devinitorg/iati-policy-markers huggingface dataset:
Improving Financial Sustainability and Member Commitment Background Xintao Chrysanthemum Cooperative:
The organisation is officially named Xintao Stock Cooperative of Chrysanthemum Planting in Yunyang County and has been established in June 19, 2011 by the Chairperson Mrs. Ran Xiuqing.The cooperative is located in Chongqing, (city on provincial level), Yunyang County Gaoxin Village, Yanping Town and was introduced to Agriterra by Chongqing Agricultural & Administrative Station (AEMS). 
The cooperative grows, harvests and preliminary processes (storage, drying and packaging) chrysanthemum and honeysuckle. Current situation 700 members. They want to grow in 3-5 years to 3000 members.
Work plan for follow up
Based on the existing planning of Agriterra we defined the following planning for Xintao Stock Cooperative of Chrystantheum Planting in Yunyang County:
Coop Chrysanthemum Chongqing  Internal capitalisation - April 2016: done. 
Result: the board is trained on different possibilities of increasing their equity with internal capatalization

Cooperative management training - July 2016: done. The management of the organisation is trained on cooperative pronciples
    Financial Management Training - planned in 2017. To complete the promissed program of 2016 Xinta will be invited to follw the FM training in 2017.



  3 people
  from Xintao trained in financial management. May 2017

Xintao has very high growth ambitions. We want to support this organisation in getting the goals; to grow from 700 members to 3000 members in 3-5 years.
Coffee marketing development Africa Agriterra professionalises ambitious farmer cooperatives and organisations worldwide.
Agriterra believes in farmer ownership to fight poverty and stimulates social-economic strong and vibrant rural areas. Cooperative expertise and peer-to-peer advice from the Dutch agri & food top sector are key principles; advice, training and exchange the key methodologies.
Under this project, regional coffee marketing missions are covered. This includes exchange missions, regional workshops and coffee events (fairs, exhibitions) under the umbrella of Agriterra Africa. 

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Set up coffee processing facility by Township Cooperative Society (TCS) in Ywangan
Value Addition and Entrepreneurship skills development for Cotton producers Cotton Association of Zambia is a member based organization which was formed in the year 2005 by Smallholder Cotton Farmers to address concerns of the members in the cotton sector.  The target group of CAZ are the 300.00 small-scale cotton farmers producing Zambia’s cotton crop. Currently CAZ has around paid 30.000 members and they target to have 150.000 members by 2015. CAZ is affiliated to the Zambia National Farmers´ Union (ZNFU).
 
The goal of the Programme is ‘to contribute to rural poverty alleviation through increased incomes and improved livelihoods of cotton farmers’. The objective of the Programme is ‘to strengthen the capacity of CAZ to satisfy the cotton producers’ needs’. To ensure that CAZ becomes a member driven, well structured & governed organization and sustainable organization with the capacity to provide effective and efficient service delivery in the areas of production, value addition, contractual negotiations and lobbying and advocacy.

CAZ is collaborating with Agriterra in implementing a mult-annual project aimed at organizing producers at the grassroots level (cercles) and improving production, marketing and income through sustained services provided by CAZ at the district level (see project 5485 and 5815). CAZ has developed its approach in an earlier period and has been intensively supported by SCC.

This Project has defined 6 outcome areas:
 • Improving cotton yields and quality of production at smallholder farmers level
 • Increasing value addition of seed cotton though farmer self financing schemes and operation of farmer owned/controlled baby ginneries at DFA level
 • CAZ is able to adequately represent the cotton farmers in terms of contractual agreements with cotton outgrower/ginning companies resulting in improved contract for farmers. • CAZ organisational development
 • Policy development
 • Gender and HIV/Aids mainstreaming
 

CAZ has formulated a multi-annual project with Agriterra. The support requested from Agricord (AFD) is to enable full implementation of the programme, this in view of dwindling support from other donors. The requested amount from Agricord AFD amount to € 40.000 in 2013 to an annual amount of € 85.000 in 2014-2016. Including a 25% service fee the total requested amount is € 353.263

The goal of the Programme is ‘to contribute to rural poverty alleviation through increased incomes and improved livelihoods of cotton farmers’. The objective of the Programme is ‘to strengthen the capacity of CAZ to satisfy the cotton producers’ needs’. To ensure that CAZ becomes a member driven, well structured & governed organization and sustainable organization with the capacity to provide effective and efficient service delivery in the areas of production, value addition, contractual negotiations and lobbying and advocacy. In the project support for Agriterra the focus is on increase of cotton production and productivity, value addition and entrepreneurial skills development, contractual agreements, credit and savings trainings, formation of pre-cooperatives and organisational development as a whole.
ASIA – Governance & Leadership Governance and leadership are the heart and motor of cooperatives. That is why Agriterra developed several products and trainings on this topic:

							
								Member commitment workshop

							
							
								Coop governance programme
								Guidance and support for supervisory
boards
								Workshop gender & female leadership

							
							
								Kick of  workshop youth participation
								Human Resource management toolbox

							
							
								Managing your agricultural cooperative,
My.COOP

							
							
								Training of trainers My.COOP
								Training of trainers coop governance
programme 

Provide training, see description

BSFACL has set the goal of 100 ton sales of graded potatoes with packaging and own logo in 2018. 
Other expected outcomes to support set goals are:
Functional potatoes business with clear operational guidelines, and developed operational and financial plan for potatoes businessIncreased marketing skills and plan for branding and marketing of potatoesIncreased the performance of the grading machine through feeding of potatoes automaticallyAdopted new way and techniques of potatoes farmingImproved financial management
Fortalecimiento e innovación de los FEGASERVICIOS de FEGASACRUZ La Federación nació el 14 de agosto de 1966, inicialmente con la razón social de “Asociación de Ganaderos de Santa Cruz de la Sierra” y se transformó en “Federación Departamental de Ganaderos de Santa Cruz” el 26 de julio de 1975, en ocasión de celebrarse el Primer Congreso de ganaderos. FEGASACRUZ es la entidad que representa al sector ganadero del Departamento de Santa Cruz, defiende los intereses productivos de sus asociados y contribuye a la seguridad alimentaria del País, promoviendo el manejo racional de los recursos naturales. En la actualidad FEGASACRUZ está conformada por 32 asociaciones territoriales emplazadas en los diferentes municipios del territorio cruceño. Asimismo, la integran seis asociaciones afines o especializadas, las mismas que por su relación con el sector ganadero están afiliadas a FEGASACRUZ. La Organización se sostiene con ingresos por prestación de servicios (70%) al sector ganadero y con los aportes de sus afiliadas (30%). El Proyecto fortalecerá y modernizará los actuales servicios y contribuirá a ampliar su cartera.

Diseño, implementación y capacitación en uso del software de Manejo de Actas de vacunación de Aftosa y otras enfermedades (Alimentación de actas de vacunación, Captura, generación de base datos y elaboración de estadísticas, búsquedas y reportes especiales. Versatilidad para importar y exportar de programas como Excel y otros)Desarrollo de un software Sistema de gestión integral. integrado de contabilidad con los FEGASERVICIOS. Hardware para verificación de marcaEstrategia comercial para desarrollo de mercados internacionales de carne bovina (perfil del profesional: Dominio de desarrollo de mercados internacionales, acceso directo a contactos comerciales y comercialización de carnes bovina. Domino de idioma espanhol)Curso de Gestión Financiera básicaCurso de Gestión Financiera EstratégicaCurso de incidencia para el Directorio (FACT)Módulo de tributación para cooperativas y asociaciones de productores agropecuariasDesarrollo de hato ganadero y flujo de cajaGira de aprendizaje sobre la estructura y procedimiento del movimiento animal por SENASA (Paraguay) y MAPA (Brasil) 

BHAG
Hasta noviembre de 2017 se ha incrementado ingresos en al menos 10%,con relación a la gestión 2016, a través de la mejora en la prestación e innovación de servicios (FEGASERVICIOS) de FEGASACRUZ
Unidad de servicios y propuesta de incidencia en beneficio del sector ecológico AOPEB es la organización de representación de las organizaciones de productores ecológicos de Bolivia. Afilia a 85 organizaciones de las cuales 61 son organizaciones de productores ecológicos.
AOPEB con la asesoria de Agriterra viene ejecutando dos trayectorias: 1. Es lograr la autosostenibilidad financiera de la organización, uno de los pilares es la prestación de servicios a sus socios y a terceras partes. AOPEB en el 2016 pondrá en marcha la unidad de servicios, ofreciendo servicios pagados aumentando en un 10% los fondos propios.
2. En el marco del rol de representación AOPEB en el 2015 realizó la primera formación FACT (Herramienta de consulta para el cabildeo de los agricultores), dando inicio al pilar 1 de la metodología FACT "consulta a los socios" en los temas de incidencia política, y a su vez, se ha aprovechado para la consultar a las bases sus necesidades por servicios. En el 2016 se pondrá en marcha los tres pilares restantes del FACT (Pilar 2.Investigación participativa, Pilar 3. Elaboración de propuesta Smart, Pilar 4. mapeo de actores para cabildeo).
El tema de incidencia y cabildeo en el que se trabajará será la reglamentación del capítulo de incentivos, promoción y CNAPE de la Ley 3525, " Regulación y Promoción de la Producción Agropecuaria y Forestal no Maderable Ecologica". Se espera lograr la reglamentación y su aprobación.

Desde el 2013 AOPEB con la asesoria de Agriterra ha venido trabajando en una trayectoria a la autosostenibilidad financiera, trayectoria que ha permitido dar importantes pasos como organización. Uno de esos pasos se llevará a cabo en el 2016 que es la creación de la unidad de servicios para poder responder a las demandas de sus socios y de terceros en forma sistemática. Con el mismo objetivo de auto-sostenibilidad AOPEB ha realizado un estudio de prefactibilidad para la construcción de la "casa Ecológica", esta casa, aparte de dar cabida a las actividades de la AOPEB, dará espacio para la comercialización, tranformación de productos ecológicos, dando espacio para que los consumidores se conecten con los productores ecológicos. AOPEB realizará un plan de negocios con miras a presentarlo a instancias de financiamiento para su construcción final. 
A su vez, desde el 2015 AOPEB ha dado inicio a la trayectoria FACT, iniciando con el pilar 1 consulta a las bases, identificando las necesidad por incidencia politica, resultando en la decisión de trabajar en el 2016 la elaboración de la reglamentación del capítulo de incentivos, promoción y CNAPE de la Ley 3525 ( Regulación y Promoción de la Producción Agropecuaria y Forestal no Maderable Ecologica). En el 2016 usando la metodologia FACT se tratabajá en la formulación de la reglamentación hasta su aprobación. 
Una de los resultados importantes que también se alcanzará en el 2016 es contar con el plan estratégico de largo plazo en donde han participado las organizaciones miembros y es aprobado en la Asamblea General.

Fortalecimiento de la AOPEB para su consolidación como una instancia autosostenible y lider de la producción ecológica en Bolivia.
Contracting of Dairy Expert Nepal Agriterra has the ambition to expand its activities and client portfolio in Nepal. In order to realize this ambition, continuous scoping assignments are being enrolled in various parts of Nepal in order to identify ambitious and entrepreneurial farmer organizations with a reasonable business track record and good management potential. In its expansion activities Agriterra has identified potential for support of farmer cooperatives in three main sectors, which are 1) Dairy, 2) Tea, and 3) Vegetables. Currently Agriterra has a portfolio of 4 dairy clients (Annapurna Dairy Cooperative, Lalitpur Dairy Union, Kamdhenu Dairy Union, Dumarwana Dairy Cooperative) and it is expected that this portfolio will grow in the future. To provide specific support to these organizations, Agriterra decided to contract a Nepali Dairy Expert (Raju Sharma) as a consultant for various assignments specified in this ToR. Raju Sharma is a professional and advanced dairy farmer that owns a farm with 40 cows in Nepal. Raju worked for Agriterra before. He conducted 2 company assessments and joined a young farmers study tour to the Netherlands. Through his previous contract he also joined agripoolers and local business advisors for feed feasibility study, record keeping training and so on. 


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The objectives of the learning trajectory would be threefold:
  
Identify, assess and understand key challenges faced by agri-businesses in providing effective and sustainable agricultural advisory services;
  Generate concrete areas and operational strategies for the improvement of such agricultural advisory services.
  Make main insights and general findings available for the wider agricultural development community;

Agriterra can specifically use this learning trajectory to :
- share best practises of farmer cooperatives
- improve its advisory services to support clients in making their extension services more effective and efficient, by developing one or several models and sharing the best practises (for example by improving its current product: workshop sustainable services )

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Improved marketing of coffee company assessment of Meru Central Coffee Co-operative Union (MCCCU) was conducted in last week of September 2014. 

From the information gathered, MCCCU are into a business strategy to mill the Meru
County coffee, market it in bulk and preferably sell it directly to the overseas and local
buyers in a bid to get better prices for the farmer. In this mission, they united with
Meru North Farmers Co-operative Union and the Coffee estates to jointly manage Meru
County Coffee Millers Union (MCCMU), through a mill they have leased from Kenya
Planters Co-operative Union (KPCU). The Meru County government is in full support of
this initiative.

Based on the observations, interviews, focus group discussions and analysis of the
data, the mission team concludes that MCCCU meets Agriterra’s minimum criteria
for partnership.

Therefore a partnership was started up and jointly an action plan for 2015 was elaborated.

Action plan for 2015 is for 6 months, to enable to get acquainted with each other and to able to sharpen the cooperation for 2nd half of 2015. 

In this action plan, we will focus on reviewing strategic plan 2012 – 2017 for Meru Central Coffee Cooperative Union (MCCCU) and update strategic plan for 2015-2018, including SMART objectives and financial forecast.

At the same time, elaborate a well-structured business plan and marketing plan for Meru County Millers Cooperative Union (MCMCU), involving all relevant stakeholders. It is important to include all stakeholders to discuss first draft of business plan. 

See for more details the action plan.

Business plan and marketing plan elaborated.
New strategic plan and business plan to achieve balanced growth The company assessment of Kiambaa SACCO was conducted in period 28th April – 2nd May 2014. 

Overall conclusions of the company assessment:

Kiambaa Dairy Rural SACCO Society Ltd. is a strong cooperative showing year after year improving performance. The society however is coping with some weaknesses. 

First of all the available strategic plan and business plans are outdated. It is necessary to formulate an actual strategic plan and derived business plans, which should preferably be rolling (actualized every 6 to max 12 months). 

Secondly, taken into account the ambitions for growth the financial position needs to be strengthened and the financing capacity to be improved.

Although a few capabilities within the organization of Kiambaa SACCO can be improved, currently the major challenge concerns drafting full-fledged updates for the strategic plan and the yearly business plan. 

1.	Make a Strategic Plan including a financial projection
2.	Develop a plan for making the SACCO more independent from dairy operations
3.	Build this plan on a solid market survey
4.	Balance the expenses for training.
5.	Introduce an individual training & development program for staff members
6.	(re)Introduce performance and evaluation cycles for staff members and manager
7.	Attend a training program for manager and board on strategic management and control

Set clear ambitions in new strategic plan and business plan to achieve balanced growth
Asia - Scoping missions & assessments Agriterra is a network organization of Dutch agri-employers’ organizations and companies. It has a vision that farmers’ associations and cooperatives can have a positive influence on development through speeding up the process, and ensuring a more equal distribution of income and an enhancement of democratic decision making
and relations. This vision has become almost undisputed, the mechanisms are understood, and the mission derived from it, the strengthening of farmers’ organizations, is the only logical one. The approaches (advocacy, entrepreneurship and bankable co-ops) have brought an excellent focus onto the work of Agriterra. This has been achieved over two decades in
which the strategy of Agriterra was to obtain funds for farmers’ organizations through inclusion in official development cooperation. In this way, Agriterra has been able to fulfil its mission. 

Agriterra's new strategy, that runs from 2015 - 2018 takes advantage of challenges in the business environment, builds on the strengths of
Agriterra’s past performance and addresses the weaknesses that emerged from an internal analysis. Agriterra’s focus is no longer on capturing funds to grant to farmers’ organizations. Instead, it focuses on transfer of knowledge by offering them the hands-on expertise needed to take advantage of the funds available from different sources, and to produce financial strategies that underpin their priorities for action in favour of members’ interests. Expertise that is sourced from a vast network of agribusiness and farmers' organisations in the Netherlands and abroad. 

The adjusted strategy of Agriterra required to take a close view on the quality of the current client portfolio. For this reason screening of all clients took place and as a result it was decided that more than 50% of the clients needed to be phased out, leaving a rather limited group of clients that did meet the conditions for future support. 

Next to Kenya, Uganda, Ethiopia, Peru, Tanzania and Indonesia Agriterra is also preparing local presence in Zambia, Burundi, Rwanda, DRC, Nepal, Vietnam, China and Bolivia. These countries have been selected as program countries for Agriterra for the coming years. 80% of resources (financial and human) will be targeting farmer organisations and cooperatives in these countries. T

The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessments in Asia in order to build up a client portfolio of producer organisations and cooperatives with sound development potential and that are in demand of the services Agriterra is able to render

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The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessments in Asia in order to build up a client portfolio of producer organisations and cooperatives with sound development potential and that are in demand of the services Agriterra is able to render
Review meetings with stakeholders in four regions There will be meetings with clients,Government representatives,and other stake holders in all 4 regions in Ethiopia. A presentation will be given by the business advisors in each region about the results achieved in 2016, linked to the planned results. Discussion will be affectuated between participants regarding the review of 2016 and implications of this review for activities in 2017.

The presence of other stakeholders, such as Government officials will increase the awareness of Agriterra acitvities in Ethiopia.

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- To create smooth relation ship and show the result of Agroterra.
Scoping & Cooperative Assessment China 2018 Mapping of scoping and assessment of potential new clients in 2018 in China.

Mapping of, scoping and assessment of potential new clients in 2018 in China. Selected working regions are the current cooperation provinces Sichuan, Chongqing, and when relevant also other provinces, for instance Shaanxi.

The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessment to the country of China in the year of 2018. 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.
Defining the next growth trajectory to farmer-lending with enhanced efficiency The partnership between Agriterra and Joinas SACCO started in the year 2014 when the Company Assessment was conducted.The main focus for the partnership was to professionalize the organization through Business Planning.Efficiency was also a key point of focus for the organization. A strategic plan was elaborated and latter an annual BP. A dashboard has been rolled out successfully and its now fully implemented into the system. The SACCO was successfully linked to Rabo Foundation where they accessed a low interest loan facility of KES 10million(2015) to be advanced to the farmers. At this point, the SACCO can be considered a smoking chimney. The current year will therefore focus on defining the next growth trajectory in farmer lending as well as strengthening the internal systems to attain efficiency.

       prepare   a succession plan for BoD
       Review Risk management policy and training in risk management
       supervisory board training
       review SP and prepare Business Plan for 2018
       BoD sensititation on improving AGM attendance (being low):   delegate system to be made possible
       Dairy member focused services in order to improve farm   productivity/profitability
       Strategic Financial Management
       training to credit officers/staff to conduct a project/loan   request analysis  together with the   farmer
       Conduct a system Audit for the Software
       Member education days
       Staff Training-Marketing and customer care
       Staff appraisal
  

- defining the next growth trajectory in farmer lending as well as 
- strengthening the internal systems to attain efficiency.