devinitorg/iati-policy-markers huggingface dataset:
Building Sustainable markets for honey products The 2017 AP for Meles was initiated taking into consideration the major organizational, financial, marketing gaps that were witnesses during the assessment phase. After developing an extensive action plan for 2017 & 2018, the 2018 activities remain to be executed. Thus, this will be a continuation of the 2017 action plan with some adjustments made.  


To date, the union’s core challenge remains to be fulfilling the 
necessary manpower and proactive marketing. The union owns an organic honey which demands specialized market (high end market) to be successful for sales. The union has collected 55 quintals of honey from 16 primary cooperatives, waiting to be sold to the market. This demands good market linkage and vigorous selling activities, as sales shop will not accommodate all the market segment for Meles. The unions financial  situation can be improved with proper recruitment of required staff, with additional support in implementing the health check gaps of the union, and business plan training. The union will get an Agripool support to improve the marketing aspects of the union. The marketing initiative of the union will be the main focus of the action plan and will get assistance in recruitment of marketing/sales staff, will open the second outlet, and will go through B2B arrangements with different high-end consumers.

Build sustainable market:  
• Sales of 55 quintals of honey • Enable PCs to process beeswax• 1 B2B initiated  and executed
Acceso a insumos y fortalecimiento comercial II Se trata del segundo año de proyecto con Red Ecolsierra. A falta de la elaboración del nuevo plan de acción que tendrá lugar en septiembre del 2018, se puede prever que de nuevo las líneas estratégicas seguirán apoyando el fortalecimiento del área comercial y la creación de una planta de elaboración de abono orgánico para sus socios. 
Además, el plan se complementará con talleres en temáticas como gobernanza, jóvenes y género o la réplica de talleres financieros para sus socios. Por otro lado, también se espera el desarrollo de varias asesoría llevadas a cabo por agripoolers en temáticas relacionadas con la gestión empresarial y organizacional.    

El calendario de acciones se detallará en Septiembre 2018 en colaboración con Red Ecolsierra
AgriCord - Activities linked to the Central office AgriCord has a board, a project committee and an M&E work grouup. Agriterra is member of AgriCord an will be present in meetings organised by AgriCord.
Project Committee is operational (procedures, recommendations) for screening all support to PO's by agri-agencies. • Update PC membership, update PC procedure, advice the board. • AgriCord coordinates and chairs the regular PC meetings, including 2 physical meetings.All agri-agencies give support to the content of “Evidence of Impact”.Activated General Assembly incl. extra-ordinary meetings, public and linked to the Farmers Fighting Poverty Steering Committee.• one ordinary and one extra-ordinary meeting of the General Assembly, on the “dialogue” principle, on the basis of inputs from developing country farmer leaders.• upon conclusions of General Assembly, update “Farmers Fighting Poverty” 
Meetings of the M&E work group are included in Task 14 project.

null

Ensure the presence of Agriterra as an agri-agency to all AgriCord meetings to support strength and institutional development of AgriCord and its members
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 (159 effectifs et 3,186 auxiliaires) avec environs $ 45,000 logés dans la banque TMB à Bukavu. Ses membres sont essentiellement composés des Agriculteurs regroupés dans diverses filières agricoles, éleveurs, pêcheurs, 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 connaît 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). 

Agriterra a convenu avec Obuguma de lui appuie dans le renforcement de la capitalisation interne. Le montant des membres effectifs est très limité et par conséquent, le capital propre de la COOPEC est petite. Avant de commencer de chercher pour une institution financière qui peut offrir une ligne de crédit afin de pouvoir répondre de manière raisonnable aux demandes exprimées par ses membres, la COOPEC doit renforcer ses capitaux propres. Afin d’être éligible pour les institutions financières, les états financiers doivent être audité et les affaires interne doivent être automatisé avec un nouveau logiciel comptable spécifique pour les COOPECs: ABCPRO. Puis, Obuguma va étudier le principe de crédit au warrantage et analyser la situation de la gestion des risques.                                          

Obuguma dispose de 159 membres effectifs et 3,186 membres auxiliaires avec environs $ 45,000 logés dans la banque TMB à Bukavu. L'objectif de ce projet est de renforcer la base des adhérents de la COOPEC pour davantage réagir sur les demandes de credit des clients.
Moving towards full licensing by SASRA SASRA, a regulatory body for SACCOs in Kenya has a number of regulations that SACCOs have to comply with before they are fully licensed and they must comply with them before the June 30th, 2014 deadline. 

Aberdare SACCO received an extension of its license up to April 2015, in order to fully comply with all regulations. This will be top priority for Aberdare SACCO.

Action plan 2015 (covering a period 1 January – 31 October 2014) will focus on compliance to SASRA regulations and continue to support Aberdare SACCO to make a structural step forward. For that, Aberdare will continue tackling the structural issues of bad receivables.

Moving towards full licensing by SASRA
Improved financial services to farmers 2015 will be second year of partnership between Wakulima SACCO and Agriterra. Action plan 2015 continues contributing to the goal of Mukurwe-ini Dairy to increase milk production per cow. Wakulima SACCO aims to improve its financial services to dairy farmers, among others mobile banking.

Overall objective is to improve business operations of Wakulima SACCO. Important approach will be by benchmarking to other SACCOs, as was started in 2014.

Activities planned in action plan 2015:

- Improve uptake of Mobile banking services
- Improve uptake of loan products specifically for dairy investments (in coordination with extension officers and veterinaries) 
- Elaborate business plan 2015-2017
- address governance challenges:
       - Separation of BoD Dairy/SACCO
       - Training of future Board members/    
          succession plan
       - Involvement external experts in BoD
- Implement management tool Commercial, Efficiency and Risk triangle (strategic dashboard key performance indicators)
- Marketing: promotional activities towards mobile banking and other dairy products

Improve financial services to dairy farmers, among others mobile banking.
Efficient Milling and Marketing of Coffee II MCCMMCU was set up in 2014 with the aim of milling and marketing all coffee from Meru county. The union is an affiliation of Meru central coffee cooperative union, Meru north coffee union and Imenya (which is a registrered cooperative belonging to large estate owners). The union should be serving approximately 47 primary cooperatives, however, only 31 primary cooperatives utilised their services in 2017 though more are expected in 2018. The union was able to mill and market more than 720 tonnes of clean coffee in 2017 and for the first time since inception saw a remarkable improvement. 
Due to some serious interventions in 2017 on operational efficiency enhancement, governance, financial management and precise execution, MCCMCU were able to improve the bottom line by upto 50%. In 2018, it is expected that such interventions will continue and the areas of focus expanded to include professionalisation of existing management structures, continuous strengthening of governance and improvement of financial management to support the milling and marketing of upto 35000 bags of parchment coffee (1225 tonnes of clean coffee) in 2018.                                                                                                                                                                                                                                                                                                                                                                                                                                                     

Project Activities
Coordinate and communicate with members on matters coffee quality, quantity and timelines 

Enhance the operational efficiency of milling and marketing by reviewing the BPR recommendations together with Audited financial statements of 2017
Develop/Enhance a quarterly KPI dashboard 
Develop a new strategic plan
Build the capacity of the marketing staff and marketing sub-committee
Develop a board charter
Follow-up of the governance trainings
Follow-up of the financial Management training
Training the management staff and Finance sub-committee on budgeting and thereafter 3 days on the job coaching
Services 
Advice
Mission on strengthening internal controls
Event: Training 
Basic Financial Management training
Governance training
FACT follow-up workshop
Event: Exchange visit
Exchange visit to AFCA conference in Kampala

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.
Sinthe Coop - Dairy Business Sinthe Livestock Cooperative is located in Sinthe village, a village in the area of Sagaing township, just Southwest of Mandalay in the Central Dry Zone of Myanmar. The Dry Zone covers more than 54,000km, encompassing 58 townships which span from lower Sagaing region, to the western and central parts of Mandalay region and most of Magway region. It is estimated that approximately one-quarter of the country’s population live in the Central Dry Zone area. Situated in the shadow of the Rakhine mountain range, the Dry Zone receives limited rains compared to country averages. Insufficient rain is not the only potential hazard, however, as decreasing forest cover and soil erosion place communities at greater risk of localized flash floods during times of heavy rain. The Dry Zone is particularly affected by food security issues (The MIMU, 2017). In Sagaing region from January till about June (about six months) production can take place. From July till September it is rainy season and cows are moved due to the flooding. Milk production decreases. From October till December production is mediocre as cows are calving.

Sinthe livestock cooperative is based near Mandalay, an area where many cows can be found. The village Sinthe has two cooperatives: one general cooperative focused on agricultural activities mainly for the rice production and the other one is the livestock cooperative which is assessed. The cooperative only activity is providing loans of funding made available through cooperative department, as well as their own equity and savings. About 352 farmers borrow every half year amounts between 100,000 and 500,000 MMK. Not all of the members currently have cows, including the board members. As the milk price is low, the board members want to find ways to increase the livelihood of the villagers. Milk processing might be an option and is supported by the Sagaing cooperative department. Till date, no activities have been carried out to setup this processing activity. Although the board members have (probably) the best intentions, they don’t know the steps to be made.

null

The BHAG of the cooperation: “Highest income for farmers in Sinthe village through processing milk”. The cooperatives has the ambition to start collecting milk and do processing. When the plan can be made concrete, this processing plant could be regarded as a smoking chimney.
Responsabilisation des coopératives de l'UCADI dans les affaires L'UCADI est union coopérative regroupant des coopératives dans les filières riz et maïs. Ses coopératives se localisent dans la plaine de la Ruzizi.
En 2017, les activités du plan d'action se sont focalisées sur la structuration des coopératives à la base et l'union afin de les conformer leurs textes de base selon les normes de l'OHADA. En outre, les activités se sont orientées vers l'appui conseil aux producteurs pour améliorer la production et la gestion financière des coopératives.
Pour cette année, la coopérative va beaucoup plus se focaliser sur le business à travers ses coopératives primaires ainsi qu'à l'union. Elle va ainsi travailler sur la capitalisation au sein de sa coopérative.

Son projet de cette année comporte les activités suivants : 
- Organiser l'audit des états fianciers de 2017 et présenter les résultats à l'AG ;
- Reviser le MAPAF de l'UCADI ;
- Installer et assurer le suivi des champs écoles paysans ;
- Former les responsables des coopératives sur la commercialisation en commun ;
- Coaching du comptable sur le logiciel SAGE ;
- Organiser des journées porte ouverte sur les services de l'UCADI afin de la capitalisation au sein de la coopérative;
- Formation sur la gouvernance coopérative ;
- Formation sur My.COOP ;
- Organiser une visite d'étude dans les Pays de l'Afrique de l'Est sur l'utilisation des briquettes d'urée et briquettes combustibles

UCADI veut asseoir le business au sein de ses coopératives primaires. Ces coopératives devront pour ce faire organiser la collecte des récoltes et organiser la commercialisation en commun. Des outils de gestion bien élaborés devront être en place pour assurer la traçabilité des affaires. Au niveau de la production, outre les formations sur les bonnes techniques culturales, les producteurs vont apprendre le compte d'exploitation afin de maîtriser leur coût de production. Sur le plan interne, UCADI préconise adapter son MAPAF aui contexte actuel de l'union qui a revêtue une vocation essentiellement commerciale. Elle compte aussi renforcer les capacités du comptable dans la production des états financiers à travers le logiciel SAGE.
Action plan Dansha 2012: Facilitating access to input and export finance from local banks The proposed action plan focuses on increase in output marketing and export of sesame. The union would like to increase its customer base and buy more sesame from their own members. Currently they are only able to purchase 10% of the sesame from their producer organizations due to the lack of input & trade finance.

The proposed action plan focuses on increase in output marketing and export of sesame. The union would like to increase its customer base and buy more sesame from their own members. Currently they are only able to purchase 10% of the sesame from their producer organizations due to the lack of input & trade finance. Dansha members are confident they have responsible staff working in the organization but they do not have the necessary business skills to move the organization forward. This is particularly with business planning to acquire a loan from the private banking sector. The priority is acquiring input finance and linking the union with international buyers so they are exporting by November 2012. This is a realistic goal as the union has the right administrative systems in place to facilitate this.
Olam, an internal commodity trader, has shown interest to buy sesame from Dansha. 

The following steps are planned to achieve Dansha’s business objectives:
•	Supporting Dansha with the development of a bankable business plan to be presented at private banks. 
•	Computerizing accounts with Peachtree. 
•	Auditing financial accounts through private external auditor
•	Link to international buyers to introduce contract farming
•	Training on contract farming 
•	Link sesame purchase contracts with ResponsAbility to finance harvest costs for farmers, and sales to international buyers. (OLAM and Rubi Trading are willing international buyers)
•	Introduce mechanization and fertilization, traceability and credit management software

Business targets:

•	Export 30,000 quintal
•	Local Sales 50.000 quintal
•	Establish export market linkages (Olam, Yme Kuiper)
•	Acquire loan for input finance (5.000.000 birr)
•	Acquire loan for trade/export finance (50.000.000 birr)
•	Train 1000 farmers in agronomy, contract farming
•	Sign export contract with Olam for 10,000 quintal (5,000 traceable & 5,000 non traceable)
•	Increase membership by 5%
•	Develop bankable business plan
•	Implement Peach tree
•	Install loan management software

to make Dansha Awararo bankable by means of coaching, training and capacity building
to develop a business plan for input and trade/export finance
to facilitate the acquisition of a loan for input and trade finance from a local bank
to establish linkages with Buyers (Olam, Yme Kuiper)
Improved market position in dairy In 2014, Mumberes got a loan to acquire a 10,000 liter cooler. Milk volumes increased  to an average of 9,325 kgs per day; the members increased their milk deliveries by an average 1,700 kgs/day (>21%) last year. 
Total number of members increased to 1,445. 

This was due to good management, farmer trainings, farmer loyalty, prompt payments and stable milk price as well. Side selling has also reduced and in fact some hawkers near the cooperative have been forced to close shop due to lack of raw milk from the farmer.

Continuation of efforts on extension services is needed to remain and further increase volumes of milk intake.

Activities as jointly identified with Mumberes for action plan 2014:

Increase Production (supported also by SNV)
through training and extension
Improve feed production 
-	Improve Extension Services to members to a) increase amounts of feed input per cow per day and b) stimulate member commitment to dairy farming as a business. Have Hillary explain and discuss feed cost/milk price ratios.
Build the redesigned/modernized 0-grazing unit on cooler location
Demo on hay production on 10 acre rented land.

Improve essential services
-	Organize simple Agro-Vet services to be delivered to members on check off and who do NOT have access to them in their area. 
 Performance management
-	Training of Board members on a) Governance and b) Focus in business (single-purpose vs multipurpose)
-	Start implementation Strategic plan
-	Exposure visit for Board to another dairy coop with evening milk collection and improved feeding 
-	Establish youth counsel and train them on production (feed, silage, 0-grazing) and governance (basics of cooperatives)
-	Further optimise collection (logistics)
Coop Works
-	Enlarge number of modules (incl. training)
-	Finalise plan for milk bar operation (complying with KDB legislation)

Increase production and start implementation of strategic plan
Better business through improved milk production and marketing The core focus for Ndumberi is to increase milk volumes from 13,000kg/day back to 18,000 kg/day and invest in a batch pasteurizer that will result to an increase from 1000kg to 3000kg per batch produced. Further, subsequently increase average sales from 4,200 litres to 8,000 litres per day in 2017.  

null

Increase milk volumes from 13,000kg/day to 18,000 kg/day per day in 2017
Increase average sales from 4,200 litres to 8,000 litres per day in 2017.
Advocy and innovation;  advisory services and missions 2011: for kick off activities (missions and desk days) of team' advocacy and innovation' until specific client projects are approved

2012: internal project team advocacy and innovation related to registration of DD  and DN hours of clients that will be phased out, with status 'finished' projects and some minor work remaining.

2013: internal project team advocacy and innovation related to registration of DD  and DN hours of clients that will be phased out, with status 'finished' projects and some minor work remaining.

in 2011: for kick off activities (missions and desk days) of team' advocacy and innovation' until specific client projects are approved

in 2012 - 2013: this project is solely meant for registering hours of finished projects of clients in exit phase.

To generate income and employment of rural households in agrotourism activities by establishing an agrotourism centre in AGFU which will provide services in marketing, training and access to finance/loans from the bank.
Revitalization towards sustainability After the crisis that INGABO Syndicate has encountered in 2014, the syndicate looks towards regaining the powerful position in strengthening the cassava value chain.  the services offered by Agriterra to Ingabo within 2017 were mainly focused on the capacity building for the syndicate to deliver again its services related to technical assistance to the farmers . for this year , the partnership will focus more on business development and positioning again the syndicate to fulfill its advocacy mission.  

The activities planned in 2018 are mainly meant to continue the trajectory that Agriterra , Ingabo and other stakeholders have promoted towards the revitalization of Ingabo syndicate

Business development and positioning the syndicate to fulfill its advocacy mission.