devinitorg/iati-policy-markers huggingface dataset:
Increasing production, improving governance and optimising financial management & planning In 2016, planned support to Choma Dairy focused on expanding volume and scale. Given challenges in recruiting an extension officer due to lack of transport, extension support was limited to developing an extension strategy. Additional support was provided to strengthen FM and governance. In 2017, in collaboration with SNV, Agriterra will roll out extension services to realise increased volumes in 2017, as well as further strengthen governance, FM and planning.

Short-term BHAG (2017): Increase milk production by 20% through a self-sustaining extension support model, supported by good governance and a stable Financial Management and M&E reporting system.                                                                                                                 Long-term BHAG (2021): Increase milk production by 100% and increase processing of milk and marketing of milk and milk products by 50%.

Production: following the extension strategy developed in 2016, Agriterra will pay the 2017 salary of the newly-recruited Extension Officer (EO) while Choma will contribute the motorbike and SNV will support the training and support equipment of the EO.                                         Financial Management: the FM training in 2016 showed that Choma's FM system is suboptimal. In 2017, Agriterra will provide accounting services to the bookkeeper in order to bring the system up to standard. Audits and financial reporting are a key concern.   
Governance: The AGM elected a nearly completely new board. Agriterra's governance training will go in depth to address key governance (information) gaps, monthly board meetings will promote strategic decision-making and a planning training will help Board & Management steer the cooperative. A Youth Council will be sensitised.                                                 Organisational Development: Management and staff should be held accountable through clear job descriptions and targets, while milk and financial flows should be transparent through a record keeping system.                                                                                           Cooperation: Agriterra works closely with SNV to realise synergy and complementarity in support to CDDCU.

Increasing production, improving governance and optimising financial management & planning
Improving output marketing performance in chick pea and malt barley Melka Awash Farmers Cooperative Union is a multipurpose union, mainly working in wheat, malt-barley, teff and chickpea (local and export type). The union has ambitions in expanding its output marketing performance in chick pea (Kabol type) and malt barley. For both crops there are interesting market opportunities. The malt barley makret outlet is already quite secured. Diageo/Meta breweries are purchasing all barley from Melka Awash, based on a contract, establish since 2012. In relation to chick pea (export) a market study needs to be enrolled.

Melka Awash seeks to improve its output marketing performacnce in malt barley and chickpea. Those two crops provide better market opportunities then wheat and teff currently. 

In malt barley Melka Awash already has a sound market outlet, however last season Melka Awash had serious difficulties to supply to contracted amount of quintals. Main reasons: low productivity, weak procurement and logistics of the union as well as  challenges from the side of Diageo. Though Melka Awash defaulted Diageo has decided to continue working with Melka Awash, whereas in their union sourcing program, Melka Awash was still the best performer. Next season Diageo seeks to intensify the pilot with Melka Awash, including investments in the chain as distributions of improved seeds, fertilizer and close follow-up with the union. 
The other crop Melka Awash aims to improve its performance on is chick pea export type (kabol). Chick pea type for export is a rather new business. Last season Melka has procured already 700 quintal ckickpea and the union seeks to buy another 2000 quintal. Currently the union is looking for buyers. Within two or three years the unions seeks to become and exporter themselves. In this action plan Agriterra support in the framwework of the Cooperatives for Change program with SNV Ethiopia, will mainly focus on the production and strenghtening the operations and logistics of the union. Key objectives action plan:
- increase output marketing performance in malt barley and chickpea (5000 quintal - 4000 quintal)
- establish a sound contract with Meta breweries and comply to contract
- developing business plans for seed multiplication farm, chick pea export and working capital

- increase output marketing performance in malt barley (5000 quintal) and chickpea (4000 quintal)
- developing business plans for seed multiplication farm, chick pea export and working capital
- establish a sound contract with Meta breweries and comply to contract
Great Lakes Region Scoping & Assessments scoping and assesments

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Implementar un programa de marketing interno para todos los socios con la finalidad de comunicar mejor todos los temas relacionados con la gestión comercial y empresarial de la  cooperativa. La información es poder y el poder genera confianza en todos los actores.
Increase and improve coffee production The Usambara Cooperative Union (UCU) is a second level organisation that commercialises tea and fair trade-certified, washed Arabica coffee in the Northern part of Tanzania (Usambara mountain region). UCU was founded on 5 October 1994, by three primary societies comprising of some six hundred farmers. In the course of that same year, more joined to a total of twelve societies to participate in their first coffee harvest which started in July of 1995.Currently 14 primary cooperatives are member of the Union UCU, approximately representing 2400 individual farmers.
Tea represented approximately 20% of the sales and coffee 80%. Unfortunately the tea processing company closed and farmers as well as the union lacks tea market outlet. In addition, the Union has its own ‘projects’ or ‘departments’, serving to get more income and to increase food security for its members. The profit from these projects is used to capitalize the cooperative and for depreciation of vehicles.  1. Trees Department (for fire wood), previously grown by the Tea Authority for processing factory, now sold to a Tanga textile factory. It is grown on a farm (Kwehangala) which is property of the Union;  2. Maize Department (for consumption of its members) which is bought from other small farmers, stocked and sold to individual farmers upon request through the primary societies when there is shortage of food; 3. Transport Department (of own coffee and leased to individual vegetable traders).
UCU survived difficult times from 2013 to 2015: a drop in coffee prices after collection at farmers caused a debt at the bank which pre-financed the campaign; furthermore the manager who held most of the institutional memory of the union passed away in 2014. UCU wants to regain its members trust and improve its economic performance'.

2017, This year with UCU we look forward to check with coffee business, this way we have activities of assisting them for paying salaries for 6 months on field officers, making cost benefit analysis of the coffee business, paying auditing for financial, also youth event for UCU is important with regards having youth manager.
2018: more emphise on this year is check marketing - coffee business, making cost benefit analysis of their business in general

- improve members data base and production/delivery records- improve coffee production & quality at the 14 member primary coops- analyse cost-benefit of existing certification (fair trade + organic)- assess economic viability of other sources of income- explore and prepare for direct coffee sale
Formation of a Flower Cooperative This business proposal details Flora Holland’s anticipated organization of its small grower flower farmers into a cooperative. Targeting a start of 100 small-scale farmers, Flora Holland desires to add value to its members, provide transparent services and more-so increase production. This proposal therefore lays out the current situation, whereby farmers feel aggrieved by the agents. Also their strong interest in forming a cooperative. It also highlights the trajectory to be taken in forming this cooperative. All these will go a long way in improving the livelihoods of these small-scale flower farmers

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• Form a member cooperative in Kenya. The cooperative essentially will be democratic and of voluntary membership. • FH also envisages to increase member production through knowledge transfer and capacity building. • Provide an open and transparent market to its members differentiating itself with the agents
Wheat processing plant for Raya Wakena Raya Wakena Cooperative Farmers Union is a multi-purpose union, with a stronf focus on wheat. The union aims to establish a wheat processing factory. In order to reach Raya wakena's business ambitions, the union started a business plan development process, together with two other unions that have ambitions in the same direction. The feasibility study showed that it makes sense to invest in a wheat processing venture. Key for mobilizing a loan is up-lifting Raya Wakena's own equity. Therefor the union decided to start an internal capitalization process. Raya Wakena's AGM decided that every member would invest 1 quintal of wheat and that the union will issue additional shares.

in order to establish the wheat factory Raya Wakena has developed a new action plan. 

Raya Wakena's action plan 2013 will focus (1) assessing the establishment of a joint wheat processing venture by three unions (Raya Wakena, Gedeb and Galema) and finalizing business plan accordingly (2) increasing the union's own equity (3) mobilizing the loan and (4) start acquisition equipment and construction of factory. Agriterra will provide advisory support in the area of business plan development, technical support in relation to wheat processing (Koopmans Meel), strenghtening Raya Wakena's business planning and financial management capacity.

-	To assess the establishment of a joint wheat processing venture by three unions (Raya Wakena, Gedeb and Galema) and finalizing business plan accordingly 
-	To increase the union's own equity (minimum of 6 million ET birr)
-	To mobilize a loan for investment and working capital for the flour factory (33 million ET Birr)
-	To start acquisition equipment and construction of factory
Una nueva estrategia para la FCC Las capacidades del equipo de gestión y el potencial de la organización apuntan a un eventual desarrollo futuro, aunque ha de trabajarse en profundidad en el fortalecimiento de la base y en la unión estratégica de la misma.
Lo primordial es que la organización sea capaz de definir un nuevo plan estratégico que sirva de hoja de ruta de la organización para los próximos años, y que sea respaldado por la mayoría de la base productiva. Si esto se consigue, la organización tiene un importante potencial para crecer y desarrollarse en el futuro.
Como metas principales, teniendo en cuenta que es necesario un nuevo plan estratégico que las valide, destacan la inversión en una bodega propia y la conversión a producción orgánica de la mayoría de los asociados.
La organización cuenta con una buena capacidad de acopio, un equipo de gestión muy valorado y buena reputación en el sector. Por el contrario, el no tener una estrategia bien definida, la resistencia al cambio y el individualismo son las mayores debilidades que se identifican.
FCC debe aprovechar las nuevas oportunidades comerciales (mercado orgánico, cafés especiales y micro lotes) y la posibilidad de acceder a financiación de para desarrollar nuevas iniciativas.

- Elaboración de un nuevo plan estratégico 2018-2022.
- Contratación de un nuevo responsable comercial.
  
- Asistencia a ferias internacionales.
  
- Definir una política de capitalización interna.
  
- Diseño y plan de inversión en una bodega propia.
  
- Capacitación y creación de un comité de jóvenes.
  
- Contratación de responsable de planta de abono orgánico.
  
- Capacitación financiera y de gestión para los directivos.

- Asesoría en producción y extensión agraria orgánica.
- Intercambio con cooperativa cafetalera peruana.

Un nuevo plan estratégico para 2018-2022. 6 nuevos contratos de venta. 2 nuevos contratos internacionales. Reglamento de política de capitalización interna. 60 jóvenes capacitados en liderazgo y motivación. Nuevo comité de jóvenes integrado por 6 miembros. Diseño y plan de inversión en bodega propia. Acuerdo para cofinanciación de bodega propia. Nuevo responsable comercial. Nuevo responsable de planta de abono orgánico
Improving the internal operation and administration of Union and PCS Gamo Gofa Farmers Vegetable & Fruit Marketing Cooperative   Union PLC (GGCU) is located in the city centre of Arba Minch town, Gamo Gofa   Zone, SNNP-Region, and is active in 7 of the 15 districts (2 districts for   bananas and mangos, 5 for apples). Gofa Zone is a well-known area for the   production of fruit (bananas, mangos and apples) and is a regional centre for   fruit trading and processing . The Union was established in 2005 by 7 primary   cooperatives (PC's) who represent 477 farmers (26 females) with a capital of   ETB 340.000 . Currently the union membership consists of 27 PC's (15 active   PC’s), representing over 9,000 farmers (+ 1,500 compared to last year), of   which approximately 1,500 are female and a capital of over ETB 8 million (+   ETB 1M). The objectives of the union are focusing on the creation of access   to good markets either through direct purchase from the PCs sales to   identified buyers or through the facilitation of linkages of PCs and buyers   on a commission basis. On the long term the union has the ambition to become   involved in processing of the member’s products in order to add value and   liberate growers from vicious circle of market fluctuation and price failure.   Currently the union is to a minor extend involved in the handling of the   produce of its members (5-7%) either PCs or their farmers do sell directly to   local traders. 

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- Strengthening the leadership capacity of the union and primary cooperatives 
- Professionalization of peach tree accounting system and other financial management 
- Raising 1.5M birr equity capital from farmers 
- Conduct feasibility studies for Mango value addition 
- Increase the output marketing of Mango, Banana, and Apple fruits
increase of membership and volumes for collective marketing Phung Nam Early Lychee Cooperative is a very young cooperative and established in May 2015. The cooperative has been able to rapidly increase its membership to 62 members and has raised an amount of 350 mln VND of share capital. The organisation operates in one commune and has deliberately opted for a legal status of a cooperative, because this makes it possible to sell the fruits collectively.
The organisation follows the legal requirements for cooperatives. The board is composed of active farmers, with trading experience. They are closely connected to the membership of lychee growers. The board is young, has capacity but needs more business and governance skills. There is good potential for increase of membership and volumes for collective marketing.

Proposal 2016: 1. Participate in developing value chain analysis. 2. Capacity building of management in marketing and cooperative principles.3. Awareness raising about cooperatives.4. Visit a successfully cooperative to learn about potential.5. Expand membership base to 90 members 6. Develop job desciption and rewarding scheme

Increase awareness on cooperative model and increase amount of members
Increasing production, improving governance and optimising financial management & plannning In 2016, planned support to Magoye Dairy focused on increasing production. Given challenges in recruiting an extension officer due to lack of transport, extension support was limited to developing an extension strategy. Additional support was provided to strengthen FM and governance. In 2017, in collaboration with SNV, Agriterra will roll out extension services to realise increased volumes in 2017, as well as further strengthen governance, FM and planning.

Short-term BHAG (2017): Increase milk production by 20% through a self-sustaining extension support model, supported by good governance and a stable Financial Management and M&E reporting system.                                                                                                                 Long-term BHAG (2021): Increase milk production by 100%, produce processed products and provide diversified product and services to members and the public by 2021.     

Production: following the extension strategy developed in 2016, Agriterra will pay the 2017 salary of the newly-recruited Extension Officer (EO) while Magoye will contribute the motorbike and SNV will support the training and support equipment of the EO.                             Financial Management: the FM training in 2016 showed that Magoye's FM system needs improvement. In 2017, Agriterra will provide accounting services to the bookkeeper in order to bring the system up to standard.                                                                                           Governance: The AGM elected a nearly completely new board. Agriterra's governance training will go in depth to address key governance (information) gaps, monthly board meetings will promote strategic decision-making and a planning training will help Board & Management steer the cooperative. A Youth Council will be sensitised.                                                               Organisational Development: Management and staff should be held accountable through clear job descriptions and targets, while milk and financial flows should be transparent through a record keeping system.                                                                                                       Cooperation: Agriterra works closely with SNV to realise synergy and complementarity in support to Magoye.

Increasing production, improving governance and optimising financial management & plannning
Livestock sector study Uganda The livestock market study will give an overview of the opportunities for investments in Uganda in the livestock sector. The envisaged results of the study are the following: 
•	An overview of prospects/leads for investments in Uganda livestock sector.
•	A list of Dutch companies potentially interested to invest in the Uganda livestock sector, including an overview of subsidy instruments. 

Overall aim of the project is to support the development of farmers, small holders, cooperatives and related organisations through business development. The development of these organisations will have a direct effect on the inclusive business.

As indicated in the ToR, the study will focus on the identification of promising “actor-product-market” combinations. This is done by carrying out a SWOT analysis of the sector and its regional differences in Uganda and by analyzing the investment opportunities summarizing six analytical topics; demand analysis, supply analysis, actor analysis, investment climate/politico-economic analysis, access to finance and inventory of on-going support activities/lessons learnt. 

With the demand study, the market for the production, both local and regional, for livestock and derivates will be studied. This will include the current situation and trends. 

In the supply analysis the production – including where small, market oriented farmers are active - and opportunities will be identified. 

In the actor analysis the identification of company and regulatory public actors will take place by assessing structure/relationships and their characteristics, as well as their main strengths and weaknesses. 

In the investment climate/politico-economic analysis several context aspects should be analysed including the political, regulatory, trade and transport contexts. Also the enabling environment, with clear distinction between public and private investment, should be studied. 

With the part access to finance an overview of available commercial lending instruments will be studied and the opportunities to increase financing. 

In the inventory of on-going support activities and lessons learnt, an in-depth historical analysis of the livestock sector should be given. Hereby also a description of support mechanisms (by Ugandan government and foreign donors) and inventory of existing livestock initiatives and projects should be provided, as well as the lessons learnt.

•	An overview of prospects/leads for investments in Uganda livestock sector.
•	A list of Dutch companies potentially interested to invest in the Uganda livestock sector, including an overview of subsidy instruments.
Building blocks for a farmer-owned poultry stock feed value chain in Northern Province The assessment team advised positively to Agriterra about a cooperation with NPCMU as it has business potential, a large membership and the confidence of supporting stakeholders. The cooperative union has the ambition to expand its poultry stock feed plant to meet demand of its 70,000 members in Northern Province and beyond.
BHAG 2018: Clear 2018-2022 strategy and vision for NPCMU, owned by capacitated members and supported by a strong governance structure and financial management system.
BHAG 2022: Be the leading poultry stock feed producer in Northern and Muchinga provinces, providing affordable quality poultry feed to farmers.
The project will focus on Strategic Planning, Cooperative Governance, Financial Management and Member Strengthening.

Planned activities:
Cooperative Governance training: address governance gaps and increase understanding of governance at board and management level.
Financial Management training: address FM gaps and increase understanding of FM at board and staff level.
Strategic Planning: assist NPCMU in developing a SMART strategic plan guiding its strategic direction towards reaching the 2022 BHAG.My.Coop training to members to strengthen management of the District Cooperative Unions.

Establish a clear long-term strategy and vision that is owned by capacitated members; strengthen governance and financial management.
Aumentando el Acopio de Café Guinda La Asociación de Caficultores de Taipiplaya (ASOCAFE) creada eb 1990 es una organización de caficultores con base en Taipiplaya, cubriendo la región de Caranavi. En la actualidad afilia a 278 socios activos y 1.000 socios pasivos. 
 Desde hace cinco años atrás el nivel de ventas ha caido de forma continuada desde los 12 contenedores exportados a tan solo 1 en 2016. Esta situación se debe, no tanto a la falta de clientes con lo que si cuentan, como al menor acopio de café guinda como consecuencia de la creciente competencia de los intermediarios que pagan en efecivo, al contado y recogen la materia prima en finca. 

Por ello el BHAG de ASOCAFE es ampliar su capacidad de acopio de café guinda para aumentar el volumen de ventas y reflotar la capacidad económica y financiera de la organización. Pasando de un contendor exportado en 2016 a, al menos, 4 en 2017.     

Actividades del proyecto
- Envío de muestras a clientes Premium 
  
-  Responsable de acopio
  
-  Responsable de calidad
  
-  Boletas de incentivos a los transportistas de café guinda
  
-  Campaña de sensibilización al acopio
  
-  Incentivos a las comunidades
  
-  Elección de carteras acéfalas en Directorio, Comité de Fiscalización, Comité de Mujeres y Comité de Jóvenes
  
-  Refuerzo de la estrategia de café especial
  
Servicios
  
-  Asesoría Financiero
  
-  Curso de Gestión Financiera Básica
  
-  Curso de Consejos de Vigilancia para miembros del Comité de Fiscalización
  
-  Visita de intercambio de experiencias a Cooperativa Sol y Café y otras Cooperativas apoyadas por Agriterra en Perú

Por ello el BHAG de ASOCAFE es ampliar su capacidad de acopio de café guinda para aumentar el volumen de ventas y reflotar la capacidad económica y financiera de la organización. Pasando de un contendor exportado en 2016 a, al menos, 4 en 2017.