devinitorg/iati-policy-markers huggingface dataset:
Servicio contable y tributario para organizaciones de productores AOPEB durante el ano 2017 trabajo en el plan de negocio, diseno y promocion del servicio contable y tributario. En el ano 2018 se implementara y se prestara el servicio por lo menos a 15 organizaciones de productores. 

Las actividades que se realizaran:
1. Contratacion de dos contadores
2. visitas de diagnostico a 15 organizaciones
3. elaboracion de propuesta de trabajo a 15 organizaciones. 

Implementar e institucionalizar el servicio contable en AOPEB, prestandolo a 15 organizaciones y logrando su punto de equilibrio.
ToT on Basic FMT & SB Annex 1
 

  
Basic Financial Management and Supervisory Board 
  
Training of Trainees
  
Version 8 September 2017
Basic Financial Management and supervisory board Training of trainees for Agriterra staffs under (mission &hellip;.) is an assignment within the framework of project 16at-6444. Business advisor responsible for this assignment is Addis Yohannes. In case of changes in the assignment and/or program the Business advisor must be consulted immediately.
  

  
Objective
In the efforts to improve financial management of unions and cooperative, empower supervisory board committee members role on those unions and cooperatives by using and capacitating internal employees.  The ToT includes 
  
1.    Basic Financial Management for Cooperatives
  
Supervisory Board committee
  
As part of its strategy for 2017 through 2020, 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 in the future. Hence there will always be demand for these training and have a good pool of local trainers is crucial to achieve sound financial management and good control system in Agriterra.
These ToT will deliver for newly identified local trainers of Ethiopia and Indonesia. A ToT will be given to a selected number of participants; Tigist Gezahegn, Mahlet Mekonnen, Ysakor Hailu, Habtamu Awoke, Haile Berhane, Tina from Indonesia.
  

  
The ToT will last to Four days, Three Days Basic FMT ToT and One Day Supervisory Board ToT and will Give by Jaime De Alfonso, JDA consult. 
   ToT Programs;
  
1- October 9,2017 (afternoon, from 12pm) - Meeting with Agriterra Staff 
  
2 – October 10 - 12 2017: ToT with 3 new potential trainers for Basic FM training and Three for SB training (only 10th),
  
3 – October 13th, 2017: Meeting with Habtamu and Tina to prepare the SB training. Whole day.
  
4 – October 14th, 2017 (morning): Meeting with Getnet, from Target Consultant, to finalized the preparation of the SFM training (8 - 14h). 
  
5 – October 14th 2017: Closing and debriefing of mission with Agriterra Staff
  


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Profesionalización de la gestión, mejora de las prácticas contables, capacitación de personal y miembros, búsqueda de nuevos mercados para los productos del socio.
Strengthening dairy value chain Zambia In November 2015, organisation assessment of DAZ was conducted. Assessment report is available. The conclusions:

DAZ is a commodity association for the dairy sector in Zambia. DAZ has a membership of over 5,000 active and registered individual producers united in 73 primary cooperatives. DAZ is involved in lobbying & advocacy for the dairy sector, facilitates linkages to inputs, credit and the market for its producing members and provides extension support and training. DAZ has a strategic plan for the coming 5 years that outlines clear and achievable growth ambitions in terms of membership count, productivity, production and consumption of dairy products.



The financial health check indicated that DAZ is financially sound, although there are a number of weaknesses that need to be addressed in order for the organization to operate more efficiently and effectively in the interest of its members. In addition, financial sustainability is a key aspect to be improved. DAZ plays an important coordinating role for the dairy sector in Zambia, which was commended by most of the members. However, the main risk is that DAZ represents stakeholders with different interests, which limits DAZ’s effectiveness to the extent of operating in the common interest of the dairy sector.



Nevertheless, DAZ plays an instrumental role in the support of dairy cooperatives and through a partnership with Agriterra, DAZ can strengthen its capacity to improve services provision to its members. Agriterra is seeing opportunities to directly support dairy cooperatives, but parallel to this, to channel support through DAZ to smaller and weaker cooperatives that are outside the Agriterra scope. Both strategies are expected to improve the position of dairy cooperative, in so doing boosting growth and development of the dairy sector in Zambia. Thus, this company assessment concludes that it is recommended to set up a partnership with DAZ.

Based on the assessment, Agriterra thinks DAZ could play an important role in lobby and advocacy and service provision to its members (for Agriterra restricted to the farmers' cooperatives).

Strengthen the internal organisation to be better able to strengthen the dairy sector in Zambia.
Asia - Financial management of cooperatives and farmers' organisations Agriterra considers healthy financial management of its clients as core condition for succesfull operations and business planning. In 2014 and 2015 it has developed a specific financial management training package. Agriterra want to roll out further this training package and solution to its clients and business advisors by implementing a financial management program in Asia.
As part of its strategy for 2016 through 2019, Agriterra will continue to support all its clients in terms of transparency and good management practices. These clients include those with which Agriterra is already actively working on this issue and those clients that will join after the organization is restructured in the upcoming months. 
The underlying project comprises the following services:(1) implementation of the Basic Financial Management training (2) expansion to the new appointed program countries Vietnam, Nepal, China (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 enhance comprehension of financial management by board of directors, senior management and members of cooperatives and farmer organisations.
Promotion of entrepreneurship - working visits & advisory work Team 2 planned working visits and advisory days. 
This is an internal project. 
Executed missions and advisory days will be transferred to projects with organisations as soon as they are approved within FFP-2

working visits team 2 which cannot be linked to projects

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.
Starting up of new processing factory In 2014 the Board of Kiambaa Dairy to expand and improve the processing factory. The acquisition of a plot just outside the village and the contribution by ABTB Foundation, through Agriterra, of 250,000 euro made it possible to build a new factory. The construction of it started in May 2016 and will be (is) ready in May 2017.This year the support by Agriterra is focussed on the start of factory (technical design), increase of production (2 more extension officers, ToT for extension) of and sustainable implementation the processing plant (new strategic plan, exchange visit, market approach/branding).

        Developing   Strategic Plan
       Extension ToT by Kiambaa (external) consultant
       Meeting   with (board of) nearby coops
       Settling of the  ABTB loan
       Hiring new Marketing manager
Hiring Production manager     Branding existing & new products, cups, shops, vehicles
       Support for Internal auditor
Hiring 2 additional extension officers  

Start of processing: June 2017Targeted production for new factory in 2017: average of 25,000 l/day;
Establishment and sustainability of the demo plot for Knowledge dissemination. For BAMSCOS survival, quality milk production and delivery by the members is key. This fact informed the main focus of collaboration with Agriterra, which is on improving production. BAMSCOS members usually suffer a lot during the dry months as milk fluctuates to even a low of 6000 litres per day viz a viz their target of processing approximately 100,000 litres a day by 2022. This is largely due to over reliance on rain for farming. This trend if it continues poses serious going concern risks to BAMSCOS. Therefore, for tangible gains to be realised and more quality milk produced, farmers have to adopt modern farming practices. As Agriterra continues to provide high quality advice to BAMSCOS in this field, its increasingly becoming clear that there is a huge demand for model/demo farm where all the members/farmers of BAMSCOS can learn from and emulate it. The farm will be showcasing fodder establishment, maintenance, harvesting and preservation.
The demonstration farm will be located close to the currently being constructed milk processing plant, where also the future offices of BAMSCOS will located. The demonstration farm will serve as a learning place for the members and it is expected that in the future also trainings will take place nearby. The demonstration will show irrigated and non-irrigated fodder growing techniques and various quality fodder varieties.  Maintenance of the demonstration plot will be taken care of by BAMSCOS.  The produced fodder and forage will be sold to the members and the proceeds used to sustain the demo plot. 


This project is only to establish the demo plot. Follow up to the demo plot will be given in 2018 action plan of BAMSCOS. All costs will be made in 2017. See uploaded project plan for further information.

Act as a farmers' training field school on modern dairy farming technologies .
Increase the adoption rate of modern dairy technologies in the next three years thus leading to improved production by upto 20%.
Reduce the seasonal milk fluctuation by more than 20% in 2020
Going for expansion! KAJARA SACCO is a member based organization, established in 2002, which provides financial services (savings and loans) to its approximately 2.500 members. The client base are individuals, groups (Rural producer Organizations, and Area Cooperative Enterprises) and institutions like schools and churches.
The general goal of the project is the operationalization of KAJARA's expansion plans by making:
1. A financial plan for investment in new branches
2. An operational plan to implement for new branches

KAJARA SACCO is a member based organization, established in 2002, which provides financial services (savings and loans) to its approximately 2.500 members. The client base are individuals, groups (Rural producer Organizations, and Area Cooperative Enterprises) and institutions like schools and churches. KAJARA SACCO shows for the third year in a row an increased savings portfolio, loan portfolio and an increased share capital. Also their revenue/cost ratio is improving slowly towards a more efficient way of working, although there is still much room for improvement. KAJARA SACCO faces difficulties with fulfilling the need of their members in terms of available money to lend out and in addition, there is a demand driven plan to expand to 2 new rural areas. As a consequence KAJARA SACCO has applied for a grant at Abi Trust, although the operationalization of the plans has not yet started.

Increase competitiveness of KAJARA SACCO (by implementing tools to monitor costs, budgets and activities) and to support KAJARA with their expansion plans.
Tanzania 2017 - 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 fulfill 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. 
The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessment to the country of TANZANIA. 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 country of TANZANIA. 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.
KUD Pringgodani transformation as part of developing rice sector in Central Java Province As Agriterra works closely together with the Ministry of Cooperatives in Indonesia, discussions have been ongoing about supporting cooperatives. As suggested by the Dinas Koperasi (Cooperative Bureau) Central Java Province, we were requested whether we could support with the transformation process of the KUDs in Central Java Province.
As part of the plan to develop the KUDs into farmer owned organisations which are well operating and economically successful, it was suggested to focus on the rice activities with the involved KUDs. Overall suggestion from Agriterra would be to restructure KUDs for them to be directly linked with the farmers and put any activity in a subsidiary PT (LLC) legal structure. This development was part of the discussions during the cooperative assessment. 


Agriterra will conduct Contemporary Cooperative Workshop on 26-28 December 2017 to have common concept on the cooperative and the objective of the program. Agriterra will provides only the facilitators, while KUD Pringgodani will cover the cost of the participants, including venue and meals during the workshops.
The next training is Financial Management Training that we plan to do in Feb 2018. We expect by participating in this training KUD Pringgodani is willing to recruit professional accountant and audited by public accountant.
We plan to support Strategic Planning Workshop in Mar 2018, in order to help KUD Pringgodani focusing their business and resources. And Rice Production Business Plan in September 2018 in order to have a Business Plan to be offered to their potential members.

To transform KUD Pringgodani as par excellent example of fake/bogus cooperative that do not serve paddy farmers into an agricultural cooperative with rice producer as main business.
Focus on the balance between member's interest and profitability Kilimanjaro Cooperative Bank Limited (KCBL) is a Regional Bank registered as a Cooperative Society on 16th December, 1994, under the provisions of section 30 of the Cooperative Societies Act No. 20 of 2003. KCBL was granted a license to operate as a Bank (within the boundaries of Kilimanjaro region) in 1995, under the Banking and Financial Institutions Act, 1991. Banking operations commenced on July 10, 1996.  Hence KCBL has dual registration, that of a Co-operative Society and as a Bank.

As result of Agriterra's company assessment, the conclusions we have drawn is the potential we see for the KCBL and its clients in this fast developing region, the importance of continuity of the KCBL for the mainly agricultural enterprises and cooperatives represented in both the portfolio of the bank and her shareholders.  

As next steps we propose the following actions:
In Business & Strategy:
- analysis of the core business in profitability on client, product and process level through a cost allocation approach 
- competitors analysis
- review KCBL strategy based upon the results of the above mentioned two analysis 
In Governance:
- develop profiles on capacities and skills needed for new board members (elections in feb 2015).
- develop, train and coach the board in profit thinking, general bank leadership and specifically budget control 
In Management:
- develop KPI’s and dashboard
- develop and train management team and staff level in profit thinking, product & client profitability analysis (KPI’s), cost allocation and realistic planning (and profitability based target-setting)
- review HR (job descriptions, targets & workload repartition)
- Establish (eventually) a temporary TASK-force for accompanying the Management Team in the change process 
In Recapitalization/Potentials:
- after regaining profitability search and contact potential shareholders to strengthen the capital.
- Agriterra to scope and eventually contract several KCBL members (AMCOS and SACCOS) for strengthening their economic performance and participation in KCBL.

Proposed methodology:
-	Research-analysis mission by Accountants (profitability, KPI’s - Flynth?)
-	Strategic Planning Mission
-	Board member competencies profile development (with banking experts)
-	Financial Management training 
-	Board training mission
-	Quarterly Coaching of board members (“fixed” NL + local experts )
-	HR mission
-	Change facilitating Task-force
-	Linking to potential capital providers
-	Scoping KCBL members

- Improve profitability of KCBL
- Improve governance of KCBL
Increasing the commercial production of fish in a sustainable and environmental friendly manner Rupa Lake Restoration and Fishery cooperative (RLRFC) was established on 14th March 2002 with 36 members with the objective of rehabilitating the Rupa Lake to its prior state, generation of income for its members through sustainable fishing and conservation of local diversity. Currently the cooperative has 772 members and 19 staffs and is producing 51000 kgs of fish yearly. The cooperative has its own nursery and hatchery where they hatch 3 species by themselves and bring in 6 other species from their 40 members who have their own cage culture, fishery research center and Chitwan. In addition to this, the cooperative has started saving and credit service since last 3 years. The cooperative has a strong brand name in the market but is unable to capitalize on it because their supply is not meeting the demand. The cooperative attributes this low production to the weak fingerlings and the practice of not feeding the fish. Their fingerlings have 75% mortality rate that usually occurs during transportation to the lake from various sources, shifting the fingerlings from hatchery to nursery and consumption of the fingerlings by indigenous fish. The cooperative also avoids feeding the fish in the lake because they are afraid it might have negative impact on the bio-diversity, although no studies have been performed and they aren't restricted by government to practice feeding. The cooperative currently lacks direction in absence of a strategic/business plan. After the assessment the BHAG developed is increasing the production by 100% i.e. from 50000 to 100000 kgs in 2 years’ time while protecting the bio-diversity of Rupa Lake. The biggest challenge that the cooperative is facing is on strategic direction and increasing the production therefore RLRFC and Agriterra will mainly focus in this action plan on developing a business strategy and increasing production to meet market demand.

For the year 2018, the project plan is to work with RLRFC on:
 Developing a 3 year strategic plan, Student research on feeding practice, its effect on productivity and bio-diversity and study on current amount of fish in the lake as well as future potential to increase the amount in a sustainable wayAgripool   assignment focussing on ways to reduce the mortality rate of fingerlings and   increase productionParticipation   in Agriterra Internal Capitalization workshopImplementation of action plans as a result of different actions and At the end of 2018 analyze the audited financial report of the cooperative to identify changes in the performance as a result of coordination with Agriterra

The BHAG developed with RLRFC is increasing the production by 100% from 50.000 to 100.000 kgs in 2 years’ time while protecting the bio-diversity of Rupa Lake.
Capacity building in M&E and Experts Management Monitoring and evaluation analysis allow us to check the suitability of the activities we undertake with cooperatives and farmers’ organizations. As a small and new agri-agency, ACODEA believes it can benefit from the knowledge of other agri-agencies, experienced in measuring the impact of their work in developing countries, through the exchange of practices, procedures and tools.
As an expected result, ACODEA intends to improve its capacity of analyzing the impact of its actions and thus the quality of its work, through the exchange with other agri-agencies in terms of monitoring & evaluation techniques.

Capacity building through the exchange with other agri-agencies in international meetings. The first meeting will be held in 2016 where agri-agencies with proven successful experience in monitoring & evaluation activities, for instance Agriterra, We Effect and Trias, can share tools and procedures with other AA willing to improve their performance in this matter. Another meeting will be held in 2017, so the “learning” AA can comment after the implementation of new tools and procedures coming from the first meeting, and all the organizations can share ideas for the development of new tools.

- Improved capacity of analyzing the impact of actions and thus the quality of work- Adoption of new M&E tools and procedures. Improve recruiting ability and capacity of the AA so the best expertise can be attracted for the benefit of its clients