devinitorg/iati-policy-markers huggingface dataset:
Realizing agricultural processing and linkage to export markets 'Wodera Multipurpose Framers Cooperatives Union is situated in North Showa zone, Debre Birhan town of Amhara regional state. The union was founded in 2004. During the establishment the union was having 18 primary cooperative members, 14,000 smallholder member farmers and 724,000 ETB capital. But now the number of PCs reached to 82, the number of member farmers has become 78, 000 and the union capital is estimated around 44 million ETB. The union mainly purchases Teff, wheat, chick pea, mug bean and malt barley from its members. It also supplies agricultural inputs, like improved seeds, pesticide, fertilizer and herbicides and consumer goods to the members and non-members. Furthermore, the union has been engaged in agro processing activities. It has its own Flour mill plant and animal feed production factory.  Apart from these the union already lead down the foundation stone for establishing a pasta, biscuit and macaroni processing factory. Furthermore, the union has the following future ambitions: - Establishing a pasta, biscuit and macaroni processing factory - Starting exporting of chick pea and mug bean to other countries - Purchasing wheat threshing equipment -Mechanization service provision to farmers - Starting importing of consumer goods from forging countries - Increase the malt barley production 

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- Establishing a pasta, biscuit and macaroni processing factory 
- Starting exporting of chick pea and mug bean to other countries 
- Purchasing wheat threshing equipment -Mechanization service provision to farmers - Starting importing of consumer goods from forging countries - Increase the malt barley production
Reordenamiento del Mercado campesino y fortalecimiento de cooperativas de CERCAT El proyecto opertiviza las recomendaciones del Diagnóstico y propuesta de reorganización del Mercado campesino, incorporadas en el Plan de Acción de 2017. Establecerá mecanismos e instrumentos de control y seguimiento de los "inquilinos" del Mercado campesino. Apoyará a la formalización de las 13 sociedades cooperativas de CERCAT para cumplimiento de la Ley 356. Operativizará el Comité de Educación y contribuirá a fortalecer los principios, valore y gestión cooperativa a través de la formación de formadores en la metodología My Coop. Efectivizará la primera estrategia de acceso y inserción de las sociedades cooperativas al sistema de alimentos del Mercado campesino  a través de la creación de la ''Feria Productor al Consumidor".

Implementación de proyectos de mejora y reordenamiento del Mercado Campesino:            Proyectos de Construcción de gradas de ingreso Pantoja, Remodelación de baños,                Ampliación para refrigerios y depósito en salón principal (Fase I), Ampliación para              friales de pollos, Ampliación para comedores en tercera planta sobre la calle Pantoja          (Fase I)Proyecto de construcción de Tinglado y piso para Ferias del productor al consumidor         (Bloque Muro)
  Sistema informático de gestión y control de inquilinos
  Proyecto de diseño e implementación de señalética para el Mercado Campesino
  Apoyo a la formalización de las sociedades cooperativas de CERCAT: El 100% de las               sociedades cooperativas elaboraron sus estatutos y/o completaron su trámite de                 homologación ante AFCOOP  Realización del Curso de Formador de Formadores de My Coop: Al menos 66 socios/as         líderes completaron el curriculum de Formador de Formadores de My CoopConsultoría de Organización de la Feria ''Productor al Consumidor"

BHAG: Institucionalizar los procedimientos y el pensamiento estratégico, que permitan una gestión eficiente y rentable de la organización del Mercado Campesino y faciliten la participación directa de las cooperativas de base en los sistemas de alimentos.
Laying the foundation towards efficient milk processing in 2018 and beyond. Baringo Agricultural Marketing Services Cooperative Society limited (BAMSCOS) is an umbrella organization formed in August 2012 by fifteen (15) agricultural marketing cooperatives in Baringo County. Thirteen (13) of these cooperatives were dealing with marketing of members’ milk while two (2) were involved in coffee and honey activities. As at the end of 2016, BAMSCOS has grown its membership upto eighteen (18) dairy primary cooperative societies with intensified activities. They’ve therefore transformed into basically a dairy union with great emphasis on milk processing as evidenced by the recent acquisition of land and subsequent construction of the processing facility. In terms of individual membership, BAMSCOS serves approximately twelve thousand members if 2016 figures are to be relied upon with an opportunity to even grow it further.
  
For 2017 and beyond, BAMSCOS has an intention of laying a strong foundation in terms of milk deliveries and the capacity to process so that when that time comes, they will be having the right fundaments to tackle the challenges oftenly associated with milk processing. Activities to do with strengthening of member services and professionalizing the processing plant are being given priority as well as the capacity of board and management. 

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1. Set up a working extension department by the end of 2017
2. Improve financial management BAMSCOS affiliates in 2017 by training at least 9 such affiliates.
3. Set up management structures supportive of the intended management structures
Boosting sourcing for the flour factory and increasing its profitability Merkbe Union embraces 106 member cooperatives and has been engaged in wheat flour mill for the last 3 years. The union currently has about 22 Primary cooperatives, more than 4 neighboring unions which could be potential sources of wheat supply. The annual average flour production is currently limited to 51,900 quintals for numerous reasons, issue of sourcing being the main one. For long time Merkeb has been relaying on Government sourced wheat and inflow from members has always taken the list portion, as Merkeb dominated by quick and easy supply. For this reason, the factory running hours is much under its full potential. This action plan is thus developed focusing on: increasing wheat supply through contract farming and create strong market linkage with affiliated PCs, Koga Union, other wheat producing unions. Improving the flour factory operational efficiency, equip it with operational manual. Merkeb has been supported through the C4C projecet program for the last 3 consecutive years, having reached the termination period of the project (Oct-31) with few months left, the activities has been brief with proper exiting activities included.

Increase Wheat supply to 40,000 Quintals from PCs and counterpart unions. Increase profitability of the flour factory. Professionalizing the flour factory internal operations Exit and project closure.

-Increase Wheat supply to 40,000 Quintals from PCs and counterpart unions. -Increase profitability of the flour factory. -Professionalizing the flour factory internal operations -Exit and project closure.
Dairy Development Program FrieslandCampina - Deployment of dairy farming experts The world’s largest dairy cooperative, FrieslandCampina, wants to share its more than 130 years of knowledge and experience to increase the profitability of farms in its working area and to create shared value for the farmers and the company. The Dairy Development Program has been implemented for external and internal reasons. External reasons are: pressure from governments to increase local supply, changing 
consumer preferences, increased competition and the route 2020 CSR policy, which calls for greater local involvement. Internal reasons are: compliance with FrieslandCampina quality standards, which calls for significant quality improvement. 

One element of the Dairy Development Program is the Farmer2Farmer project.In 2013 and 2014 2 groups of Dutch dairy farmers have been selected for the project, to train and advise dairy farmers in Asia (Vietnam, Indonesia, Malaysia and Thailand) on aspects of dairy farming, such as feeding and watering, calf-rearing, milking hygiene and practice, milking machine maintenance, hoof care and housing & barn design. The main goal of the Farmer 2 Farmer program is to improve milk quality and increase milk production on farms in the Asian countries. This project is one element of the Agriterra - Royal FrieslandCampina partnership.

Following the same Farmer2Farmer concept in 2015 3 advisory missions will be realized: 1 mission to Vietnam, 1 follow-up mission to Thailand and 1 to Malaysia + 1 mission to East Africa.

All mission related expenses will be covered by FrieslandCampina.

This is an internal project

The Farmer2Farmer program aims to train and advise dairy farmers in Asia (Vietnam, Indonesia, Malaysia and Thailand) and East Africa on aspects of dairy farming, such as feeding and watering, calf-rearing, milking hygiene and practice, milking machine maintenance, hoof care and housing & barn design. The main goal of the Farmer 2 Farmer program is to improve milk quality and increase milk production on farms in the Asian countries.
Keep and improve the Binh Phuoc cashew nut brand name Clever farm is a new cooperative, therefore in order to collectively achieve the BHAG, the cooperative must have high commitment from its members. And this can be built firstly on a sound cooperative structure in which participation of farmer members in the board and a business strategy developed towards serving the members.

Project plan 2018:CLF''s 2018 project plan focus on 2 areas:1. Business activities:    a. Developing a sound supply chain for cashew nut    b. Improve cashew nut production technique by hands-on-trainings2. Increasing member commitment: rolling out MyCoop program to members Project plan 2017:Clever farm is a new but very promising cooperative with members are farmers producing the best cashew nut of the province. Cashew nut is a very high value commodity and its demand is much higher than supply. Therefore the cooperative can have a very good position in the cashew nut market locally and internationally. 
The BHAG of Clever farm is to "Remain and improve the Binh Phuoc cashew nut brand name" so that in the end farmers can generate more income from their farms. Clever farm is a new cooperative, therefore in order to collectively achieve the BHAG, they cooperative must have high commitment from its members. And this can be built firstly on a sound cooperative structure in which participation of farmer members in the board and a business strategy developed towards serving the members.

To develop a sound cooperative structure and business strategy towards serving members.
MICU enhancing the members' business MICU Ltd. is a cooperative union, in the South West of Tanzania, with its office in Mbeya. MICU is formed by 12 affiliated AMCOS (Agricultural Marketing Cooperative Societies = primary coops). It mainly facilitate collection and marketing of coffee for its members, besides rental of buildings, farm input supply and marketing activities. It has 7 elected board members, all from the affiliated AMCOS. The board is supported by the General Manager with his staff of an accountant, assistant accountant, secretary and driver. Internal auditor and procurement officer are vacant.
MICU is the result of several (governmental orchestrated) merges and separation of unions in the southern highlands of Tanzania in the past 30 years. It renewed its registration in February 2015. 
MICU wants to revive its relationship with the cooperative members and provide more market access to them. MICU is aware that its members are producing several marketable crops besides coffee but that they lost confidence in their union over the years, hence widespread side-selling. MICU's goal is to improve the communication and service provision to members, ultimately for regaining trust, increasing the crop volumes channelled via the union and increasing the benefits for the farmers. 
A company assessment was performed in June 2015. A collaboration with Agriterra is expected.

2016: In this first collaboration year with Agriterra MICU will prepare itself to be able to enhance more business opportunities for it members by linking them to markets. Micu will start restructuring its balance sheet by surveying and revaluating its assets, improving its member database as well as the regular communication with members (know their needs for services), improve its farm-input provision and increase its knowledge of the coffee value chain within and outside Tanzania.
2017: Micu underperformed in 2016, therefore only few activities are planned for 2017, to be able to monitor progress strictly. Focus will be on strengthening leadership and youth participation. Next to this more efforts will be put in increasing marketing & sales.
2018: In this year MICU will put more efforts in Financial health improvement by restructured Balance sheet reflecting real values

MICU's goal is to improve the communication and service provision to members, ultimately for regaining trust, increasing the crop volumes channelled via the union and increasing the benefits for the farmers.
2018 : MICU the goal in this year as 6 month contract, will go deep in audit of Financial Accounting  & finalizing balance sheet restructuralisation
Expanding volume and scale Company assessment was conducted in January 2016. The conclusion:
It is advised to start up the collaboration between Agriterra and CDDCU by offering CDDCU conditional support for a 12-month period after signing the agreement. Proper evaluation will need to be done after this period by both parties to determine whether they wish to continue the collaboration or not.

Agreed action plan will address and strengthen the business case:
Looking at the dairy market landscape in Zambia, expanding CDDCU’s current activities on milk processing seems a good opportunity to improve its profitability. Key concern is volume and scale, raising questions on competitiveness. Secondly, the monopolised position of Parmalat and the dependence of CDDCU on milk off take by Parmalat introduces risks, especially in the wet season. A backup plan needs to be in place in case Parmalat would stop any milk off-take completely.
Higher milk production by its members to support CDDCU ambitions needs to be supported by increased activities in the area of fodder cultivation and harvesting, feed management, animal husbandry and AI services.
In order to start large scale processing, a business plan needs to be developed, covering marketing plan, processing requirements, funding etc. When CDDCU wants to enter into large-scale processing, significant investments are required in machinery and equipment.
Capacity building of the CDDCU organization is needed to facilitate the process of moving into a new area, both for staff and board. Separation and clear description of roles & responsibilities are required, as well as strengthening of steering and monitoring by the Board of the staff.Financial management, record keeping, reporting and inventory management are insufficient to support large-scale processing at this moment and will have to be strengthened.

1. Increase milk production 
2. Professionalize management of the cooperative
Publicity, publications and media Ensuring quality in the field of communication there is still much to achieve. Communication as part of Support and Quality (O&K) department has several goals:
 1. Creating support outside Agriterra through the critical, and in the correct language, display of activities and their results, tailored to the operation of Agriterra and its goals.
 2. Optimizing the internal information within Agriterra, ensuring structured internal communication to support the required culture and identity and to keep staff motivated.
 3. The training and support of the departments within Agriterra in carrying out a good message and to properly respond to comments on the message of Agriterra. The ultimate goal is to support communication from the departments about results, progress, failures, changes, activities, both internally and externally to provide a positive contribution to learning capabilities within the organization.
 4. There also exists the umbrella (concern) communication: communication for which no separate department bears
specific responsibility. This will be supported from within the O&K unit.

To ensure quality in the field of communication there is still much to achieve. The Support and Quality (O&K) department monitors consistency in language and appearance of all communications. In the new organization continued attention is necessary for knowledge transfer and attitude, and O&K aims to make the acquirement of knowledge within the organization possible. 
Departments may request support (if necessary to size), but can also be "obliged" to participate in a training / course to improve communication skills.
Training modules will be developed by O&K and O&K also provides the trainers (possibly supported by external parties).

training and support of the employees within Agriterra in carrying out the complete message about what we do.. communicate internally and external about the work of Agriterra using different tools and sources
Input finance arrangement for the sesame sector Creating access to finance is one of the agriterra goals aspired to be achieved before 2020. In certain sectors, like the sesame sector, input finance for farmers is crucial in order to acquire seeds, fertilizers, labor or other related inputs. As it is often very challenging to get access to input finance, Agriterra would like to execute two input finance pilots, with the aim of providing farmers better access to input finance. This will be carried out together with a cooperative bank Oromia in Ethiopia.

Agriterra plays a pivotal role of not only in strengthening cooperatives, but also by creating access to finance from financial institutions such as CBO/Cooperative bank of Oromia, by narrowing down the ‘collateral gap’ that exists between cooperatives and the bank. This way, Agriterra approached the CBO to release 4 million ETB for two Unions; 4 Primary cooperatives, benefiting about 2000 smallholders. A unique guarantee arrangement is discussed with CBO on partaking proportionate risk to release the required sum, details of the arrangement stated is in a separate proposal.

- 2016: resolving the double registration of SOPACDI and assure audits done and presented to AGM for 2013, 2014 and 2015 - This is a condition for further actions in 2017 focussed on marketing, internal capitalisation, etc.
Assisting Rukiga Sacco to get to the next level. Rukiga Savings and Credit Scheme Cooperative Society (RSACCO) is a member based, member founded, member owned financial institution and is duly registered as a cooperative Society under the 1991 Co-operative Act. It was started 2002 but formalized in 2003 with the registrar of co-operatives. The founding process was led by father Gaetano with an intention of eradicating poverty among the residents of Rukiga County. The Sacco has 9,300 members, 1 main office and 5 branches in Rukiga County.
Rukiga SACCO render financial services to their members, mainly farmers. Wherea sthe SACCO and its branches are all located in the Rukiga County, services are also given to people who come from the neighboring districts of Ntungamo and Rukungiri, and from the other sub counties of Kabale district.
Conclusion from the company assessment is that Rukiga Sacco is already on a good level and has a strong position in this region, but to bring the Sacco to the next level, action on certain topics is required. 
Agriterra can support Rukiga Sacco by giving trainings to staff / BoD and supporting the Sacco in making strategic decisions. Rukiga Sacco can also benefit from sharing experiences with other SACCOs and vice versa.
2016 will be the year of reorganizing internally to handle the growth is the main goal this year. For example hiring an internal auditor to reduce the risks.

Conclusion from the company assessment is that Rukiga Sacco is already on a good level and has a strong position in this region, but to bring the Sacco to the next level, action on certain topics is required. 
Agriterra can support Rukiga Sacco by giving trainings to staff / BoD and supporting the Sacco in making strategic decisions. Rukiga Sacco can also benefit from sharing experiences with other SACCOs and vice versa.
2016 will be the year of reorganizing internally to handle the growth is the main goal this year. For example hiring an internal auditor to reduce the risks.
In 2018 the project will focus on strengthening migration to electronic banking processes, right from boosting networks at Branch level and members adapting to electronic loan applications. Strengthening Human resources function by mentoring one officer to take on this task.  

Goals 2016
Making a bankable business planBenchmarking with other Sacco'sDeveloping KPI dashboardInduction of an internal auditor
. Goals 2017
Getting a loan to increase the business, to be able to meet the increased demand for loans from members
Improving HR, to profesionalize the business
Setting up youth councils, to increase youth involvement
Support the community in setting up non financial cooperatives 

. Goals 2018- The project will focus on strengthening migration to electronic banking processes, right from boosting networks at Branch level and members adapting to electronic loan applications. Strengthening Human resources function by mentoring one officer to take on this task.   
1. Have one staff take up the role as HR Officer being mentored for one year. 
2. At least 20% of loan application done electronically
Improved financial services to farmers The company assessment of Wakulima SACCO was conducted in December 2013.

The first overall conclusion was that Wakulima commercial SACCO Ltd. is a performing and well capitalized organization. The managerial practices in place are sound and the key members of staff are capable of controlling the organization.
Another striking conclusion is that both members of the board and staff are very committed to their job; their attitude towards cooperative banking and member oriented service is well developed. They have a clear vision and the willingness to change, and adapt to changing market conditions. 
Although a few organizational skills and managerial tools can be improved, the major challenge concerns the implementation of the ambitions recorded in the Strategic Plan and the transition towards a more independent position within the dairy community.
Agriterra can support the board, management and staff to develop the skills to make this transition.

Wakulima SACCO wants to to give first priority to mobile banking followed by SACCO extension; new branch is suspended until Wakulima SACCO has established members trend due to mobile phone banking.
Another important theme is to make a plan for reviewing governance structure, that's to say that Board of SACCO and Dairy need to be split.

Develop new financial products for farmers and upgrade Mobile banking