devinitorg/iati-policy-markers huggingface dataset:
Scoping missions and company assessments agribusiness team Services and accompaniment to be delivered by Agriterra's agribusiness team are envisaged mainly in the phase of business planning, the improvement of the financial management, match-making with investors and financial institutions, backstopping and technical support and in the monitoring of progress, once the business is established. For the advisory services Agriterra will tap mainly from the knowledge and expertise of the Dutch agricultural cooperatives and agribusiness. 

Potential clients for the team Agribusiness are those with the opportunity for developing a clear business case and the possibility to fund an increasing part of the business with investments or loans. The type of client is the business-oriented cooperatives or any other type of farmer-controlled companies with the following characteristics: (1) existing ventures, (2) coops with a fairly well established track record, (3) coops with ambitions to expand or innovate, (4) coops facing difficulties in mobilizing equity and debt in domestic market and (5) with 1000+ membership of small holder farmers. 

Kenya, Uganda, Ethiopia, Peru, Tanzania and Indonesia have been selected as focus countries for Agriterra's team Agribusiness. 80% of resources (financial and human) will be targeting farmer-led businesses in these countries. Following previous experiences the team opts for the following sub-areas: dairy, food crops & seeds and banking & insurance. Any specialization on a sector does not exclude activities, like in previous years, in any other sector. Yet, in all cases we will now demand a clear business case and the possibility to fund an increasing part of the business with investments or loans.

The underlying project aims to facilitate scoping missions as well as missions for company assessment in order to build up a client portfolio of farmer-led companies with good business potential and that are in demand of the services Agriterra is able to render.

In 2013  scoping missions are foreseen to identify new clients and to scope for new intervention opportunities. With support from local partners such as federations of cooperatives, SNV, financial institutions and investors, cooperatives and other type of farmer-led companies with good business potential will be shortlisted and visited by an Agriterra team. Once classified as  potential client a company assessment will take place in order to get an in-depth understanding of the company's performance. If the findings are positive an action plan and budget will be developed which should lead by the end of 2013 to a bankable and investment ready business plan. 

This is an internal project.

To expand the outreach to members and to provide them with savings and credit services.
Increasing the farm production and local consumption of coffee MCCCU is a cooperative union formed by 34 primary societies all producing coffee. 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 members 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. And, for the longterm sustainability of coffee prices, its inevitable for MCCCU to also look at a more accessible market sustainably, which is the local market. This therefore means, that they need to invest on this trajectory for them to tap into this local market.

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1. Increase farm level production both in quality and quantity by &gt;20% in 2017
2. Increase MCCCU's local sales in Kenya by 50% in 2017
Heho Potato Business Heho

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Mejorar los mecanismos de control interno y potenciar las ventas de productos de valor añadido elaborados en la planta de El Alto con ventas de proximidad.
Increase transparency within the cooperative KSS through improved financial mgt and governance Since the cocoa cooperative Koperasi Kerta Semaya Samaniya (KSS) has been established in 2010, it has faced several challenges. In 2011 the cooperative went bankrupt and with help of the local government, local NGO (Kalimajari) and person of ministry of Agriculture, the cooperative was re-started again. In 2013 the chairman was discharged due to limited trust and replaced with the current chairman. 
The cooperative collects fermented cocoa of its members, the abian subak, and sells this in a nice market. In Indonesia most of the cocoa beans are not fermented and sold in bulk to traders. This bulk product will probably be more exposed to the developments on the cocoa market. At this moment the cocoa market price has made a sharp drop. The cooperative sells their fermented beans to local traders and to Valrhona, a well-known French chocolate company since 2015. The beans to Valrhona are sold at end of the season (August) due to their limited cash position. During the company assessment two most important things noticed were the trust in the cooperative and the financial management. Due to the events of the past, the subaks are still a bit hesitant to join the cooperative. Currently 34 of the 143 subak in Jembrana region, are a member. In the past the subak lost their money they had invested in the cooperative. After the re-start no money has been invested in the cooperative. Only cashbook is noted in excel and within the cooperative staff or board no knowledge is available of making balance sheet and financial management is limited. Board and supervisory board, nor the one staff member, have job descriptions and knowledge about their role and responsibilities are limited. 
To increase trust in the organization it is very important that the governance is clear and the financial management system transparent. Main focus for Agriterra support in the first year will be on financial management. The suggested activities are: • Financial management training• Financial bookkeeping system• Financial procedures• Internal capitalization training• Drafting of job profiles (board and staff)/bylaws• Audited financial report 2016

For the year 2018 we will: 
* continue developing the governance of the cooperative by training and coaching
* develop financial procedures
* develop business and marketing plan

The suggested activities for 2017 are: 
• Financial management training• Financial bookkeeping system• Financial procedures• Internal capitalization training• Drafting of job profiles (board and staff)/bylaws• Audited financial report 2016

To increase trust in the organization it is very important that the governance is clear and the financial management system transparent. Main focus for Agriterra support in the first year will be on financial management and the second year to increase the governance transparency and make them ready for access to finance.
Entrenamientos y eventos formativos 2016 Este proyecto recoge todos aquellos talleres de entrenamiento/formación a desarrollar con los clientes en 2016.

Se desarrollarán 3 talleres de formación: gestión financiera básica, gestión financiera estratégica y FACT.

- Nuevos clientes interiorizan los conceptos de gestión financiera básica.- Clientes con los que se inició relación en 2015 se capacitan en gestión financiera estratégica.- Organización de productores asimila la metodología FACT.
Governance improvement and Internal Capitalization Issues Tandahimba, Newala cooperative Union Ltd was found in 2008. Registered under the Tanzania Government Cooperative Society Act no 20 of 2003. It was registered with registration number 5569 before TANECU it was known as NECU (Newala Cooperative Union) that time Newala District covered large area including Tandahimba when  Tandahimba became a district it was necessary to change the name in order to continue to perform its duty into the two district and hence it was necessary to change the name from NECU to TANECU Ltd and that  was in 2008.
  
TANECU Ltd has a head office in Newala Township its 140 km from Mtwara town and it takes 2 hours by traffic.

TANECU functions as an overarching union for 179 AMCOS (Agricultural Marketing Cooperative Societies) members, which represent 53,700 individual members. All of these AMCOS areactive members of the union.  On this first year of collaboration with Agriterra, TANECU will attend training andone advice mission of preparation of Strategic Plan.       

2018: In this first collaboration year with Agriterra. TANECU will start improving its member database, prepare business plan and strategic plan for 5 years as well as increase its knowledge of the cashew nut value chain within and outside Tanzania.

TANECU's goal is to improve the capacity of board member and increase internal capital, ultimately for can able to build and acquire loan for investments and increasing the benefits for the farmers..  improve members data base and production/delivery records- analyse cost-benefit of establishing factory
- increase capacity of the board
 assess economic viability of other sources of income- awareness about internal capitalisation
Scoping and assessments Zambia 2018 Scoping and assessments of potential new clients in Zambia. In 2018 team aims to add 3-4 new clients to its portfolio. Main focus will be exploring possibilities to work with district and provincial cooperative, if possible including few primary coops affiliated. This approach may results in a larger outrecah and more potential to scale up interventions in the future.

Scoping and assessments of potential new clients in Zambia. In 2018 team aims to add 3-4 new clients to its portfolio.Scoping is mostly done as an ad hoc activity, while being already nearby and contains desk days as well (20 days NBA, 2 days EBA). This project foresees a maximum of 6 physical assessments in the shape of missions composed of one agripooler and a business advisor.

In 2018 team aims to add 3-4 new clients to its portfolio.
Boosting Meki Batu's vegetable sales Meki Batu is a primary cooperative union with 7994 members (18% - 1414 female) and 141 member primary cooperative organisations. Most of the farmers farm next to the Ziway, a natural lake, and have irrigation access from the lake and are engaged mainly in vegetable production. Meki Batu members are strong in production of maize seed, and provide up to 40% of the maize seed requirements in the Oromia Region. The largest income earner for the union is the distribution of fertilizers. Meki Batu union members largest concern is the lack of marketing ability of the union for their predominant products which is vegetables including onions, tomatoes, green pepper, green beans, cabbage and papaya. Farmers sell their crops predominantly to local traders who market the products to the surrounding cities, including Addis Ababa.

Meki Batu union and members have very little knowledge and understanding on pricing and marketing requirements and therefore accept below market returns. An independent market supply chain analysis was conducted by agripoolers from the Netherlands (Jacco Vooijs and Willem Rodenberg) in December 2012, and therefore this action plan aims to use this report to strengthen the union in vegetable marketing. This includes revising their obsolete 5 year strategic business plan to align more with the members vegetable marketing ambitions and sourcing finance through loans from the banks to support the plan. Some of the main challenges to be addressed is improve the overall marketing and logistics management of vegetable marketing (supply/farmer production & market demand). Have a better understanding of the market requirements and prices and improve and strengthen their relationship with the top performing PC’s to sustain a good supply base and build market clients. The Meki Batu financial management system is currently manual, and this hinders decision making process and therefore computerizing the accounting system and preparing for a Management Information System (MIS) is an important requirement. One of the main challenges of the farmers is their high dependence on irrigation pumps to pump water into the irrigation furrows. There are many models of pumps, and there is a lack of qualified maintenance or spare part availability.  To address this issue the union is planning a survey to understand which pumps are preferred by the farmers and support the more popular brands with maintenance and spares.

-	To improve the supply chain and purchase logistics and management
-	To improve the output marketing performance
-	To develop a strategic business plan including an outline of the finance need for the coming years.
Conseil dans la production de  semence de pomme de terre Cette mission se veut une mission de réflexion et d’appui conseil sur la professionnalisation des coopératives Productrices  de la semence de  Pomme de terre en particulier et de la pomme de terre en général. La mission est à réaliser dans les pays de la sous-région des Grands Lacs précisément en RDC dans les Territoires de Masisi et Nyiragongo, dans la Province du Nord Kivu. Son origine provient du Plan Régional de la professionnalisation des coopératives Pomme de terre  et des visites d’échanges qui ont été organisées entre les coopératives Congolaises et Rwandaises. La grande recommandation qui avait été donnée aux coopératives congolaises , était de  faciliter à leurs membres l’accès à la semence de bonne qualité à un prix accessible. 


La fopac accompagne actuellement les coopératives productrices de pomme de terre dans le petit nord Kivu (Territoires de Masisi et Nyiragongo) et 3 coopératives dans le Grand nord Kivu(Territoire de Lubero). Toutes ces coopératives présentent encore un besoin de renforcement en management,précisement la tenue reguliere des documents de base pour la gestion des affaires.Les marchés existants ne sont pas encore structurés moyennant l'élaboration des contrats entre les acteurs.L'absence ou l'insuffisance d'un fonds de roulement limite ces coopératives a maximiser leurs profits a travers l'achat et la vente de la production des non membres.L'augmentation du rendement des champs et l'acces aux intrants constituent encore un défis pour faire face a la demande progressivement croissante sur le marché de la pomme de terre.                                                                             

Analyser/Apprécier les techniques de production de semence utilisées par les membres des coopératives de pomme de terre dans les territoires de Masisi et Nyiragongo.
  
. Echanger l’expérience avec les producteurs semenciers du territoire de Lubero sur les techniques de production et la gestion de la semence au sein des coopératives.
. Réaliser un mini-atelier avec les membres des coopératives semencières de la pomme sur l’amélioration des techniques culturales de la semence , sa gestion et sa conservation.
Linking SACCO and business activities in one Union BHAG: Serving 50.000 farmers/members and raise them to Ethiopian middle income, and to be a model Union nationwide. 
Dire Multipurpose Farmers’ Cooperative Societies Union was established in 2009 with founding members of those “off springs” (38 multipurpose primary cooperatives) in rural kebeles of Dire Dawa Administration encompassing around 6,825 individual farmers and pastoralists. Its initial capital was Birr 38,000. Currently, the union has increased its individual beneficiaries under the member cooperatives to 10,000 of which 30% of them are women. Its capital has grown from 38,000 Birr in 2001 E.C. to 6,977,440.67 at the end of 2009 E.C. Since its establishment, the union has been providing various services for farmers and pastoralists of rural communities.

Priorities for 2018 AP:
1. Update of used software and procedures (SACCO, business)2. Membership commitment increase3. First steps on output marketing4. Lobby through FACT

Serving 50.000 farmers/members and raise them to Ethiopian middle income, and to be a model Union nationwide.
Capacity growth of coconut sugar cooperative Nira Satria is established in 2009 as ICS and became a cooperative in 2011. The farmers produce coconut sugar. The juice of the flower of the coconut tree is boiled and turned into crystal sugar. The cooperative buys the sugar every five days from their farmers, also through middleman. The sugar is sold to the marketing company from the NGO.

The cooperative will be supported by Agriterra in 2013 on development of a financial system and strategic planning. 

The following years focus will be on: 
•	Business plan: The cooperative is still young, its structure fragile; it should grow, but not too fast. Limited investments still should be done, but gradually. This business plan could be used to approach banks for loans as the cooperative has good reputation with government and private sector. 
•	The organization itself should become more stable to be able to cope with the increased operational issues. In the short term this should certainly center on the financial management training (more realistic cash flow projections, cash management, etc.), budgeting
•	The cooperative and the farmers understand that the organization can only grow soundly if they contribute themselves to its strength:
o	Number of farmers should grow
o	The farmers themselves should build a reserve which can also be used for cash flow purposes.

* Developing of financial system
* Defining strategic goals and plan
Assignments and Services Asia Under this project, assignments and activities funded by other donors than DGIS Farmers in Common Sense programme will be registered. 

Team Asia aims to provide paid services and play key role in acquisition and fundraising. 

Team Asia aims to provide paid services and play key role in acquisuiting and fundraising.
Becoming a key safety and speciality consumption rice and rice seed supplier of Nam Dinh province The company assessment in 2017 pointed out that Toan Thang cooperative has ambition to grow organizationally and economically to provide input and out put services and part-time job creation to its members and become a key supplier of consumption rice and rice seed in Nam  Dinh province. Toan Thang Coop needs to develope a healthy financial management, transparent governance and most important an ambitious but realistic strategic business plan with fitted marketing strategy. Toan Thang Coop members committment will also need to be improved thought various MyCoop meetings/trainings.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                        

Toan Thang Coop needs to develope a healthy financial management, transparent governance and most important an ambitious but realistic strategic business plan with fitted marketing strategy. Toan Thang Coop members committment will also need to be improved thought various MyCoop meetings/trainings.     

Becoming a key safety and speciality consumption rice and rice seed supplier of Nam Dinh province
Increasing production and output marketing of Niger seed and Chickpea Limu Enera Union was established on 27 February 2006, as a multi-purpose farmers 'cooperatives Union initially with 11 legally registered PCs. Currently, the union is comprised of 55 PC members providing input provision, loan, and marketing services. Since the start of the C4C project in 2013, the union has managed to develop a feasibility study on Niger seed edible oil processing, and a sound five years strategic business plan. The union and its PCs have furthermore accessed organizational strengthening support and on site coaching for improved production, introduction of new varieties for Chickpea and Niger Seed, financial management, and output marketing. The feasibility study advised the union to focus on Niger seed output marketing, domestic and export markets, instead of focusing on processing. However the 2014 output marketing performance of the union was almost zero for Niger seed. The union was focusing more on coffee, instead of including Niger seed business. In 2015 the union managed to buy 420qt of Niger seed and the union now has the ambition to increase this amount in 2016. This year will be the final year of the C4C project in its current modality and therefore it is for now assumed that this will be the phase out action plan. However if Limu Enera shows significant improvement and energy in output marketing and implementation of the action plan, possibilities of continuation in the future is feasible under a potential new C4C project or directly under Agriterra. The 2016 action plan will specifically focus on: - Improving operational efficiency and output marketing of PCs through supporting salary of 4 PC managers.- Realize output marketing of 1000 qt Niger seed and 500 qt of Chickpea on local/international markets.- Capacity building on improved agronomic practices at farmer level for Niger seed and Chickpea and introduction of PICS bag (1000 bags). - Introduce the concept of Internal Capitalization and develop a future action plan to increase own capital.

The 2016 action plan will specifically focus on: - Improving operational efficiency and output marketing of PCs through supporting salary of 4 PC managers.- Realize output marketing of 1000 qt Niger seed and 500 qt of Chickpea on local/international markets.- Capacity building on improved agronomic practices at farmer level for Niger seed and Chickpea and introduction of PICS bag (1000 bags). - Introduce the concept of Internal Capitalization and develop a future action plan to increase own capital.

- Improving operational efficiency and output marketing of PCs through supporting salary of 4 PC managers. - Realize output marketing of 1000 qt Niger seed and 500 qt of Chickpea on local/international markets. - Capacity building on improved agronomic practices at farmer level for Niger seed and Chickpea and introduction of PICS bag (1000 bags).  - Introduce the concept of Internal Capitalization and develop a future action plan to increase own capital.
Mise à niveau de la gestion financière de la coopérative RAEK Le RAEK, Regroupement des Agriculteurs et Éleveurs de Kabare-Nord, est une coopérative de producteurs de café (arabica) basé à Chireja, à 25 kilomètres de Bukavu dans le Sud-Kivu en RDC de l’est. RAEK fait aussi la vente groupée de haricots et la production de farine de manioc. Les membres de RAEK sont 5 sous-coopératives sans statut juridique et ensemble ils représentant environ de 2,100 membres. RAEK est créé en 1992 comme ASBL (organisation à but non-lucratif) et RAEK est devenu une coopérative en 2012.

La coopérative a commercialisé des quantités très limitées de café marchand. Un projet avec OXFAM / CTB a permis à la coopérative l’acquisition de dépulpeuses à tambour et l’installation d’une mini-station de lavage. Les dernières années la coopérative gère quelques micro-stations de lavage et commercialise entre 10 et 20 tonnes de café.RAEK est dans le processus de certification café biologique (environ 600 membres certifié à présent). Seul 10% des membres ont terminé de payer les parts sociales.

Les conclusions générales montrent que la gestion financière est encore faible alors qu’elle est le moteur (cœur) d’une coopérative. Les actions prioritaires sont alors mettre à niveau la gestion financière d’ici 2016 et Organiser les Audits (2014-2015) avant la fin 2016.

Mise à niveau de la gestion financière de la coopérative RAEK

1. Redressement des états financiers (comptabilité); 2. Organisation de l'audit interne (commission de contrôle); 3. Organisation de l'audit externe