 PC’s property and capacity destroyed!), the union managed to invest in valuable assets and in optimizing their seed multiplications business. Since 3 years this business is ongoing, due to solving the legal issue (finally they received the necessary license), they started upscaling (around 4,000 quintels seed in 2 varieties collected) and very well executing this business. I.e. the union provides an interest free loan for the seed producing farmers for seed, fertilizer, chemicals; after harvesting (combine of union is mandatory) the turnover of the collected seed will be deducted with the outstanding loan and cost of harvest. Might this not be sufficient, than the farmer has to pay back in cash (so far 2 out of 108). 
 For 2017 the union will focus on optimizing their ongoing and new business, by focusing on HR (training, new staff), added value (branding, communication and advertising, operationalizing investments) knowledge (exchange visits, market information) and strengthening their PC’s. More specifically this action plan will focus on:
Best organic coffee exporting FCU in the country The BHAG of the union is to be one of the best organic coffee exporting farmers’ cooperative union in the country. Burka Galeti Farmers’ cooperative union is established in Oromia Regional State, west Hararghe Zone, Hirna Town 370 km from Addis Ababa. The union is composed of 103 primary cooperatives organized in five districts.  Burka Galeti has 13 board members and have 33 permanent and 40 temporary staffs.  The union has a strategic plan and well targeted business both at the union and members’ PC level. In the coming three years, animal fattening, honey processing, coffee and pulse crop export business are among the major plans to improve better services to its members. Harrar coffee is specially coffee with high preferences in export market. The farmers are however suffering from unsatisfactory margins from the product output marketing. In 2018 the union mainly aim to engaged in export market for different country and fetch high price. 

The 2018 AP will focused on the following objectives:
1.    Creating at least one market linkage with international buyers 2. Developing the organizational structure of the union and 4 PCs for export readiness 3. Digitalis the financial management system of the union by adopting Peach-tree software 4. Develop the supply chain modality for exporting coffee in attractive manner

The goal is to be the best organic coffee exporting FCU in the country
Efficient operations at dairy processing plant The milk processing plant at Mukurwe-ini Wakulima Dairy (MWD) is operational since July 2014, and is producing pasteurized milk (both bulk and in pouches) since. Volumes of processed milk have been increasing month per month. With this rapidly increasing volume of processed milk, MWD reached the break-even point already in November 2014. The margin of pasteurized milk, either bulk or pouches, is higher than margin achieved on raw milk. But to increase the profitability and liquidity of MWD to a financial healthy level for the long term much more collected & processed milk is needed.

MWD can meet their financial obligations, although the total debt in relation to the cash flow is after the investment above average.  As a result of the rapidly increasing processed milk volume, MWD is selling far less milk to other processors, however still raw milk is sold. 

As the mission team of Henri Bisschop (FrieslandCampina) and Harm Folkers (ABN AMRO) concluded in early 2015: It is impressive to see the quantity of work done in the last year on the new factory building and various expansions! 

However, a number of topics were identified that raise concerns to the team. These need to be addressed in coming months.

Action plan and budget 2015 include the recommendations of two recent missions:

•	Mission Follow up on starting up processing plant by Harm Folkers and Henri Bisschop
•	Mission Design laboratory & company assessment Bora Feeds by Mr. Wilbert Hilkens and Mr. Harold Vlooswijk.

See for detailed description of planned activities, the Project memo, as well as the action plan itself. Main objectives:

Securing current pasteurised milk production
&#61558;	15.000 l cool tank for pasteurized milk 
&#61558;	Ice bank installation & homogenizer
&#61558;	Back up critical equipment (spare parts)

Product portfolio expansion &#61558;	Yoghurt processing & packaging line

Improving quality by investing in cold chain&#61558;	Cool tank for raw milk in the field, close to the farmers

Securing current pasteurised milk production, Product portfolio expansion to yoghurt and improving quality by investing in cold chain.
Becoming a true cooperative Enterprise with increased sales and members Nyakyera- Rukoni ACE has a membership of 1413 members, of which 550 are women. The ACE was established in 2005 with a total membership of 327 members, comprised in 3 RPO’s. Currently, there are 21 RPOs member of Nyakyera-Rukoni ACE. Within the ACE, 350 members are involved in maize processing, 430 in milk and 520 are active in coffee.

In 2014, Agriterra together with Nyakyera-Rukoni ACE will work on consolidating and further professionalizing the organization. NACE needs to attract more working capital, they need to mobilize all RPOs to become active members in terms of volume and quality, financial management needs to further improved but especially be sued for management decisions and the business plan needs to be updated in order for the GM to use it as a daily guiding document. In addition they will be working on proper bookkeeping on RPO level and policy development in order to further professionalization of the ACE.

This all will need to lead to a more sustainable ACE, which can grow in terms of members and volume and will be an example for other ACEs.

In 2014, Agriterra together with Nyakyera-Rukoni ACE will work on consolidating and further professionalizing the organization. NACE needs to attract more working capital, they need to mobilize all RPOs to become active members in terms of volume and quality, financial management needs to further improved but especially be sued for management decisions and the business plan needs to be updated in order for the GM to use it as a daily guiding document. In addition they will be working on proper bookkeeping on RPO level and policy development in order to further professionalization of the ACE.

This all will need to lead to a more sustainable ACE, which can grow in terms of members and volume and will be an example for other ACEs.

- Increase economic activity of the ACE
- Increase member commitment (volume and financial contribution)
Subsidy agreement Ethiopia - administrative A subsidy arrangement has been made between Agriterra HQ and Agriterra Ethiopia. Yearly, based on allocated amounts and budgetting for projects and overhead costs a budget will be agreed upon.
The following obligations are attached to the funding:1. The activities made possible by the funding are carried out under the responsibility of Agriterra Head Quarters and in the manner indicated in each annually submitted activity plan, budget and cash flow forecast.2. Agriterra Ethiopia is obliged to forward a written notification when it is likely that the activities for which funding is granted, will not be performed, will not be performed on time or completely as planned, or if they cannot meet the obligations arising from the funding.3. Agriterra Ethiopia will, when discovering (suspected) irregularities in the implementation of the funded activities (such as fraud or any other irregularity) submit thereof immediately a written report to Agriterra Head Quarters, in which also the financial consequences are shown, and the measures taken in this regard. Agriterra Ethiopia also includes in the annual progress report or final report, a list of all the reports referred to above, financial interests and measures taken.

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The activities are made possible with funding from are carried out under the responsibility of Agriterra Head Quarters
: Increasing productivity, reducing post-harvest loss and improving food processing quality standards IABM is a maize seed producer and processes maize into maize flour and animal feed. The cooperative was registered officially in 2009 and its mission is to increase member’s income through cooperative actions. IABM has 764 members and an additional 1,011 potential members, who both supply the maize grains to the IABM factory.
  IABM has invested in a corn mill in 2016 which is currently operating at approximately 60% of capacity. The main activity of IABM was however the multiplication of maize seeds. The multiplication is done by members, whom sell the multiplied seeds to IABM. The cooperative then sells the produce to RAB. IABM can produce more than 300 metric tons of maize seeds (OPV) per year and can process 80 metric tons of maize grain into maize flour per year. Seeds which are not certified are being processed into flour. 
 IABM wants to increase the maize yield in 2018 from 4mt/ha to 5.5t/ha. To reach this yield,with Agriterra support, IABM will do the integrated soil fertility management training encompassing the combination of crop production and livestock farming ) for improved soil and land use, proper crop-rotation, using organic manure,  preventing erosion. IABM also targets to produce hybrid maize seeds. IABM wants also to expand its hybrid seed multiplication scale from 50ha to 100ha in 2018 and become a recognized national cooperative hybrid maize seed multiplier.

IABM intends to achieve the project gaols by implementing the following activities in partnership with Agriterra, these include but not limited to training of trainers on food safety,documentation,traceability and food processing (maize processing and hygien),training on integrated farm systems(combination of crop production and livestock farming ) for improved soil and land use, proper crop-rotation, using organic manure,  preventing erosion,training potential members on post-harvest handling technology and storage techniques, organizing mobilization events to recruit new members, training youth on cooperative values and principles and conduct a record keeping training on zone level.


Increase maize production and improve food processing and quality standards.
Becoming a key cooperative supplier of DakLak Coffee The Minh Toan Loi cooperative (MTL) established in 2012, with 227 coffee growing members (3000 ha); potential to expand to 400 members or more by 2020.
MTL has 6 paid staffs (1 part-time). At present, it focus on earning model of marketing and selling coffee beans for its members. It has piloted new products such as: roasted coffee bean, coffee powder (certificate and license has been submited for approval, on process of designing label, package, .... Currently, all its members have certified FLO, UTZ and RFA but FLO certificate coffee quantity is just marketed around 20% as lack of FLO certificate customers.  MTL is clear on what they expected from Agriterra such as Governance empowerment, organization management, HRs, financial management, value chain (buyer-supplier linkage), marketing.
Minh Toan Loi Coop at present focus on earning model of providing fertilize, seeds services, marketing and selling coffee beans for its members. It has piloted new products such as: roasted coffee bean, coffee powder (certificate and license has been submited for approval, on process of designing label, paskage, .... At present all its members have certified FLO, UTZ and RF but FLO certificate coffee quantity is just marketed around 20% as lack of FLO certificate customers. The Coop has its overall and specific business ideas and strategy:- Improve quality of coffee beans (inputs, take care techniques/equipment, harvesting, processing,...)- Improve and invest Infarstructure/technical machines: roasting, grilling, packaging, houseware, transportation, seeding,... - Start-up new products: roasted coffee bean, coffee powder by development of their value chain- Improve human resource, governance competencies

Minh Toan Loi cooperative has ambition to growth organizationally and economically to sell all the products of their members and become a key supplier of Daklak coffee. MTL Coop needs to develop a healthy financial management, transparent governance and most important an ambitious but realistic strategic business plan with fitted marketing strategy. MTL members committment will also need to be improved thought various MyCoop meetings/trainings.
The Minh Toan Loi cooperative (MTL) established in 2012, with 227 coffee growing members (3000 ha); potential to expand to 400 members or more by 2020.
MTL has 6 paid staffs (1 part-time). At present, it focus on earning model of marketing and selling coffee beans for its members. It has piloted new products such as: roasted coffee bean, coffee powder (certificate and license has been submited for approval, on process of designing label, package, .... Currently, all its members have certified FLO, UTZ and RFA but FLO certificate coffee quantity is just marketed around 20% as lack of FLO certificate customers


MTL Coop needs to develop a healthy financial management, transparent governance and most important an ambitious but realistic strategic business plan with fitted marketing strategy.
Improving production and expanding the market for the 'Mt Kenya coffee' brand. MCCCU is a cooperative union formed by 34 primary societies all producing coffee that have in total 76,000 active members and more than 120,000 registered members. The union has different business units that contribute to its income streams. However, being a coffee union part of its mandate is to support its members (PCs) but moreso the individual farmers to produce more coffee and thus increase their income. This project therefore seeks to strengthen MCCCU's resolve of helping its members through trainings, inputs, advises and advances among others for them to improve on the quality and quantity of coffee in their farms. In 2017, the union's members recorded an average production increase of 19% comparared to the previous year due to the deliberate interventions measures targeting the farmers. It is expected, that in the coming 2 years, productivity of coffee from the members will further increase with the same growth rate of about 20%. On the marketing side, MCCCU made steps to increase their influence at the local market consumption segment in Kenya by carrying out comprehensive marketing survey and documenting a marketing plan. The results of these initiatatives are expected to be realized in 2018, the goal being to sell upto 30 bags of grounded and packaged coffee every month in 2018. 


Project Activities
Improve the brand 'Mt Kenya Meru Arabica Coffee' through the redesign of the packages and promotional materials. Produce new Branding materials
Undertake promotional activities such as wet tasting in Supermarkets, Merchandisers, promoters, Gondolas et al. 
Re-design the website to suit the newly  developed branding materials.
Train all the markting and sales staff on coffee production and quality 
Organise a coffee Festival/Field day for all the coffee farmers in Meru County
Kick-off Event on status of governance and Financial management Including both the Governance health check and the financial management health check.
Analysis of the audited financial statements for the past 3 years and training the board and management on how to analyse them, including the cashflow forecasts and KPI dashboard
Retrain the 34 TOTs on crop husbandry, soil analysis interpration and cherry picking to enhance quality. Also, meet all of them to take stock of 2017
Services 
Event: Training 
Supervisory board training
Basic Financial management training
FACT follow-up workshop

Increase coffee production by upto 20% in 2018
Grow the market share for the Mt Kenya coffee
Strengthen governance and financial management in MCCCU
Consolidating the gains of milk processing whilst growing the brand- 'Royal Fresh' Mukurwe-ini wakulima dairy limited is at a very important stage of their development now with regards to 'Royal fresh'. In 2017, the focus will still be on mobilizing members' milk to work towards full utilization of the processing facility, efficient processing operations, strengthening of governance and management, and growing the market share of the brand-'Royal fresh'

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1. making steps towards full utilization of the processing facility
2. Strengthening governance and management
3. Growing the market share of Royal Fresh
Boosting output marketing to optimize agroprocessing. Amedber primary cooperative (PC) is found in Fogera district South Gondar Zone of Amhara region Ethiopia. The PC is a member of Merkeb Union and was founded in 1977. Today the PC has a total of 2460 (2210 male and 250 female) member farmers and owns capital worth 4.9 million ETB. The PC is mainly involved in input distribution (fertilizer, pesticides, seed, consumable goods), agro processing (Niger seed and grain), and output marketing (Niger seed, Rape seed, Faba beans, and Chickpea). Last seasons (2016-2017) output marketing results were 655 quintal Niger seed, 100 quintal Rape seed, 38 quintal pea, and 250 quintal Chickpea. The PC owns a small and old Niger seed processing facility which processes the Niger seed. The processed crude oil is distributed for its members and to the inhabitants in the nearby towns. The PC is in the process of changing the oil machine by new and efficient machine and Plans to pack produces and get certified.

- Agronomic training to farmers 
- Governance and leadership training 
-Financial management and accounting training 
-B2B session and other market linkage activities
-Enhancing internal operations 

•Increase collection of Niger seed from 500 quintals in
2016/17 to 1000 quintal in 2017/18. 
• Increase the amount of working capital for buying Niger
seed (current available amount is only 500,000 Birr).                                                                                         • Explore the
possibility of getting certificate from the national quality conformity
authority.                                                                                                                     •
Increase membership to increase Niger seed intake.                                                     • Train 300 model farmer members on pre-and-post agricultural practices to
increase both quality and volume of Niger seed intake.
Chickpea processing factory set up Becho Woliso farmer Cooperative Unions established in 2000.  The union was founded with establishing capital of 140,000.00 ETB and generated from 10 primary cooperative societies, which hold 11,599 farmers. The union is one of the pioneer farmers’ cooperative unions in Ethiopia. The Union has been established in South-West Shewa Zone Oromia regional state, specific town called Tulubolo. Currently, the union capital grew to 120 million ETB and member cooperatives are increasing to 84 PCs. The union provides different services to the members such as; supply of agricultural inputs, output marketing, transportation services, value adding to agricultural outputs and social services. Besides, the union has also proved in the effectiveness of internal capitalization and able to mobilized 22 million ETB for chickpea food complex establishment.

The main goals for the 2018 AP are:
1. Support on the set up of the chickpea factory with technical knowledge2. FACT training and follow up

Becho would like to create the first farmer owned state of the art chickpea processing facility.
Regaining the trust of members through Licencing Aberdare SACCO was a victim of bad governance in the past to an extent it was on the verge of going down. It was in this state when Agriterra came to its rescue with key focus on professionalizing the organization to ensure a sustainable bank so as to offer the best services to farmers as to the members. This year, Aberdare focuses on regaining the trust of its members through certification by the SACCO Regulatory Authority

Meeting with SASRA official for guidanceDevelop/review HR and Financial management manual as required by SASRAStaff Training on Credit Management and customer CareMembership education daysExchange Visit for Marketing plan implementationDevelop Job Description for all the managersDevelop a business Plan based on updated SP according SASRA GuidelinesSale of property-land and petrolstationReview the Currrent loan products and develop new products if there is needTraining Board on SASRA Code of ConductDevelop a Board Code of ConductDevelop a Board Retirement Schedule and state the maximum duration for re-election

The goal of the project is to support the Aberdare to gain the member trust through Licencing by Sacco Regulatory Authority in Kenya.This will be achieved by ensuring quality in audited accounts, professional management and governance through policy documents elaboration.
Eventos y capacitaciones Nicaragua 2017 Proyecto marco para la preparación de misiones de eventos y capacitaciones en Nicaragua

2017, Se han planificado:
- Taller de Gestión Financiera Básica.
- Taller de Gestión Financiera Estratégica.
- Taller FACT
- Gira de estudio Sol&Café en Perú.
- LATAM Team Summit 2017
2018, Se han planificado:
- Preparación MBT Perú.
- Gira de intercambio cooperativas de hortalizas España-
- Taller de Marketing Básico.

Capacitación de miembros de cooperativas y organizaciones de productores/as con las que trabaja Acodea en Nicaragua
providing advanced support to enhance Tsehay's operational excellence. Tsehay is rated as advanced Agriterra Client, which expects more of advanced advisory support from now onwards. For this reason, the union will only receive additional installments for the execution of agripool related missions and to execute PC focused action plans. In the 2017 action plan Tsehay will receive different expertise support through agripools to tackle some of the core managerial and operational incapacities. 5 PCs have been selected and a tailor made action plan for each PC has been prepared based on their capacity gaps. 

- Advisory services on HR,Strategic plan, and Feed optimization. 
- Tailor made strengthening activities for selected 5 primary cooperatives.  

Goal: Strengthen 5 selected PCs,boost the feed plant production and feed formulation activity, increase crop intake by 15%.