devinitorg/iati-policy-markers huggingface dataset:
Increasing rice-production in Isoka District and collective bulking to COMACO The total membership of Isoka District Rice Association has increased in 2013 to 2425 of which 1374 are males and 1051 are females. Most of the newly registered farmers are those farmers that are growing upland rice varieties, thus NERICA 1 and 4. Farmers are working in 97 groups in order to recieve extension services, make and share information on demonstration plots and collective marketing. Trainings are organised about new techniques of rice production, costing and pricing, post harvest handling. Exposure and exchange visits are organised in Zambia to show their rice production and learn from others.

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Goal (Overall Objective): IRDA has managed to mobilize and provide services to 2425 rice producer
Objective 1
Provide capacity development in technical and business skills to the rice farmers in the district
Objective 2 
Increase farmers’ knowledge in various field practices and facilitate conceptualization on farming as a business, through provision of micro-trainings.
Objective 3
Create opportunities for rice farmers to access financial services from the savings groups
Objective 4 
To enhance farmer’s access to production inputs, mechanization , transport services, improved access to local market and extension advice
Objective 5
To make rice farmers exposed to different farming practices done by other rice farmers in different localities and provide opportunities for different communities to learn from other communities working in a similar context of rice production
Objective 6
Monitoring and Evaluation, To involve all stakeholder in the implementation of the project
Knowledge exchange in the potato value chain in Great Lakes Region The major capitalization activity is the potato week organised by UNSSPA and the steering committee of the farmers' organisations of the different countries. This activity create a platform of knowledge exchange between potato seed producers, research, international NGO's and international donors.

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Capitalisation of knowledge of seed potato of Farmers Organisations in teh Great Lakes Region (Burundi, DR Congo, Uganda and Rwanda)
Laying foundation for milk processing by increasing milk volumes In June 2015 company assessment of Lelan Highland Dairies Ltd. was conducted. 

The mission team concluded:That from a long term perspective there is a business case for milk processing. However, at this point and time processing is a bridge too far, since basics are not solid enough. One of the reasons is that milk supply is very low due to the lack of extension support and level of professional knowledge amongst Lelan’s members to manage good fodder. Furthermore, the organization need to adjust their structure and funds need to be allocated in order to support the growth plans. Finally, both board and management need to be trained on governance, finance, strategy and operational excellence. 

Thus, the mission team advise Agriterra to start a partnership with Lelan focusing on the 2 main objectives: (1) Strengthen People & Organization (2) Improve the quantity and quality of milk supply. Once the above two objectives are met, milk processing could be elaborated.

The action plan focuses on strengthening of the cooperative's financial management and governance, and on increasing milk volumes to come to a point that processing becomes economically feasible. 

See action plan for details.

increase milk volumes to come to a point that processing becomes economically feasible
Final steps of the first phase: get access to finance for the construction of an accredited warehouse facility Muhorro Area Co-operative Enterprise (MACE) is a an autonomous organisation, located in Muhorro Sub County, Buyaga County, Kibaale District. It started and registered in 2005 under the Co-operative Institutions Statute, 1991 and Co-operative Regulations, 1992. MACE is a farmer owned and democratically controlled co-operative enterprise, formed voluntarily by 10 primary producer co-operative societies.  Since inception, MACE has been able to mobilize farmers to form 12 primary producer   co-operative Societies, 1 Savings and Credit Co-operative Organization  (Farmers Village Bank) and 1 Area Co-operative Enterprise.

Muhorro Area Co-operative Enterprise (MACE)  has been thoroughly assessed by Agriterra by means of a scoping assessment, which took place in June 2011 and subsequently a company assessment in August 2011. These assessments revealed that MACE has the capacity to implement the plans which they formulated in their business plan “Co-operative rice processing and marketing” for the BID Competition: Farmers in Business.
As the business plan emphasizes a whole spectrum of activities to increase the incomes of farmers, a step by step approach is necessary. Therefore, this  action plan focuses on the final steps of getting access to finance. Access to finance is necessary to fund the construction of the warehouse, but an increase of the loan through MUSACCO to sustain the Warehouse Receipt System is essential as well.  To summarize, the objectives of this action plan are:
•	Strengthen the existing Warehouse Receipt System (WRS) by increasing the loan for crop financing. 
•	Negotiate loans with financial institutions in Uganda
•	Reduction of post-harvesting losses and improvement of quality of maize and rice

The support provided by Agriterra  consists of among others  improving the financial management, improving accessibility to the internet. MACE will focus on training to farmers, among others in improved post-harvest handling.

The goal of this project is to start the preparation work for utimately constructing a warehouse facility. The preparation work focuses on:
• Strengthen the existing Warehouse Receipt System (WRS) for improved crop financing and collateralization of produce. 
• Reduction of post-harvesting losses and improvement of quality of maize and rice
• Preparatory work for developing a business plan for the construction of an Accredited Warehouse facility, like making (cost/benefit) analyses and comparing alternatives.
Young Farmers Leadership Programme Zambia For the growing young population in Zambia, working in the agricultural sector is is often not the first resort. Most youngsters move from rural to urban areas to look for so-called 'white-collar jobs'. Despite of this trend, there is still a group of young people in Zambia that deliberately chooses a future in agriculture. These youngsters are the farmers of the future and therefore, Agriterra starts a 2-year Young Farmers Leadership Programme together with Zambian agricultural associations and cooperatives, targeted at entrepreneurial young men and women (&lt;35). The goal of this programme is to enhance the number of youths that held leading positions in Zambian agricultural cooperatives and associations. 
Thorough support and coaching of young Dutch Agripool experts, young farmers will work on their leadership skills, knowledge and developing their talents.

Concept-Note-Youth Business Trajectory Zambia 2018.doc

The main goal of this training trajectory is to enhance the number of youths that hold leading positions in Zambian agricultural cooperatives and associations through improvedbusiness knowledge and leadership skills
Outcomes
  
Employment creation – 8 youths self employed
  Increased youth involvement at cooperative level
  Increased membership contributions as youth members will be able to affiliate their membership
  Increased income at cooperative level
  Increased business skills among youths
  Active youth council
  Increased awareness on leadership and the importance of role models
Latin America -  Local advisory services null

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Se espera realizar análisis organizacional de 7 nuevas organizaciones (3 en Perú y 4 en Bolivia).
Developing a dairy business case (2nd phase) Mukurwe-ini elaborated a first draft of a budget 2013. The amount of the budget is still too high (maximum Agriterra budget of €25,000). During joint meeting of Mukurwe-ini with Liaison Officer, Agribusiness Advisor and Junior Agribusiness Advisor, the following priorities were identified:
•	Extension services -> getting enough quantity of milk.
•	Marketing for Bora Feeds
•	Goal is to start processing plant this year (marketing should be included in action plan).

In November 2012 the construction of the process plant started. Expected date of finishing construction is early April. Mukurwe-ini is negotiating with Bank of Africa (loan of 70 mln Ksh.) and with supplier of machinery from India. Advisory services are needed (second opinion on machinery). Besides, the main challenge is to get enough quantity of milk.

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Overall goal is to increase milk intake by 5,000 l/day for society
Improving marketing and economic development SPPQT (Serikat Paguyuban Petani Qaryah Thayyibah) affiliates farmers from 13 districts in Central Java Province. In the last 12 years, SPPQT has worked on developing political and social infrastructure in the form of farmers groups at the village and community level in the Central Java Province. In the next year SPPQT will work in improving marketing and economic development. The main problems to solve are too weak access to inputs and land, low production, post-harvest problems and difficulties to access to the market. Around 30% of the farmers have less that than 2000m2, and are called landless farmers or poor farmers. The inputs for agriculture are more expensive for the farmers, and SPPQT has found a way to solve the lack of access to inputs by transforming the farmers from conventional producers to organic producers and also work in a more sustainable way. This project will increase the skills and capacities of the farmers in adding value to their products and finding new markets to increase their incomes. SPPQT has experience in organizing the commercialization through the substation of peasant organizations (GTP), equivalent to a primary cooperative managed by the community organizations. At the moment there are 54 GTP with different levels of development. Some of them have transformed into cooperatives and entered the market in a more professional way.

In 2016, SPPQT will be supported with business plan coaching and improvement of the marketing of the GTPs and cooperatives.

To increase the welfare and income of farmers by strengthening farmers organizations and cooperatives at village level, improving and increase the marketing and economic development.
Ethiopia - 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 Ethiopia 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 assessments in Asia 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
Mas allá de la sostenibilidad financiera II La Cooperativa Multiétnica y Pluricultural de Pequeños Caficultores del Cauca (COMEPCAFE) es una cooperativa de primer nivel, fundada en el año 2010 y que aglutina a más de 1.380 socios productores de café. Desde su fundación ha experimentado un incremento considerable en el número de socios y volumen y una vez alcanzado el objetivo inicial tras su fundación que era la sostenibilidad financiera se están planteando nuevas metas mas ambiciosas. 
El apoyo de Acodea se centrará en facilitar los proyectos de inversión pre identificados (Bodega y trilla propias), el establecimiento de una sección de crédito y el acceso a mercados internacionales con mayor margen. 

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Towards realizing the strategic Plan by diversifying product lines. Currently Lemlem FCU has 25-member primary cooperatives representing 26039(M=19,706 F=6333) 76% to 34% smallholder farmers in the Welkait wereda respectively. This increase came with the internal capitalization initiative that took place since 2016, when the number of PCs were 23. Since the 5 year strategic plan was crafted the focus was to implement it. Yet, the organizational capacity to realize it is lagging, presenting a need of support. This project will enable the union to realize its strategic plan, diversify product line and market reach. 


Under organizational section, activities focusing on enhancing the organizational development to enable the execution of strategic plan and long term financial liquidity are included. Diversification, strategies are ambitious, this should be backed by an Agripool to analyze and show the appropriate direction, for this reason the action plan includes 3 advisory experts support. Organizational strengthening is wide in scope and has considered the PC members entities. Thus, the recruitment of PC staff which has brought a remarkable progress at the primary cooperative is taken as showcase, which needed to be upscaled with other PCs. Under production and value chain: improving the value chain activities of sesame and possibility of value addition is included. If the value addition comes out with a positive result, the possibility of youth and/or women inclusion in the new business can be further developed. One of the identified diversification opportunities is honey products, this can be enhanced by adding value and commercializing the product from demand perspective. This action plan will assist the realization of packing and selling honey products and initiate the production of foundation wax

The goal of the action plan is to: 
1 value addition possibility identified, Collection and sales of 1000 Quintals of Niger seed, 10,000 quintals of sesame, Access 12,000,000 ETB from Bank,Mobilize 1.5 million ETB internal capital. Initiate packaging of honey and producing beeswax.
Follow up day 2nd Cooperative Governance Training Indonesia Agriterra developed a training on cooperative
leadership and governance. After several pilots in Kenya, the first training in
Indonesia was organised from 24 to 28 July 2016 in Bogor. The second training
in Indonesia was organised from 30 October to 3 November 2016 with participants
3 cooperatives: KPSBU Lembang, KPSP Saluyu and KSU Amanah. As output, the
Governance Health Check was filled in by each of the 3 participating
cooperatives. Each cooperative elaborated a plan of approach. In the months
after the training, the plans were executed by the participants and
implemented, assisted by regular coaching of the Agriterra business advisors.
Before the three cooperatives present their progress
on governance, Agriterra Business Advisors will facilitate a discussion on the
governance structure/model in other countries, especially the Netherlands and
the Philippines to challenge and provoke mindset of the participants.

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Boosting Limu Innaria Union  Coffee output marketing through strategic market linkages and PC strengthenings
Future proof cooperatives - Financial management training for managers and board members Between 2011 and 2013, Agriterra focused most of its efforts in terms of financial management on Peru, where it developed all the materials needed to consolidate its Basic Financial Management Workshop, as well as its adaption for the Training of Trainers (ToT) for each one of the cooperatives.
In 2014, the Project was extended to 6 other countries (Indonesia, Kenya, Ethiopia, Uganda, Bolivia and Tanzania). All the materials for the Basic Financial Management Workshop were contextualized and expert trainers were prepared, thus replicating this project in each of these countries.

As part of its strategy for 2015 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:(1)  implementation of the Basic Financial Management training  (2) expansion to the new appointed program countries Nepal, Vietnam, China, Zambia, Rwanda, Burundi, Congo DR, (3) recruitment and training of new trainers + Agriterra staff involved, (4) refreshment meetings for trainers  and (5) design and production of an advanced strategic and financial management workshop for managers and directors of organizations that have already participated in the Basic Financial Management Workshop.

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to strengthen the Basic Financial Management Workshop, as well as its adaption for the Training of Trainers (ToT) for each one of the agricultural cooperatives and to support all Agriterra clients in terms of transparency and good management practices
Increasing member commitment and production capacity UCORIBU is an aggregator of rice of 10 affiliated cooperatives in
the Southern province of Rwanda. It has a joint venture with the Australian
company Intercity Millers (ICM). In 2006-2007 the government offered to
privatize its rice factory and UCORIBU mobilized its members to gather the
required capital of 100,000,000 RWF. 53,000,000 RWF was mobilized by a limited
amount of members, who got 40% of the shares in their name. ICM acquired 60%.
The remaining 47,000,000 RWF was payed of in the following years with the
revenues of the factory. The Union therefor as 2 speeds: it represents 13,000
members through 10 cooperatives who benefit from the joint venture as their
buyer and through annual bonuses. The other group are the members that have
invested directly in the joint venture in 2006-2007, when the value of one
share was 18,000 RWF. People could however also invest smaller amounts, which
had direct consequences for their dividends.
UCORIBU is active in rice collection,
bulking, processing, briquette production, rice flour and animal feed. The
Union hence provides quality seeds to the cooperatives and provides guarantees
to farmers looking to access fertilizers on credit.
In the action plan, we are working on member
commitment, by organizing visits of farmers to the factory, improving financial
transparency and organizing coaching activities to increase rice productivity.
Agriterra will support UCORIBU in strengthening  the Union and it's member
cooperatives supervisory oversight capacity, governance and financial
management and streamlining the role of youth in member coopearatives.

The project is about increasing member commitment and increased rice productivity of member cooperative farmers of UCORIBU. With Agriterra support,the set objective will be reached through implementation of the following activities: 1)Establishing demonstration plots for 10 cooperative members of UCORIBU through FFS  2)Evaluation of 2017 and 2018 strategic joint action planning event for UCORIBU and its cooperative leaders and staff 3)visit of farmers to Gikonko Rice factory 4)Developing information sheets (leaflets/fliers) containing AGM decisions and season updates and distribute them to members 5)external audit for 2017  UCORIBU and its 10 member cooperatives. The jointly implemented activities between Agriterra and the client will involve 13014 members in total of which 3886 women and 5265 youth. Besides these activities, Agriterra will support UCORIBU and its 10 member cooperatives with Agriterra's financial management training for 10 UCORIBU  member cooperatives, Mycoop Training for UCORIBU and  its 10 member cooperatives, Supervisory board training of UCORIBU and its 10 member cooperatives,Workshop on Youth inclusiveness and facilitate their exchange visit to Tanzania to learn the hill side rice production. The advisory services and training will involve 159 direct participants of which 50 women and 62 youth.

Increase member commitment, productivity and reduce side-selling.
Improving Production and supply of Niger sees and Sesame This action plan is designed focusing on: enhancing Production and supply of Niger Seed, sesame, Increase output marketing of both, capacitating the organization and an exit strategy for the project/C4C. In the Previous action plan period the union has executed 98% of all activities planned, the current action plan with diversified activities took in to consideration the union's previous execution capability and the motivation to shoulder 63.9% of the cost contribution. Tsehay Union annual operation in monetary term has reached 760 Million, the number of member PCs has also increased to 120, and the union seek to use software to efficiently manage its diverse internal operations and members business, which is currently handled manually. Through the Internal capitalization scheme, the union has collected 30% of the required capital to set up oil refinery factory, additional activities for mobilizing funds will also extend as part of this action plan. As the project’s time period with back donors is limited, in the absence of continuation, an exit strategy is included in the plan.                                                                                                    Objective: Increase Niger seed supply to 10,000, Sesame to 20,000 quintals. Mobilize 1.65 million ETB.

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To coordinate succesful and effective execution of the Basic Financial Management training in all countries where Agriterra has local presence, the introduction of the Strategic Financial Management Training in Ethiopia, Kenya, and Bolivia and development of a trainings module specifically for supervisory board members.