devinitorg/iati-policy-markers huggingface dataset:
Supporting cooperative feed mill and hog raising business expansion SIDC is the biggest primary agricultural cooperative in the Philippines and is Agriterra's 7th client in the country. The Agriterra cooperative assessment mission team has recommended collaboration with SIDC for one year, with possibility of extension, focusing on the following key priority areas: exchange visit to the Netherlands on feed milling/slaughterhouse operation/piglet production/manure processing and Agripool missions on feasibility study for corn storage and trading, project review on expansion and training of trainers on piglet production.


           Enhance   capacity on feed milling and on hog technology
   Enhanced   capacity on feed milling (coop management, milling operations, feed   formulation)  and on hog technology   (piglet production, slaughterhouse, manure processing)
   Q2 2018
       Conduct feasibility study on corn storage and trading and   project review on expansion to new provinces (new feed mill)
     
   Feasibility   study on corn storage and trading and project review on expansion to new   provinces (new feed mill)
   Q3   2018
       Conduct training of trainers on piglet production
   Trained   trainers on piglet production
   Q4   2018
  
           Advice
    
    
       Conduct feasibility study on corn storage and trading and   project review on expansion to new provinces (new feed mill)
   Feasibility   study on corn storage and trading and Project review on expansion to new   provinces (new feed mill)
   Q3   2018
       Event: Training 
    
    
       Conduct training of trainers on piglet production
   Trained   trainers on piglet production
   Q4   2018
       Event: Exchange visit
    
    
       Enhance capacity on feed milling and on hog technology
   Enhanced   capacity on feed milling (coop management, milling operations, feed   formulation) and on hog technology (piglet production, slaughterhouse, manure   processing)
   Q2 2018
  


SIDC will celebrate its 50th anniversary in March 2019. In preparation for this SIDC has recently (December 2017) announced an ambitious 2-year strategic plan, based on the 3 R’s: 
- Reach (increase membership from 27,000 to 50,000); 
- Revenue (increase turnover of 20 %); 
- Return (increase net margin net surplus over sales of 5 %). 
The above 3 targets are defined as the BHAG.
Collaboration with Dairy Association of Zambia DAZ plays an instrumental role in the support of dairy cooperatives and through a partnership with Agriterra, DAZ is expected to strengthen its capacity to improve services provision to its members. Agriterra is seeing opportunities to directly support dairy cooperatives, but parallel to this, to channel support through DAZ to smaller and weaker cooperatives that are outside the Agriterra scope. Both strategies are expected to improve the position of dairy cooperative, in so doing boosting growth and development of the dairy sector in Zambia.

Short-term BHAG (2017): Increase milk productivity to 10 litre per cow per day, strengthen governance at member level through member capacity building and support to the research base to reduce cost of milk production by 15% per litre.                                                                                                                                                                    Long-term BHAG (2021): Increase milk productivity to 15 litre per cow per day, reduce cost of milk production by 30% per litre and become 60% financially sustainable.                                                                                                                                                                                                                                                                 Governance: At the member level, in particular small cooperatives, governance is considered weak. A governance ToT to DAZ staff aims to address this weakness. In addition, involvement of youth in the organisation and at member level will be sensitised.                                                                                                                                                                                                                                                                 Production: support to DAZ's research base is to inform the organisation's strategies on lobby & advocacy and members' capacity building.                                                                                                               Organisational Development: The newly-recruiting Cooperative Business Development Officer will be trained in Cooperative Development. 

Improving DAZ lobby capacity and capacities to strengthen cooperative membership for dairy development
Efficient and effective operations with emphasis towards milk processing Lelan Highland Dairies is a milk intake public company fully owned by farmers. The company is situated in West Pokot County, Lelan division, in a rugged landscape, about 25 Kms off Kitale-Kapenguria road, 62Kms from Kitale and 109Kms from Eldoret. Lelan has 10 collection sites where by more than 3 collection sites are under zone manager. The company recorded average daily collections of 14,000kg of milk in 2017. It has a total registered membership of 5,579 and 4,000 active members. In 2018, the core strategy for Lelan dairies is to increase milk production at the farm level and increase intakes from 14,000kg/day to 16,000kg/day, reduce seasonal milk volatility and thus build the fundaments for an eventual value addition in 2020. Ideally with the new managent, Lelan envisages improving efficiency and operations within the entire organisation.         

The project targets;
Establishment of 20 model farmers with zero grazing units Development and training of 20 TOT model/lead farmers (incl. of EOs) Implementation of Sustainable Services Plan Integration of Computer system within branches Conducting a Human Resource Audit; Reviewing the current capacity of the 79 staff members and recommend on how to gain efficiency in conformity with milk processing  Induction and training of new board Market survey for small scale step by step processed milk Exchange visit to Tarakwo Training of key management staff on; Internal controls, governance issues, and,Further mobilizations of young farmers

In 2018, the core strategy for Lelan dairies is to increase milk production at the farm level and increase intakes from 14,000kg/day to 16,000kg/day, reduce seasonal milk volatility and thus build the fundaments for an eventual value addition in 2020. Ideally with the new managent, Lelan envisages improving efficiency and operations within the entire organisation.
14All Resource Mobilization LATAM Bajo este proyecto se incluirán todas las actividades enfocadas a la movilización de fondos por parte de AgriCord para la región de América Latina, dentro del programa DGIS 14All. Se ha asignado un monto para la financiación de las actividades necesarias para la incidencia y promoción de las actividades de AgriCord en América Latina, y se ha designado a Acodea como coordinadora de esa tarea.

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Team Asia aims to provide paid services and play key role in acquisuiting and fundraising.
Governance and leadership - Latin America Governance and leadership are the heart and motor of cooperatives. That is why Agriterra developed several products and trainings on this topic:
  
•       Cooperative Governance training
  
•       Supervisory board training
  
•       Member commitment
  
•       Gender & female leadership
  
•       Youth
  
•       HR management 



Strengthened governance and leadership of farmer organisations and cooperatives in Latin America
Strengthen rice production and developing marketing strategies CHAURU is a, young, active primary cooperative specialized in irrigation. Because most farmers grow rice on the irrigated fields CHAURU may easily be mistaken to be rice cooperative. Established in 2003 out of a government Irrigation Scheme CHAURU provides several services to farmers. CHAURU has about 860 members depending on the water provided to grow their crops.
CHAURU is an irrigation cooperative. This means the core business is about irrigation, about maintaining the channels and pumps, about having enough water to grow crops. Their member commitment is also derived from being an irrigation cooperative. There is a necessity for famers to work together within CHAURU because if they don’t do so, nobody is getting any water to grow crops.
Collaboration with Agriterra  aim to increase production and also working on their vision of marketing and processing the rice from its members.

CHAURU is primary cooperative established June 2003 in Chalinze district Coast Region is the rural primary co operative society dealing with rice farming through irrigation.
in this first year 2018 of collaboration, Agriterra agreed with CHAURU to have no budget only Advisory mission - development of strategic plan,  and training- cooperative governance training and basic financial management.  

CHAURU's goal is to improve the member commitment and service provision to members, processing and add value to rice and establishing market links for their rice.
Increasing and diversify horticultural production The main challenge for 2013 is to strengthen the marketing of passion fruits and to diversify into other crops: tomatoes, avocados, pineapple, banana. The cooperative should attract more members and also deliver to more buyers.

Activities:
- Attract more members;
- Mobilize members to plant at least o,2 acre op passion fruit (harvest is in October); 
- Supply of seedling to members; 
Most importants products: 1. Passion fruit, 2. Tomatoes, 3. Avocados, 
4. Pineapple, 5. Banana;
- Transparent accountancy;
- Organise field days (improve member commitment)

Increasing and diversifying horticultural production of passion fruit, tomatoes, avocados, pineapple, and banana.
Governance and leadership - Asia Governance and leadership are the heart and motor of cooperatives. That is why Agriterra developed several products and trainings on this topic:
•       Cooperative Governance training
  
•       Supervisory board training
  
•       Member commitment
  
•       Gender & female leadership
  
•       Youth
  
•       HR management 




Strengthened governance and leadership of farmer organisations and cooperatives in Asia.
Enabling youth participation in farmers cooperatives Several of the client organisation in Kenya expressed interest to actively promote young farmers and build their capacity to become leaders and change agents in the cooperative or farmers organisation. In 2016 , a youth event was organised in Kenya, a group of 3 young farmer participated in the young dairy farmers event in the Netherlands and several clients have formulated actions focusing on youth empowerment in their action plans.

This project aims to further support this young farmers programme with the main aim to have:
- 2 youth councils established at the end of 2017, and at least 3 more (so 5 in total ) at the end of 2018,
- 5 clients have at least 1 young BoD members at the end of 2017 (about 10%)  and 10 clients have achieved this in 2018

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promotion and empowerment of young lead farmers taking up an active role in their organisation
establishment of at least 2 youth councils at cooperatives or farmers organisations
Realizing efficient operation of new dairy factory Kamadhenu Dairy Development Cooperative (KDDC) is a farmer-led organization in the eastern part of Nepal with a dual membership model. Membership is open for primary cooperatives (45) and also for individuals (230). The members of the cooperative are from the entire dairy value chain: producer farmers & cooperatives for milk supply, KDDC's staff members, distributor staffs, retailers as well as consumers. About 10,000 (small) dairy farmers are indirect members of the cooperative and deliver milk either directly to KDDC or through their primary cooperatives. The cooperative provides two main services to the members: dairy processing and financial services. Since April 2016, a new Board of Directors and Audit Committee was elected. The daily operation is managed by a management team with both experienced and junior managers. The current product portfolio includes milk, yogurt, ghee, paneer, khoa and butter, selling around an average 14,000 litres per day, with some seasonal fluctuations. Market opportunities are good. The capacity of the current factory is 15,000 litres as well as is located in the middle of the town and also is not large enough to handle the increasing demand of the dairy products. The cooperative is planning to construct a new dairy factory in a location away from crowded human dwelling with a processing capacity of 50,000 liters/day to fulfill the growing demand for milk products within the end of June 2018. A clear strategy and focus on the implementation of the strategy will help KDDC to run the new factory smoothly and also in smart marketing of the dairy products after 1 year time. 

In existing condition, KDDC has processing plant of 15,000 capacity in the middle of the town. Also, KDDC has enough raw material, milk, for processing and also there is a big market for dairy in the Eastern part of Nepal. Constructing of new processing plant will help KDDC to grow its market in dairy sector. Visiting of a big dairy plant, like Amul, will help KDDC to get an idea of processing, marketing and branding. Also with the increase in processing capacity, it is also important to become competent in the marketing. Working together with Agriterra, KDDC will develop its marketing capacity.

The BHAG for KDDC is to increase the processing capacity of the dairy factory from 15,000 liter to 30,000 liter of milk per day by supporting them in marketing and financial management realized at the end of 2018.
Sist. Integrado, nueva planta y desarrollo de mercados de quinua La Asociación Nacional de Productores de Quinua ANAPQUI es una organización de segundo grado. Cuenta 2.080 socios/as afiliados a 13 organizaciones (denominadas “Regionales”). ANAPQUI fue constituida el 3 de diciembre de 1983, con el objetivo de Promover el sistema tradicional del cultivo de la quinua y mejorar la calidad de vida de los agricultores del Altiplano.  Durante la gestión 2016 Agriterra colaboró con ANAPQUI en el desarrollo del Plan Estratégico Institucional, Plan Operativo Anual, primer módulo de un nuevo sistema integrado de contabilidad, revisión y validación con las 13 organizaciones del Estatuto Orgánico, formulación del Proyecto a disenho final para la nueva planta de beneficiado de quinua en Challapata y el desarrollo de procedimientos estandarizados para implementación del sistema de gestión de calidad ISO 9001:2008 para el Comité de fiscalización. El nuevo Plan de Acción apoyará a complementar los módulos que restan, puesta en marcha del sistema integrado de contabilidad y al funcionamiento de la nueva planta de beneficiado de quinua y contribuirá al desarrollo del mercado de quinua en grano y productos terminados de quinua en la ruta troncal (La Paz, Cochabamba y Santa Cruz) de Bolivia y mercados internacionales.

Adquisición y puesta en marcha de los nuevos módulos del programa contable (producción, exportación, RRHH, activos, financiero, costos) e implementación Socialización y aprobación del nuevo Estatuto OrgánicoElaboración, aprobación del Manual de funciones por parte del Consejo de Administración y Comité de Fiscalización. Difusión entre personal de planta, administrativos y directivosElaboración, aprobación del Manual de Procedimientos internos en Directorio y Comité de Fiscalización. Difusión en instancias operativas y ejecutivasFinalización de la nueva planta de beneficiado de quinua de Challapata (Oruro). Puesta a punto de la maquinaria y producción de las primeras unidadesEstudio de mercado para 12 productos de ANAPQUI en la ruta troncal de Bolivia presentado a DirectorioAsesoramiento en el desarrollo del Plan Estratégico de Comercialización para ANAPQUITaller de Gestión Financiera BásicaTaller de Apoyo a Consejos de Vigilancia o FiscalizaciónViaje de aprendizaje a una empresa (organización) de referencia para conocer las políticas y estrategias de comercialización que han seguido para desarrollar mercado interno y eventualmente externo

BHAG
ANAPQUI opera sus procesos de producción a costo real y ha incrementado sus ventas totales en al menos 5% con relación al ejercició de 2016
Developing marketing facilitation desk to link tea of members to national and international markets Agriterra and CTCF have been cooperating on different fields since 2012. From its inception in 2010, CTCF has developed into a cooperation with 99 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 had an evaluative character. Since many new tea processing factory has been estalbished ,CTCF realized that marketing is one of the  major challange of cooperative and it is high demand by members. Most of the tea produced has been in the hand of middleman paying low price to the farmers, the farmers are not getting fair share of price. To tackle with this condition it was realized by CTCF to develop market so as to minimize the monopoly of the middleman.     

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1. Attain optimal operational efficiency for MCCMCU to break-even
2. Professionalize further the governance and financial management to support the goal to break-evening
3. Deepen the marketing knowledge within MCCMCU to be able compete for the global export market.
4. Re-align the strategic objectives of MCCMCU for the next three years for them to be able to deliver value to its members.
ASIA - Financial Management Agriterra considers healthy financial management of its clients as core condition for succesfull operations and business planning. In 2014 and 2015 it has developed a specific financial management training package. Agriterra want to roll out further this training package and solution to its clients and business advisors by implementing a financial management program in Asia.As part of its strategy for 2016 through 2019, Agriterra will continue to support all its clients in terms of transparency and good management practices. These clients include those with which Agriterra is already actively working on this issue and those clients that will join after the organization is restructured in the upcoming months. The underlying project comprises the following services/trainings:

							
								Basic  nancial management trainings
							
							
								Strategic  nancial management trainings
								Workshops on record keeping on my
farm
								Training courses on internal
capitalisation for farmers’ cooperatives
								Trainings of trainers on Financial
management 


Providing training as per Description

BSFACL has set the goal of 100 ton sales of graded potatoes with packaging and own logo in 2018. 
Other expected outcomes to support set goals are:
Functional potatoes business with clear operational guidelines, and developed operational and financial plan for potatoes businessIncreased marketing skills and plan for branding and marketing of potatoesIncreased the performance of the grading machine through feeding of potatoes automaticallyAdopted new way and techniques of potatoes farmingImproved financial management
Delivery of farmer focused strategies to expand financial Inclusiveness The project will in collaboration with SNV/TIDE project aim at improving efficiency in the way farmers interact with the Sacco, promote/extend financial literacy, listen to farmer's needs and assist the Sacco design products that suit farmer's production cycles whilst also improving and strengthening the Sacco's internal structures. 

Rushere Sacco is located in Kiruhura District, Rushere town Council in the western part of Uganda, This is one of the operational districts for the SNV- TIDE project in support of the dairy farmers. The objective of the project is to improve the quality and quantity of milk per farmer to improve household income, Help farmers access financial services for the working capital they need. Kiruhura district is within the Cattle corridor and residents are mainly cattle keepers who are the primary focus group. The main product is milk, and here the key stake holders include the dairy farmers, the Sacco, the Board, the Staff of the Sacco, government, and SNV.   
The main project objectives are; 
1) Promote financial inclusion within the Dairy Sector in the area, 
2)  Promote access to finance by offering tailored products to suit farmer's operational cycles, 3) Improve the internal control environment with the Sacco to strengthen it internally.  

The Measurable indicators would be; 
1) Increase in number of dairy Farmers accessing Loans plus repeat/loan top up for existing dairy loan clients. 
2) The Loan costs compared to a competitor Sacco and Industry average
3) Change/Increase in Level of Savings by Dairy Farmers, 
3) Improvement in the Control environment evidenced by external audit Report and staff perceptions. 

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. Have a database that links all farmers to build an MIS to be used as a management tool to speed up the loan appraisal process and reduce the time lag for receiving money. 
The Issue of gender inequality will be addressed by developing products that can be accessed by women groups and also promote access to support youth initiatives into the dairy sector. 

The goal is to expand financial inclusiveness by offering farmer need tailored products and internal strengthening of the Sacco. . 2018 Goal, Women and youth involvement Plus HR mentorship to activate the HR function at management level