devinitorg/iati-policy-markers huggingface dataset:
Tanzania 2018 - 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.

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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.
Empowering of small farmers towards cooperative marketing and enterprising This is the revised project proposal as the first project proposal (6033) was rejected by Agriterra. This proposal is still not fully in line with the expectations. The budget has been adapted after discussions.   

General objective: 
The overall objective is to empowering of small farmers towards cooperative marketing and enterprising of their produces

Specific objectives: 

1. Improve access of capacity to increase production of farmer organisations and group members 
2. Improve access of farmer members to cooperatives and collective marketing (collective sale, purchase of inputs, produces and transport)
3. Effective business development and investment planning improvement
4. Organizational strengthening and capacity building of FOs for direct and effective extension services to members
5. Giving advisory support to and facilitate member organizations toward professional functioning as  a member organisation

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General objective: 
 The overall objective is to empowering of small farmers towards cooperative marketing and enterprising of their produces

 Specific objectives: 

 1. Improve access of capacity to increase production of farmer organisations and group members 
 2. Improve access of farmer members to cooperatives and collective marketing (collective sale, purchase of inputs, produces and transport)
 3. Effective business development and investment planning improvement
 4. Organizational strengthening and capacity building of FOs for direct and effective extension services to members
 5. Giving advisory support to and facilitate member organizations toward professional functioning as a member organisation
Developing finance scheme for growth in dairy production Vietnam is one of the focus countries for Agriterra’s agribusiness development team. For that purpose Agriterra is interested in building up a client portfolio of farmer-led businesses in the country. In June 2011 a scoping mission to Vietnam was carried out to identify (unions of) cooperatives and other forms of farmer-led companies that could be interested in the business development services offered by Agriterra. 

FrieslandCampina Vietnam suggested to include Evergrowth Cooperative in the scoping exercise.  The mission team came to the following conclusion on Evergrowth Cooperative: “Excellent growth potential, professional management and good governance make Evergrowth a promising client. The organisation is keen to grow and could use support in doing so. It was therefore agreed that a company assessment would be the next step as a point of departure for a possible tripartite partnership between Evergrowth, Agriterra and SNV. The company assessment took place in Soc Trang province during 24th to 28th October 2011. 

The Evergrowth Cooperative was established in 2004 with financial support from the Canadian government through a project implemented by SOCODEVI. Since 2008 the cooperative has been running without project support. The cooperative started with 171 members and has grown to include 1,223 members. Slightly less than half the members are female. The number of dairy cows increased from 477 in 2004 to 2,640 in May 2011 that deliver about 10 tons of milk daily. The company has the ambition to increase intake to at least 18 tons within five years.

The action plan for 2012 addresses (i) capacity development for the MB, Management of the cooperative and (ii) the feasibility study to develop a bankable business plan for attraction of funding from international impact investors or financial institutions.

The action plan for 2012 addresses (i) capacity development for the MB, Management of the cooperative and (ii) studies and consultancies to develop a bankable business plan for a cow herd expansion finance scheme.

Targets 2012
One business plan developed	
Required finance mobilized
Number of members:	> 1350	
Number of cows: > 3100	
Milk intake per day: > 11 tons/day/ngày	
Financial targets		
Turnover	> VND 53 billions equivalent to USD2.65 million
Profits	> 3.5 billions equivalent to USD 175,000

The overall objective of the action plan is to develop a bankable business plan for Evergrowth Dairy Cooperative.
Develop the basis for strong coconut cooperative Koperasi Produsen Mitra Kelaapa Pangandaran (KPMK) is a coconut cooperative based in Pangandaran region in West Java, Indonesia. 
The cooperative buys coconuts from their 42 members and non-members and processes it in a communal factory of equally owned by Cooperative Koperasi Mitra Malabar (KMM) and KPMK. The cooperative only started in 2016 and was officially registered end of 2016. In the factory the coconuts are split up in different parts which each are processed. The coconut can be regarded as a zero-waste product. The coconut will be used to produce: • Cocopeat• Desiccated coco• Coco juice• Charcoal• Oil
Currently also lemon grass soap is produced from the coconut oil. The factory also has an oil distiller to produce lemon grass essential oil. 

As KPMK is a new cooperative, it is facing some challenges: • It is difficult to attract new members as the image of cooperatives is not good as well that friends and family support the cooperative which doesn’t give an independent image• Board members are not aware of their task and responsibilities, also bylaws are not drafted yet which could give them guidance• Not specified contract with business partner KMM, as it still contains gaps• Bookkeeping manually and very poor• KMM owns part of business activities together with KPMK, no clear border between KPMK cooperative and business.• Governance: enthusiastic board members working in the business but not governing the cooperative• High dependency on general manager• Division of profit: only 40% of the business is for members which should also be used for money to run cooperative, building up equity, profit sharing board, etc.
The most important thing for a cooperative, which is newly created, is to gain trust. This is only possible through clear and transparent communication. Any, even if it seems minor, issue can have big consequences in the future. It is important to set up a cooperative which is transparent, clear procedures, no double positions right from the start. 
The long term goal of the cooperative is to become the best (in quality, price) coconut collector for the farmers in Pangandaran 
To be able to turn the cooperative into a ‘real’ cooperative the following points should be followed:  
• Get experienced accountant to assist with bookkeeping• Get a simple bookkeeping system• Let supervisory board supervising and not work (staff)• Draft bylaws

The most important thing for a cooperative, which is newly created, is to gain trust. This is only possible through clear and transparent communication. Any, even if it seems minor, issue can have big consequences in the future. It is important to set up a cooperative which is transparent, clear procedures, no double positions right from the start. 
The long term goal of the cooperative is to become the best (in quality, price) coconut collector for the farmers in Pangandaran
Economies of scale for strong market position in dairy (3) In 2013, Mumberes made quite some steps forward. Early 2013, a feasibility study revealed that Mumberes would need at least a milk intake of 9,000 litres to efficiently operate a cooler. By the end of the year, Mumberes achieved this volume and is now negotiating about a loan for acquirement of a 10,000l cooler.

A new manager was hired who now works well together with executive board.

In 2014, Mumberes wants to get a loan to acquire a cooler. Continuation of efforts on extension services is needed to remain and further increase volumes of milk intake.

Action plan focuses on extension services, feed production and sales plan, training of Board members on effective leadership and increasing production, training of staff on financial management, elaboration of Strategic plan, ICT and marketing.

In 2013, Mumberes made quite some steps forward. Early 2013, a feasibility study revealed that Mumberes would need at least a milk intake of 9,000 litres to efficiently operate a cooler. By the end of the year, Mumberes achieved this volume and is now negotiating about a loan for acquirement of a 10,000l cooler. The instalment is planned for first quarter 2014.

Although extension services is taken seriously (and is supported by SNV), an extension plan was not elaborated. Agriterra will support this plan. Mumberes will hire a second extension officer and also a government extension officer is visiting and advising the farmers. Five model farms are fully operational; the last one will be finished.

Mumberes is selected to take part in the financial management training planned for April. In the action plan activities for follow up are planned, as well as elaboration of a new strategic plan.

ICT is an important theme: it is planned to upgrade Coop Works, to enlarge number of modules (incl. training) and to integrate weighing scales.

On marketing, it is planned to adjust the promotional and business plan for milk bar operation. 

The aim is to continue the good development of increased milk intake in 2013. 

Objective is for Mumberes to get a loan of 6 M KES for acquiring the cooler.

Continuation of growth in milk intake
Strengthening Tarakwo's route to the market Tarakwo Dairies Company Limited, formerly known as Taragoon Dairies was registered as a self-help group and thereafter converted to a public company on 22nd February 2010. Tarakwo is located in Bayete Trading Centre, Off Eldoret-Nakuru Highway and Tarakwo Division.   Tarakwo Dairies currently collects an average of 11.000 kgs per day. Out of this, 1.000 kgs is processed small scale as pasteurised milk and the rest is sold to New KCC and Daima processors. Tarakwo has 3.700 registered members and from whom 1.200 are active members. Tarakwo has an extension department comprising of 18 extension staff. It has an agrovet store at the plant and also provides A.I services to its members.  Tarakwo is supported by a multiple of organisations: EADD, Heifer International on extension, TechnoServe on quality processing, Catholic Relief services on farmer to farmer programme and GAINS on marketing and sales. After the company assessment, a positive response to support Tarakwo was given. In the current year, the key support area will be on improving feasibility of the cooperative in Eldoret through branding and promotion, staff training and review of current market strategy.

Review the existing marketing plan
Staff Training on marketing

To increase Tarakwos' milk market share by at least 5% by 2019
Bolivia: scoping/company assessment Este proyecto permitira realizar las actividades de prospeccion y analisis de nuevas organizaciones y cooperativas en Bolivia durante el 2017.

Por lo menos 5 Organizaciones entran en la cartera de clientes de Bolivia en el 2017 , tras haber pasado Analisis organizacional, movilizando 7 Agripoolers. 

5 organizaciones entran en la cartera de clientes en Bolivia
Diversification into fattening business 2015/16 market season was challenging for Dansha with the fall of international sesame price and difficulty of obtaining adequate working capital from banks. After it became inevitable for the union to expand its business unit, it has commissioned a consultant to craft the 5 years strategic plan. After the strategic plan is approved, different diversification possibilities will be sought.  


This action plan will focus on one of the diversification possibilities of engaging the union in fattening business. This is backed by a feasibility study and an exposure visit to a nearby union (Tsehay). The union will also get an agripool support to cascade its 5 years strategic plan and develop yearly plan. 

• Realize 5 years strategic plan 
• Diversify into fattening business
Financial services to dairy farmers (2) After first action plan supported by Agriterra in 2014, and the positive coooepration in this new partnership (see also project 6114), it is decided to continue supporting Imenti SACCO in 2015. Action plan is in line with objectives as stipulated in the new strategic plan, which was elaborated in 2014 with supprt of Agribusiness advisor.

Imenti SACCO continues to try to attract new members, in particular dairy farmers, but also coffee producers, albeit to a more limited extent.

As indicated, the action plan 2015 is in line with the objectives set by Imenti SACCO in its strategic plan.
These include:
•	Recruit 1,000 new members
•	Training of Board of Directors
•	Comply to SASRA rules
•	Develop new loan products
•	Improve marketing
•	Decrease current loan defaults
•	Retain surplus to boost institutional capital to not less than 25%.

In order to satisfy dairy farmers' needs, in 2014 developed "Maziwa" loans (Maziwa = milk) needs to be uptaken. With regards to 2014, more focus will be on governance, and besides training of staff and board, we will continue with benchmarking activities with other SACCOs, as is has proven to be a very good way of learning and exchaning experiences.

Imenti wants to become a SACCO providing superior financial services to dairy farmers.
Rehabilitation of the Union after the devastation and improving the union's output marketing performance Raya Kajewa Farmers’ Cooperative Union founded on May 10, 2008 year with 26 primary cooperatives, at Kofele Woreda with 203, 465 birr capital. The member cooperatives have reached to 36 with 10,325 small holder farmers; among these 9,077 are male & 1,248 are women and a capital of more than 15 million birr. The union mainly produces malt barley, wheat, and different vegetable; like Potato, Cabbage, Carrot, Beet root. In the formers years, the union was doing mainly input distribution activity, but with the support of C4C project recently the union has entered in to marketing of its members produces mainly wheat and malt barley. In response to the 2013 2014 and 2015 action plans good changes has been stated to be seen both at the union and at PCs level; the output marketing performances the union and its PCs has been improved, the internal management as well as relationship with the PCs has been enhanced. Furthermore, the union has managed to improve its financial management practices through professionalizing its accounting system into Peachtree, the union started to fetch high prices for its members produces by finding better market opportunities. In general the union was bringing remarkable changes in terms of capital growth and output marketing volume. However, in February 2016 the union has faced a big devastation. Due to the unrest in Oromia region and in the union working area most of the union assets and office documents are damaged: to mention them the union’s Office building, one Combiner harvester, one Isuzu, all union document, six desktop computer and two laptops are total damaged. The total loss is estimated a round 9.5 million birr. In addition to this bad incident and loss the union still has some more challenges that need improvements; some of the union PCs are still weak (do not have their own weighting scale and warehouse, poor store management practice and crop quality controlling at pc level), lack of good cooperative governance and leadership at the union level, low commitment and sense of ownership, absence of strategic plan, limited capital etc.

The 2017 AP aim to strengthen the union rehabilitation process via internal capitalization 











The 2016 action plan will specifically focus on: -shaping the future business ambition of the union by developing strategic plan-strengthening the leadership capacity of the new union board and having clear role division between board and management -mobilizing 4 million ETB from members and other union for rehabilitation purpose- starting seed multiplication activity and improving the farmers’ agronomic knowledge- enhancing the union staffs marketing knowledge and skill- Securing 12 million birr loan from CBO for output marketing purpose Output marketing target of 10,000 quintal wheat, 18, 375 quintal malt barley and 5000 quintal maize
ASIA - Lobby Agriterra is actively involved in the promotion of farmers’ organisations’ lobby and advocacy work in developing countries through its Farmers Advocacy Consultation Tool (FACT). One of Agriterra’s key objectives is to increase farmers’ influence towards key decision makers with respect to a better enabling environment for farmers to strengthen their position in the sector.
 
Agriterra is building the lobbying capacity of Federations and Unions in Asia using the FACT-methodology. Through the FACT-methodology, the capacity of these farmer organisations is strengthened to raise key lobbying issues to decision-makers in the interest of their members.

Agriterra is building the lobbying capacity of Federations and Unions in Asia using the FACT-methodology. Through the FACT-methodology, the capacity of these farmer organisations is strengthened to raise key lobbying issues to decision-makers in the interest of their members.

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
Updating businessplan and improving financial management to become bankable. Kibinge Coffee Farmers Cooperative Society is a farmer owned organization with 2.236 members at the beginning of 2014 organized in 48 farmer groups with 383 women and 843 male members, who are all coffee farmers. The Cooperative is located central region of the country, in Masaka District, Bukomansibi County, about 150Kms from Kampala city. 
The potentials of Kibinge Coffee Framers Cooperative Society are on the basis of existing coffee business and its structures (good procurement system) and facilities (hulling machine and coffee stores). The co-operative has experience and well educated management staff and a supportive Board. 
They have improved their skills on quality management of coffee and developed a strategic and business plan. These plans need to be updated to find a financer for the investments and to become bankable. Furthermore it is important they improve their financial management by setting up a manual and mentoring the accountant and staff.
Goals 2016:Updating businessplanUpdating strategic planImprove financial management
Goals 2017
improve youth involvement
investigate possibilities for diversifying the business
improve marketing and sales (research on market possibilities selling coffee locally, increase sales)
improve business of the Sacco



Kibinge has enough qualities to be bankable as they have business track records and collaterals which is on the title registration to secure potential loans However, they lack an updated strategic plan and business plan to achieve these ambitions. This concerns an updates business plan which can be presented to the financial institutions for support of both coffee business and coffee factory investment. In addition, they need to improve their financial management.
Goals 2016:Updating businessplanUpdating strategic planImprove financial management

Goals 2016
Updating businessplanUpdating stragetic planImprove financial management. Goals 2017
improve youth involvement
investigate possibilities for diversifying the business
improve marketing and sales (research on market possibilities selling coffee locally, increase sales)
improve business of the Sacco