devinitorg/iati-policy-markers huggingface dataset:
Expandiendo la organización La Federación Departamental de Productores de Leche de Santa Cruz (FEDEPLE) es una entidad gremial sin fines de lucro. FEDEPLE inició como ADEPLE (Asociación de Productores de Leche) el en 1977. El rápido crecimiento orgánico institucional y la consolidación de servicios llevaron a sus fundadores y productores a evolucionar ADEPLE desde asociación a una federación hace ya 20 años. FEDEPLE está conformada por nueve Asociaciones provinciales de productores de leche y una especializada, que juntas aglutinan aproximadamente 900 socios activos, distribuidos en cinco provincias conformantes de la cuenca lechera integrada del Departamento de Santa Cruz.
La federación actualmente se encuentra en una situación muy estable, financiera y políticamente hablando. Gracias a su mecanismo único de retención a través del que canaliza 300,000 litros diarios de leche líquida hacia la empresa monopolística PIL Andina. Quincenalmente recibe directamente los pagos de PIL que posteriormente redistribuye a los productores lecheros afiliados descontando el valor de los productos y servicios ofrecidos por la federación que son empleados por los ganaderos. Esto le ha permitido tener una tasa de morosidad muy baja, autofinanciar gran parte de sus servicios y mantener un crecimiento sostenido.
El principal reto al que se enfrenta FEDEPLE en estos momentos es la planificación de su estrategia futura, estrategia que hasta el momento ha sido definida a través de los mandatos del Congreso Ganadero y la visión del Directorio, ambos acotados a un periodo de dos años. Escenario que dificulta la capacidad interna para desarrollar políticas y estrategias de largo plazo. Dentro de esta visión a futuro ya se han iniciado en 2017 algunas líneas estratégicas con el apoyo de Agriterra como: i) liderar la promoción del consumo de lácteos y ii) expandir la capacidad de su planta de alimento balanceado. Algunos líneas estratégicas pendientes en 2018 son: i) definir la venta o no a terceros, ii) definir el rol de los jóvenes dentro de la organización y iii) definir la relación de FEDEPLE con sus asociaciones y con el sector lechero a nivel departamental.  

El Plan de Acción 2018 prevé finalizar la Planificación Estratégica de la institución que ha quedado a medio camino en el anterior plan de acción. También se prevé realizar una consultoría tributaria para que FEDEPLE pueda obtener la exención tributaria, ajustarse a su realidad de organización sin ánimo de lucro y definir la propuesta de venta a terceros. A su vez se quiere desarrollar un software para el control de los servicios prestados por el departamento de extensión técnica de FEDEPLE y la adquisición del hardware necesario. Y finalizar la capacitación del personal técnico en la metodología participativa de registro de costos a través de talleres en terreno con los ganaderos lecheros. 

El objetivo del Plan de Acción 2018 con FEDEPLE consiste en terminar de definir los lineamientos estratégicos de la organización a futuro y comenzar a implementarlos.
Re-strengthen base for good business performance Unfortunately to say, but Ndumberi has to make a step back. 2014 was supposed to be the year to elaborate a business plan and to prepare to make a - huge - step forward in 2015, by starting first steps of own processing plant. But due to governance issues - and therefore related issues on financial management and lower performance in business, this was not achieved. Ndumberi needs to re-strengthen its base for good business performance.

Due to the above-mentioned issues, in action plan for 2015 focus is on strengthening Ndumberi's governance and financial management. Implementation of business plan will be put on hold until milk volumes are back to 18,000 liters. Focus will only be on marketing of yoghurt.

Activities in action plan:

Develop a feed production and sales plan 
done through support of SNV

Business plan
-	On hold

ICT
-	Update website www.ndumberidairy.com 

Performance management
-	Training of Board members on a) role of Board (strategy, effective controls) and management (daily operations, prepare investment proposals), b) develop practical procurement policies (in accordance with Public Procurement Oversight Authority), c) strategic development, d) HR
-	Develop Strategic Plan 2015 – 2018 (combined with training, practical, short)
-	Training of Staff on a) supervisory skills for departmental heads , b) team cohesiveness, and c) a bit of governance and financial management
-	Refresher course milk graders, member care, and ethics is on SNV’s action plan.

-	Working capital loan from K-unity

-	Follow-up on the Software integration

Yoghurt
-	In 2015 Ndumberi will only concentrate on yoghurt
-	Elaborate marketing plan for yoghurt (hire marketing agency)
-	Market research yoghurt sales Kiambu and Nairobi
-	Stakeholder forum once a quarter

Milk
-	Only produce pasteurised milk if profitable and on demand

Restructure finance, make yoghurt into profitable business, improve governance, make realistic strategy plan and start immediately carrying it out.
Increase production efficiency of tea factory and strengthen marketing strategy Prithvinagar Small Farmer Agriculture Cooperative (PSFAC) is located approximately 10 km South of Bhadrapur close to the border with India. It focuses on the processing and marketing of tea produced by the members. Besides tea processing and marketing the cooperative is also involved in the business of savings and credit services to its members.The cooperative was established in 1995 in response to promote the production of tea by smallholder farmers, as the land in the area is very suitable for tea production. The cooperative started with only 25 members and 1250 NPR shared capital. Now, the cooperative has 2146 members and shared capital of 18.9 million NPR. Until 1999 the cooperative only collected tea leaves from its members and sold it unprocessed to a private tea factory. However, the prices offered by this factory where relatively low and there was no timely payment. Therefore, the cooperative created in 2009 the ambition to invest in its own processing factory. The large tea factory was built with government funding support. Total investment was 80 million NPR, of which 30 million government grant, 20 million loan SKBB (5% interest) and 30 million share capital of the members. Tea processing is new for PSFAC. So far the business has not created significant profit (0 in the 2016-17 fiscal year). PSFAC believes it can increase profit if it can optimize the efficiency of the factory and strengthen its capacity in marketing of the processed tea. By the end of 2018, through the collaboration with Agriterra, the cooperative strives to have its profitability of the tea factory increased with 5%.

The partnership will work on constraints that were limiting Prithivinagar to scale up the processing activities and provide maximum returns to their members. On this basis, one of the main activities will be to develop a production plan and integrate it with the marketing plan. The activities will also include strengthening their supply and establishing linkages with different marketing channels to ensure maximum sales. To realize the improve marketing, Prithvinagar will recruit a marketing manager, who develops a marketing plan for the cooperative. Similarly, a student intern will do market research in close coordination with marketing manager to develop an effective marketing plan. For improvement in production activities, a consultant from Indian tea board will assist the cooperative in making an effective production plan.

Provide better returns to tea member farmers by increasing efficiency of tea factory and improving marketing channels.
Member reward and contribution system review at Busacco Buyanja Sacco currently gives her members holding more than 3 shares as a minimum, a 50% value of shares held as a dividend This makes share capital very expensive, wielding tremendous pressure on annual retained earnings. Should the bank not generate enough cash flows to cover half the value of its share capital, the risk exposure and obligations to members can be enormous which could jeopardise the very existence of the Sacco. This denies the Sacco a healthy source of institutional capital which could mean cheaper loan financing and better service delivery to member. The Hefty dividends are enjoyed by a few members holding huge share capital accounts.  

Buyanja Sacco is located
in Rukungiri District, Buyanja town Council in the western part of Uganda.
Her 4,415 members are largely smallholder farmers in dairy, fruit, Coffee, bananas, and vegetable value chains. a vibrant Sacco with challenges which once sold will create a model Sacco for others to emulate in the region and beyond. 
The
main project objectives are; 
1)
Advise the Sacco on a more sustainable approach to member contributions and reward/dividend policy. 
2) Discuss and adopt a more member focused strategy to benefit all members and operate in line with its vision and mission. 
 

The
Measurable indicators would be; 
1)
A new dividend policy developed, documented and adopted by Board.   
2) Revised Objectives (SMART) I line with vision and Mission of Busacco.

 
In
Conclusion, The dividend policy is the main focus and area of interest that Agriterra and Busacco will be working on to come out with a more sustainable approach for the longer term survival of the sacco. This will call on the commitment and buy in of the board and management to realise a change in the current policy.   

To advice Sacco on a more sustainable approach to their dividend policy and member contributions. . 2018 Goal,
Strengthen Internal Processes by streamline manuals
Indonesia - Scoping missions and assessments 2017 Agriterra supports farmer-led businesses: companies where farmers are either directly or indirectly in control. This control is in place either because the business is a membership organisation or because agricultural organisations are the shareholders. These agribusinesses – usually cooperatives – become our clients because they know that Agriterra can make a contribution to their aim: a strong, competitive market position.
Agriterra uses strict entry and exit criteria for clients. To become a client, cooperatives must have at least 1,000 members (possible to deviate if growth potential can be proven), be able to show a track record in business, have realistic ambitions for growth, recognize the need for finance (working capital and term loans) and be prepared to change. Clients who show little progress, have a vision that differs from Agriterra’s long-term view, show no genuine desire to professionalize the business, or prove resistant to change, perpetrate fraud or malpractice in financial management or suffer from serious governance issues that hamper proper business performance are reasons for an exit as Agriterra client. Besides that, a client can also exit for positive reasons such as having successfully implemented a business plan. 
Agriterra has the ambition to quickly build up a client portfolio in Indonesia. Within the coming years we hope to expand, also due to increase of staff, to support 25 cooperatives by 2020. To achieve this goal, taking into account that part of the current clients will exit, scoping activities and company assessments have to be conducted. 



The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessments in Indonesia 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.
Avant projet: recherche-action sur les chaines de valeur mais L’objectif est d’approfondir la connaissance de la filière maïs à travers l’identification et l’analyse des différentes chaines de valeurs y relatives ainsi que des acteurs impliqués en vue de garantir un meilleur montage d’un future programme. L’avant-projet doit permettre de formuler le Programme de Promotion des Filières Agricoles Vivrieres. Les outputs à fournir sont : 
-	Document de synthèse qui fait l’inventaire de la littérature et l’expérience existante sur le sujet au Benin et dans la sous-région
-	Document d’analyse de façon genre sensible des chaines de valeur de la filière maïs au Benin
-	Document de base du Programme de Promotion des filières Agricole Vivrieres
-	Document de capitalisation de la démarche du montage d’un programme d’appui aux chaines de valeur maïs
-	Document de plan d’actions pour la promotion des chaines de valeur des filières vivrières 
-	Une publication sur la démarche du montage d’un programme d’appui aux chaines de valeur maïs.

Agriterra jouera plus spécifiquement un rôle dans la capitalisation des expériences en matière de commercialisation du maïs au sein du réseau FUPRO et dans la mise en relations pour le voyage d'études international.

Le Plan Stratégique de Relance du Secteur Agricole (PSRSA) du Benin accorde une importance capitale à la sécurité et a la souveraineté alimentaire. La sécurité alimentaire fait appel à quatre déterminants fondamentaux que sont la disponibilité alimentaire, l’accessibilité physique aux aliments, l’accessibilité financière aux produits alimentaires et l’utilisation biologique des aliments.

Dans ce cadre, plusieurs projets ont été mis en œuvre au cours des dix dernières années sur financement public ou par des institutions internationales ou de coopérations bilatérales, etc. cependant, la plupart de ces programmes et projets ont surtout mis l’accent sur le secteur de production, négligeant quelque peu la dimension sécurité alimentaire et commercialisation. 

C’est pour satisfaire cet impératif que la FUPRO en partenariat avec SNV, Agriterra, KIT et WUR a initié cet avant-projet soumis à l’ Ambassade des Pays-Bas en vue de la réalisation des études préliminaires et autres démarches devant permettre `a terme le montage d’ un Programme de Promotion des Filières Agricoles Vivrières par le soutien  à la mise en marché des produits. Il s’agit d’un programme qui sera basé sur l’ approche ‘ chaine de valeurs’ et impliquera de ce fait plusieurs catégories d’acteurs. La FUPRO assurera la gestion et la coordination de l’avant-projet (maitrise d’ouvrage).

2012 Incrementar las ventas  y la diversificación de clientes por medio del lanzamiento y promoción de la marca propia Q’ulto para chocolate y café.  El fortalecimiento de la gestión financiera también seguirá teniendo relevancia en este segundo año de proyecto.
Strengthening the foundation for efficient milk processing in 2018/2019 BAMSCOS was set up in 2012 initially to champion the interest of all the cooperatives in Baringo County. However, over time and due to the dominance of dairy cooperatives within the County, they've evolved  to become a serious player in the dairy value chain. BAMSCOS has been able to convince all its affiliates to agree to bulk their milk together and prepare for joint and formal processing of all their milk. Through the assistance of the County government and other key stakeholders, they've also bought land and constructed a factory building which they hope to install machinery on it and be able to formally initiate the processing activities in 2018/2019. 


Project Activities
Establishment of 30 Farmer groups around a lead farmer for sustainability of extension services and training of these lead farmers as TOTs. 
Part Salaries for the extension staff
Continuos training of all the extension staff from BAMSCOS and its affiliates
2018 planning of all the activities leading to the acquisition and installation of machinery
Review the 2016 business plan to reflect the current reality
Carry out HR audit of BAMSCOS and advise on the HR deficits especially for a processing facility
Develop the route to market strategy for the pasteurised milk 
Follow-up to financial management trainings
Follow-up to the governance training
FACT follow-up Implementation
Services 
Advice
Mission on factory layout
Event: Training 
Participate in the governance training organised by Agriterra
FACT follow-up workshop

1. Strengthen the extension department to be able to deliver at least more than 10% milk increases in 2018.
2. Make concrete steps to ensure that BAMSCOS starts processing their milk in 2018/2019.
3. Ensure that governance, financial management and HR conforms to the demands of a dairy cooperative processing their milk.
Ajouter de la valeur à la production des pommes de terre Imbaraga est bien connue comme une organisation qui s'active entre autre dans la production de pommes de terre, notamment Imbaraga Nord (Musanze). 

Au début de l'année l'intention était de formuler un projet autour des pommes de terre avec la section 'nord' d'Imbaraga, mais un changement de personnel, ainsi qu'un retard dans les audits, ne l'a pas permis. 

Entretemps le trajet d'appui-conseil sur la transformation des pommes de terre s'est poursuivi et d'autres missions ont suivies (voir les services spéciaux). Il reste qu'Imbaraga est un acteur incontournable dans la production de pommes de terre.

La proposition est donc qu'il n'y a pas de couts locaux pour cette année, mais qu'Imbaraga est retenu comme partenaire pour des missions d'appui-conseil (voir memo).

Renforcer les capacités d'Imbaraga en matière de production, transformation et commercialisation de pommes de terre
Impact evaluation of Peoples' Participation Programme CIDIN assignment Agriterra has an agreement with CIDIN Nijmegen to realise an impact evaluation of projects caracterised by a thematic approach.

In 2011 CIDIN will realise an impact evaluation of the PPP-approach in Burundi. More specifically the planned activities are:

1. discussions with CAPAD and Agriterra staff on design of PPP interventions
2. start partnerships with local knowledge institutions
3. development and testing of methodology
4. setting up base line information

Agriterra has an agreement with CIDIN (Centre for International Development Issues Nijmegen) to realise an impact evaluation of projects characterised by a thematic approach.

In 2011 CIDIN will realise an impact evaluation of the People's Participation Programme (PPP)-approach (unit 2) in Burundi. 

More specifically planned activities are:
1. discussions with the farmers' organisation CAPAD (Confédération des Associations des Producteurs Agricoles pour le Développement) and Agriterra staff on design of PPP interventions
2. start partnerships with local knowledge institutions
3. development and testing of methodology
4. setting up base line information

The budget 2011 mainly consists of human resources: 57 persons days of CIDIN consultant of which 36 days of field work.

The 36 days of field work will be realised in three missions of 12 days each. 

Moreover the budget should provide for local costs of the PO partner and local data gathering.

Objectif Global : Contribuer a l’amélioration des conditions de vie des  productrices et producteurs maraîchers par le renforcement de leurs capacités de production  et la garantie  d’un prix rémunérateur

Objectif stratégique N°1 : Renforcer les capacités institutionnelles et organisationnelles de la FCMN et de ses membres

Objectifs stratégiques N°2 : renforcement des capacités de production 


Objectif stratégique N°3 : augmentation des revenus des membres.

Details à trouver dans Plan 2014.
Strengthening Kisoro potato business Kisoro District Potato Growers Cooperative Union Ltd  (KDPGCUL) has changed its BHAG in 2017. Originally the BHAG concerned of supplying the potato processing factory in Kisoro, but after this factory stopped its activities, KDPGCUL developed a new business plan in 2017. The BHAG of this new business plan is to aggregate potatoes on union level and market them in Kampala. Agriterra has supported KDPGCUL in developing the business plan and kick-starting the business in Kampala.  This project intends to support KDPGCUL to strengthen this newly established business to make it more well managed, profitable and sustainable.

The project will consist of: Agronomic advice to farmers to improve yield and quality potatoesSoil testing to know the content of basic plant nutrientsMarketing for increased salesImproving governance and management Elaboration of internal policiesAudit report with external auditor's opinionSee attached document for more detailed information. 

KDPGCUL intends to strengthen their newly established business of collecting and selling Kisoro potatoes. The business needs be well managed, profitable and sustainable.
Strengthening JCCU in supply chain and market positioning of oranges The Junar Central Cooperative Union was established in 2008. It is a federation of the Sindhuli Junar District Union and the Ramechap Junar District Union, and 43 primary cooperatives, representing about 7626 individual farmers. JCCU has the mandate to advise and assist the district unions, the primary cooperatives and its members. JCCU is maintaining the contacts with the district, zonal and national government and third parties. Furthermore JCCU initiates, organizes and monitors the investment they are doing on behalf of the members. JCCU plays a role in advocacy and service provision to members; and is positioning itself more and more as a business partner for the cooperative farmers. JCCU  invested in a Junar processing plant where Junar is processed into juice thereby adding value to the produce of the farmers of the cooperatives. The uniqueness of the federation is believed to be the combination of a partially farmer owned business and fully farmer led federation.

Agriterra has done company assessment of JCCU on 10-15 Feb, 2016. The company assessment team recommended that JCCU fulfill the criteria that Agriterra requires in order to start a client relationship with JCCU. As the result, Agriterra started cooperation with JCCU of 5 months in 2016 as the starting up phase of a cooperation between JCCU and Agriterra. The cooperation focused on support in professionalizing JCCU.

JCCU has implemented most of the planned activities (except study tour, done in January) and shows an active attitude towards follow up of action plans. Agriterra found JCCU as potetntial clients to continue the cooperation in 2017.

JCCU has committed itself during a strategic planning workshop to address 3 strategic objectives in the coming 3 years: 1) establishing a modern Junar tree nursery, 2) building the management and governance capacity of the primary cooperatives, and 3) increasing the sourcing and marketing of Junar from the primary cooperatives.

The main focus in 2017 will be on ambition 2 and 3. In order to ensure a regular sourcing to the factory members must be committed and understand the added value of the cooperatives. Many members are unaware of cooperative principles; management and marketing. Record keeping at farm level in order to know the cost price but also to compare production levels and improve this. FACT will be introduced to few active leaders to improve the effectiveness of their lobby. FACT can be applied in preparing a good business plan to apply for funding for the high tech nursery. Financial management to be further improved by recruiting a stronger manager/accountant and follow up the action plan.

Support JCCU in farmer led business of oranges