devinitorg/iati-policy-markers huggingface dataset:
Grow the cooperative potential in Quang Ninh Province The Quang Ning Farmers Union (QNFU) was established 85 years ago and represent almost 100.000 farmers in the province. Their vision is to protect the rights of the farmer and the Farmers Union (FU) takes the responsibility to train and to raise awareness on technical farming practices and related to government policies in the Vietnamese province of Quang Ninh. The FU is also the linking organization between the farmers and the government.
In order to get farmers organized in cooperatives, trust is essential. Farmers have to believe that the cooperative has an added contribution to increase income and to smoothen linkage to value chains. Cooperatives need to be strengthened in the province and different capacities/tasks need to be developed therefore. 
The QNFU needs to provide services that will be appreciated by cooperatives. This is the entry level of the action plan with QNFU. The actions selected that have the priority are:1. Raise awareness about added value of the cooperative model and increase knowledge about the potential of cooperatives at QNFU and cooperative level and broader farm level. 3 cooperatives will be selected to participate. 2. QNFU needs to develop services with added-value for cooperatives;3. Support trade promotion / marketing4. Linkage to Value Chains, it has been agreed that the involved cooperatives need to be better aware of their possibilities in the chain

Project plan 2018:
Based on QNFU's mandate, the 2018 project plan will include 2 main areas:
1. Advocacy and lobby: rolling out FACT trajectory in Quang Ninh province
2. Business strategy: 
3. Awareness raising:
    a. Rolling out MyCoop for cooperatives in the province, and
    b. Rolling out the Cooperative Contemporary workshop for governmental supporting organizations 
Proposal 2016-2020: 1. Awareness raising of the cooperative model (partly done)2. Develop a structure for service provision by QNFU for starting cooperatives or groups transforming into cooperatives (in the cluster of 2 associations and 1 cooperative).3. Facilitation of marketing for associations and cooperatives (e.g. trade fair); sharing of opportunities with members. 4. Facilitate and coordinate a value chain analysis for 3 fruit products (cluster members).5. Support trade promotion through an event.

Development to a service provider for starting cooperatives and groups that want to transform to cooperatives.
Internationalization of the Agripool The project establishes new recruitment centres in different countries. The project liaises with leads interested in our services, like FAO.

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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.
E-Granary innovative mobile platform for market oriented E-extension services to farmers EAFF has piloted the implementation of the e-granary as a virtual aggregation platform (warehouse) in Kenya in partnership with a mobile-based financial service provider (Mobile Decisioning Holdings Ltd - MODE). To this purpose, a data-base of physical aggregation centres and profiles of buyers within different regions has been built and is regularly updated. EAFF currently has a Memorandum of Understanding (MoU) with East Africa Exchange (EAX) and East Africa Grain Council (EAGC) (g-soko) to serve as trading platforms but will pursue partnerships with other off-takers, especially those procuring at the EAFF members aggregation centres. Through the e-Granary in Kenya different value chains have been piloted on the platform, realizing about 20,000 farmers in four regions of which 56% are women and 41% are youth (below 35 years of age). The provision of agriculture extension and agriculture insurance will be provided via the mobile platform from 2017. 
  
The aim of this project is to replicate the experience of Kenya and pilot it into other countries of the East Africa region, namely Uganda initially; and with funds permitting other members of EAFF.

work plan E-Granary platform:
1. Increased access to extension services:
2. Enhanced capacity of farmers on agriculture extension and 
    agriculture advisory services 
3. Increased public awareness and knowledge on the  success of e-extension


Using e-Granary innovative mobile platform to deliver market oriented e- extension services to farmers in East Africa through south-south technical co-operation
Merging for economies of scale Kiambaa Dairy Farmers Cooperative Society and Ndumberi Dairy Farmers Cooperative Society have, over the last year, been discussing possible ways of strengthening their work together with the support of Agriterra and SNV building on past cooperation between the two societies. 

After a series of meetings and consultations, the societies agreed to pursue a merger in order to benefit from scale and improved efficiency in their operations. 

This is in recognition of the fact that success of cooperatives depends on their ability to address challenges like weak governance, ineffective control systems, limited availability of products and services for their members, lack of innovation and low adoption of technology. An overriding challenge is that many Societies are relatively small, both in terms of membership and volumes, a factor that increases inefficiencies and reduces the value that they can delivery to their members. 

Following three consultations held in the first half of 2012, the leaders of both societies met in a workshop in September 2012 to clarify and decide on the kind of cooperation they will continue to pursue. During this workshop, a major milestone was arrived at—a decision that the two societies work on a merger. 

A committee comprising representatives of both societies was established and a general framework for realizing the merger agreed upon. One of the outcomes of the merger process is the development of a business plan for a processing milk plant, which is the centerpiece of the merged operation. All other structures and functions in the process will revolve around this enterprise. 

The societies clearly stated that their main responsibility is to their members; and securing a market for their produce is at the forefront of all decision making. The current changes in the dairy industry in Kenya and the behavior of key actors especially in the markets has led the two societies to aspire to establish their own milk processing facility—this is the primary motivation for Kiambaa and Ndumberi to pursue a merger—essentially to make such a step viable. This in turn would give the societies greater power in negotiating with that market; maximize on the value of their produce; pay higher producer prices to their members (due to anticipated higher returns per liter of milk marketed); 
 d also support/encourage their members to increase their earnings from increased milk production.

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Development of a business plan for a processing milk plant, which is the centerpiece of the merged operation. All other structures and functions in the process will revolve around this enterprise.
Increasing the economic activities and services for its members. Katerera Area Cooperative Enterprise is a society is a registered cooperative and is established in 2008. The cooperative started with 2.000 members and has grown to 5.239 members to date. The commodities are maize, cotton and bean and the ACE has started with coffee. The first harvest is expected in 2015. The ACE has a block of farm land (including land titles) of 650 acres where the farmers grow their commodities.

Since 2013, Agriterra actively supports Katerera ACE with realizing its growth ambitions. Katerera would like to provide more services to its members, among others by starting with the milling of maize, which generates more income for farmers. In addition, they actively would like to channel most of the produce of its members through the cooperative instead of through middlemen. The latter always generates less income for the members. But in order to succeed, Katerera ACE needs working capital, as without cash, members will not provide their produce to the cooperative. 

In order to realize both ambitions, Katerera ACE was in need of a detailed business plan to give direction and specific actions for Katerera to take. 
This support of Agriterra has resulted in a first tranche of working capital for the procurement of maize and beans from a French NGO. This is very positive news, as getting access to working capital for non export commodity has always been very difficult. In addition, it means that Katerera can now focus on building sales capacity within the organisation. The first steps has been taken, but 2014 will be year to consolidate the work of 2013 and further professionalize the cooperative. This means a professionalization in terms of financial management, business planning and sales capacity. But also there will be focus on raising internal capital, sentization of members to contribute more and the usage of ICT within the organization.

In 2014 Agriterra and Katerera ACE will consolidate the work of 2013. This means strengthening the capacities of staff in sales knowledge, financial management, computer literacy and record keeping. Specific activities within this area are trainings on record keeping, financial management software, the usage of cash flow forecasts and dash boards and monthly financial reports based on budgets and actuals.
In addition, there will also be attention to committing members more to the cooperative. Both by contributing capital for working capital and equity. This will significantly increase the bankability of the cooperative but also the commitment of the members. Finally, attention is paid to increase production byh aving demo farms and post-harvest handling. Also there will be focus on improving the visibility and branding of katerera ACE as a market outlet for maize and beans.

- Increase volume of trading
- Further professionalization of the ACE
Economies of scale for strong market position in dairy (2) Economies of scale for strong market position in dairy (2) is a prolongation of the activities implemented from 1 April 2013 onwards. The objectie is to increase milk intake by 2,000 l/day for society and decrease side selling by improving extension services and AI/Veterinary services. 

The increased production should be marketed more efficiently by improving logistics (analysis of supply chain and optimizing collection routes). A feasibility study for a cooler will be executed, as well as a business plan for collective buying of compound feed, roughage (including hay), fertiliser  and agro vet shop supplies through umbrella BAMCOS (consisting of 9 coops).
the possibilities for milk bar operation will be investigated.

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Increase milk intake by 2,000 l/day for society and decrease side selling
Strengthening (financial) management and efficiency services Dien Quang Cooperative (DQC) was founded in 1978 and currently has 2.152 members. At the start of the cooperative, there were 3.541 members. Each member has to buy one share (1.000.000 VND) when entering as a member. The total farmland area farmed by DQC’s members is 700 hectares: 160 ha is used for growing rice, and 540 ha for growing vegetable (chili, soybean, corn and watermelon). The average farm size is 500 m2 (per person). Farmers also raise cows (slaughtered for meat).
The main challenges for DQC are: farmers do not really feel involved in the cooperative; financial tools to analyse the provided services is limited, and management is unable to find stable markets for the products of the members. 
Based on the findings, Agriterra has presented an overview of the activities to be carried out in 2016. 
The following activities have been agreed upon for the 1st semester of 2016:• Financial manager assisted in developing tool to collect relevant management information• Support improving efficiency slaughterhouse• Management training about efficiency and effectiveness on basis new financial management tool.
Depending on progress, following activies in the 2nd semester of 2016: • Business development planning• Training in marketing skills• Studying involvement of youth (e.g. youth council)• Developing SOPs (Standard Operational Procedures)

Project plan 2018: Project plan for DQC in 2018 include 4 areas:1. Business activities focus on peanut oil production and sales     a. Support to increase efficiency of peanut oil production    b. Support marketing and sales 2. HR management: Support to implement succession plan recommended by HR mission carried out in 20173. Member database: updating member database with the use of different services 4. Member commitment: rolling out MyCoop for members   Project plan 2016: Based on the findings, Agriterra has presented an overview of the activities to be carried out in 2016.
The following activities have been agreed upon for the 1st semester of 2016:• Financial manager assisted in developing tool to collect relevant management information• Support improving efficiency slaughterhouse• Management training about efficiency and effectiveness on basis new financial management tool.
Depending on progress, following activies in the 2nd semester of 2016: • Business development planning• Training in marketing skills• Studying involvement of youth (e.g. youth council)• Developing SOPs (Standard Operational Procedures))

Strenghtening (financial) management and services cooperative
Strengthening of LENAFU towards a sustainable and member oriented service organization FAO has mandated Agriterra to support LENAFU with a view to strengthen its (financial) sustainibility and its membership base.

Agriterra has proposed a one year advisory trajectory based on organizational assessment, strategic planning, business planning, financial management, FACT (member consultation), communication training, HR assessment, value chain development and rural entrepreneurship (ERI/CORE).

Details of the trajectory can be found in the LoA between FAO and Agriterra.

a) The purpose for which the funds provided by FAO under this Agreement shall be used are the following:

(i) Objective.  The Services will contribute to the following Organizational objective:
• To establish sound and sustainable fundaments of a strong, representative, democratic, future proof apex organisation of agricultural producers in Lesotho with a well defined set of services in the fields of lobby & advocacy and agricultural entrepreneurship

(ii)	Outputs.  The Service  Provider will produce, achieve or deliver the following outputs (specific output details and products produced are listed in the Annex): 
•	Strengthend lobby and advocacy capacities of LENAFU and its members and to increase their participation in policy formulation processes and their representation in relevant stakeholder platforms. 
•Enhanced farmer-led entrepreneurship of affiliated farmer organisations and their members through strategy development and capacity building on agribusiness development services. 
•	Strengthened and professionalized general management and financial management of LENAFU and its member organisations.

(iii)	Activities.  The Service Provider will undertake the following activities:
•	Conduct an organizational assessment
•	Develop outlines of strategic plan and prepare a first draft
•	Conduct training and actively support implementation of lobby & advocacy trajectory 
•	Prepare and conduct training in and guide the development of agribusiness development services. 
•	Prepare and conduct training + action planning financial management
•	Lead the participatory development of a communication strategy
•	Conduct and document a human resources assessment
•	Prepare a strategic plan and business plan for LENAFU

b)	A detailed description of the Services including technical and operational requirements, budget, work plan and timeframe, performance indicators and means of verification, as well as inputs to be provided free-of-charge by the Service Provider and FAO, if any, are set out in detail in the Annex.

The advisory services provided by Agriterra will contribute to the following organizational objective:
To establish sound and sustainable fundaments of a strong, representative, democratic, future proof apex organisation of agricultural producers in  Lesotho with a well defined set of services in the fields of lobby & advocacy and agricultural entrepreneurship
African Great Lakes - Scoping & Company Assessment Missions 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 2016 - 2020 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 assessment to the countries in the African Great Lakes Region : Rwanda, Burundi and Democratic Republic Congo. This 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.



The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessment to the countries in the African Great Lakes Region : Rwanda, Burundi and Democratic Republic Congo. This 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.
PPKT developing into a cooperative fulfilling the demand in the market KSU PPKT coffee cooperative was established in 2015 by former employees of local NGO Jalesa. Five of the employees established the cooperative as none of the farmers were interested to do so.  Aim was to improve the price of the farmers through setting up a cooperative. Veco/Rikolto supported the process as part of their collective marketing program in which farmers were linked to the market. Due to some delays, they are still missing one document to be officially registered. 
The cooperative is active in two districts (Tana Toraja and Toraja Utara) and 9 sub-districts in Toraja region. There are 89 farmer groups which contain the 1736 members of which 120 paid in their member capital. Harvest time of the coffee is from May to November. The coffee is produced in several regions in Toraja in altitude varying from altitude of 1,000 to 2,500 meters.
There is a need for clear business plan to be able to attract finance. Stimulate internal capital from farmer members as leverage but also way of commitment. Training need for farmers and potential board members to get better understanding of cooperatives as well as understanding of internal capitalisation. 

If current board members are willing to open up for integration of farmers into board position, Agriterra is willing to support the cooperative. Suggestion for this year will be to: 
  
Draft bankable proposal
  Financial audit year 2017 
  Secure access to finance
  Train farmers in cooperative principles to give understanding about the role and responsibilities of members in a cooperative
  Coaching in financial management and governance


BHAG: 
In 2023 produce 100 ton of Toraja coffee and sell through café’s with most added value for the best price for the farmers.
Assist the cooperative in attracting funding for working capital and investments to make it possible to produce 100 ton of (processed) coffee