devinitorg/iati-policy-markers huggingface dataset:
Moving towards full licensing (2) Aberdare is in process of improving its financial ratios in order to be fully licensed by the Sacco Societies Regulatory Authority (SASRA). 

In 2016, continued support will be on helping Aberdare SACCO to move towards full licensing. They are working hard on this especially to meet the core ratios demanded by the regulator. Authority has been given by the AGM to sell none core assets and bring the money to the core business. The Sacco has therefore been looking for a buyer for some of the fixed assets. This is planned to be finalised in 2016.

















Focus in next action plan will be to continue managing loan defaults (huge steps have been made in 2015, important to keep this in control), continue restructuring the balance sheet and market the Sacco’s services more. 

















In January 2016, a workshop on Capitalisation issues & benchmarking KPI's is scheduled. Further monitoring will be based on the newly developed dashboard.

Focus in action plan is managing loan defaults, continue restructuring the balance sheet and market the Sacco’s services more. A new strategic plan will be alaborated and dashboard of KPI's introduced to better monitor performance of the SACCO.

Moving towards full licensing by SASRA
Business plan for Dien Quang agi. cooperative Developing a comprehensive business plan that can play as a tool to guide the cooperative in operating its business and approaching potential sources of funds/subsidies

Composition of the mission: 2 Agripoolers and 1 local consultant with strong background and practical experience on business planning and operating.  Duration of the mission: the mission will take place for 5 days in the period of 24-28 July 2017. 

Generally, this action plan is prepared for the year 2017 to support and make happen the union internal action plan of the following purchasing volumes and improving internal management.
• 15,000 quintals sesame• 65,000 quintals of cotton • 15,000 quintals of sorghum • Relationship with PCs improved and • Mobilizing 2 million ETB equity capital.
Appui ponctuel aux activités de pilotage et appui-conseil des poles d'entreprises agricoles (extension 1000s+) Plan 2011 CNIEP/APCR/Togo

- appui aux 12 poles d'entreprises agricoles (PEA) sélectionnés
- appui technique en matiere de: mise en route des plans d'actions; (*) renforcement des l'organisation des organisations paysannes (OP) à la base; (*) identifier les difficultés; (*) faire un bilan annuel.
- Frais de salaire et de fonctionnement CNIEP et ACPR
- Budget total Agriterra: 9.820.000 f CFA (14.970 euro)
- co-financement IFDC: 500.000 f CFA


Plan 2011 CNIEP/PNOPPA/Benin

- Appui aux 19 PEA sélectionnés
- Appui technique en matière de: (*) dynamique organisationnelle; (*) élaboration, mise en oeuvre et suivi des plans d'actions; (*) plans d'affaires; (*) enregistrement et affiliation à une faitière; (*) recherche des marchés d'écoulement.
- Frais de salaire et de fonctionnement CNIEP et PNOPPA
- Budget total Agriterra: 10.250.000 f CFA
- co-financement IFDC: 1.000.000 f CFA

La première phase du programme 1000+ s'est terminée en 2010 avec une évaluation. 2011 est une année transitoire et Agriterra a proposé des mesures d'accompagnement afin de pouvoir 'sécuriser' les CNIEP.

Ainsi, les CNIEPs du Mali, Burkina Faso, Niger et Ghana seront intégrés dans les projets de respectivement AOPP, FEPA-B, FUCOPRI et FONG.

Le CNIEP du Nigéria sera pris en charge par IFDC.

Les CNIEPs du Bénin et du Togo seront dans un arrangement de finalisation: en une année la collaboration sera terminée. Pour cette année l'APCR Togo et la PNOPPA Bénin ont été demandées de faire une proposition de projet. Ces projets seront mis en commun sous le chapeau de l'actuel projet au nom du ROPPA.

Au niveau du ROPPA le projet couvrira les domaines suivants:
- 6 mois de salaires du CRIEP sur 2010 (le ROPPA ayant omis ces frais dans leur décomptes 2010)
- un certain nombre d'hommes/jour pour l'année 2011 pour le CRIEP, dans l'objectif de suivre les CNIEPs, de finaliser certains rapports et de participer éventuellement à la formulation de la deuxième phase.

General objective: 
1. To transform farmer groups into entrepreneurial entities through capacity building and engagement with actors in priority value chains for improved rural livelihoods

Specific objectives:
1. To enable KENFAP to sensitize and select Common Interest Groups (CIPs) to cluster into and form  Producers Business Groups (PBGs) in Priority Agricultural Product Value Chains:  3 months;
2. To allow these PBGs to develop a bankable business plan: 3 months;
3. To identify and finance designated business development services needed by the PBGs in the first year of the operation: starting September 1st, 2011.
Towards vibrant business oriented cooperative union Meles FCU is the only regional Honey union, founded in 2013 in the Tigray National Regional State. It emerged as an apex for honey cooperatives to benefit members from joint processing of honey and bargain market collectively. The union is endowed with an immense potential of white, red and yellow honey. There is enormous potential for the Union in the domestic market and for the Union to become a trusted supplier to existing exporters/processors/consumers of Ethiopian honey. Meles face several issues to perform well and become a vibrant commercial cooperative. Starting from the organizations makeup, the union is compromised in number and quality of required manpower for the union to function well, this for instance is evidenced by the union’s inability to produce proper internal financial accounts, making it vague to get insight of the financial status of the union. There is high turnover of managers, and the union lacks a proper HR manual, with poor incentives to retain managers. Operational manuals such as quality assurance, financial and other internal guidelines are needed for the union proper functioning.  
Meles has 18 member cooperatives, only 6 are intermittently engaged in transaction with the union. During a discussion held with processor/exporter, the main challenge is finding reliable bulk supply, this can only be fulfilled by the cooperatives at the lower level of the value chain as suppliers. To become reliable supplier, Meles needs to become a diligent union which must engage majority of its members to supply honey both in quantity and quality. This needs developing a model for sourcing from individual members and cooperatives. In the supply chain, there are challenges which should be addressed in this action plan related with provision of food grade containers, side selling and adulteration. There is also massive untapped potential in the supply of foundation wax and provision of colony to member cooperatives that Meles can foresee in a very short period of time with minimal budget, related new initiatives are also embed in the action plan under value addition. 
Meles is also highly compromised when commercialization is considered. The union has a passive approach to the market and buyers. The union’s sales effort is limited to a sales shop that is located outside small town called Agual which is hardly visible. As there is supply issues some buyers try to approach Meles on their own initiatives. Meles having a good quality, organic certified honey should have done more to become a proactive commercial union. This action plan will make sure that the union will find its suitable market segment and become more vibrant commercial cooperative by actively engaging in different marketing and sales activities. 

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Increase Active members to 60%
Increase sales of honey by 40%                
Two B2B market linkages secured 
                
Open 2 new sales outlets
Mise à niveau de la gestion financière de la Cooperative AMKA AMKA est une coopérative de producteurs de café (arabica) d’environ 1313 membres qui a débuté en 2012 par le regroupement des petits producteurs caféiculteurs. Les revenus des producteurs de café provenaient de la production de bananes, jusqu'à ce qu’ils ont été menacés par un flétrissement bactérien. Seul le café est resté pour soutenir la vie du producteur agricole. Cependant, les plantations de café, anciennement propriété des Belges, étaient déjà abandonnées et il n’y avait pas de marché rémunérateur. Les gens sont pauvres et cela a constitué le contexte de base pour la création de la coopérative AMKA dont l’objectif est dès lors de relever le niveau socioéconomique du caféiculteur.Pour y arriver, il a fallu refaire les plantations de café et accompagner les petits producteurs et les placer à un certain niveau en produisant un café de bonne qualité et en quantité suffisante. En 2014, la coopérative a enregistré une petite production de deux containers, soit 38,4 tonnes de café marchand. En 2015, la coopérative est inscrite au Commerce équitable (Fair Trade). En 2016, du moins pour le premier semestre de l’année, la production s’annonce très favorable avec des achats déjà effectués de plus de 700 tonnes de cerises, soit environ 140 tonnes de parche. La collecte de la production reste appuyée par COMEQUI, une ASBL Belge. Dans le cadre du travail, la coopérative est associée à la Station de lavage KAHAWA LUTUMBA. Il s’agit d’une société qui fait payer le service de lavage. La coopérative AMKA y est associée en raison de 5,000 $ des parts sociales. Outre cette société de lavage, la coopérative AMKA a comme partenaire privilégié l’association COMEQUI. COMEQUI a mis à la disposition d’AMKA un fonds de roulement de 200.000 Euro qui permet de payer auprès des caféiculteurs.La coopérative AMKA a l’ambition de faire croître les activités de l’entreprise. Ils veulent investir dans des outils de suivi de la production et de station de lavage, augmenter leur fonds de roulement pour acheter tout le café disponible des membres, commencer avec l’exportation directement et professionnaliser la gestion de la coopérative.Les conclusions générales montrent que la gestion financière est encore faible alors qu’elle est le moteur (cœur) d’une coopérative. Les actions prioritaires sont alors mettre à niveau la gestion financière d’ici 2016 et Organiser les Audits (2014-2015) avant la fin 2016. 

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Mise à niveau de la gestion financière de la coopérative AMKA
1.Redressement des états financiers (comptabilité); 2. Organisation de l'audit interne (commission de contrôle); 3. Organisation de l'audit externe
Sustainable service provision to members;  cooperative marketing and improved access to quality seeds SFACFL Makwanpur (federation of Agricultural cooperatives) promotes commercial farming among its members, focusing on the innovators and lead farmers of the district. Building the entrepreneurial skills of these farmers will set an example for other farmers, showing them practicaly how to produce in a sustainable way for the market. Focus will be on record keeping at the farm level, bench marking through study groups and collective or cooperative marketing. Focus will be on 8 member cooperatives, those having better access to markets. At the same time, the federation will improve its financial position: if farmers realise and feel the benefits of the services provided by the federation, they will start contributing to pay for certain services. The federation aims to improve its internal income generation with at least 20% (compared to last year) this year.

Proposed activities for 2016:

1. Improved Financial sustainability of the federation by offering quality services and developing a business case on seeds- Prepare a businessplan/operational plan on services by the Federation, with earning models related to services- basic financial management training- Propagation and distribution of of improved seed (maize, rice) following a sustainable business plan





2. Services to members to improve commercial farming and cooperative marketing (focus on 8 primary coopertiaves)- Record keeping introduced to 1600 farmers- benchmarking ToT for lead farmers/ field staff- Farmer Field Schools for 320 farmers- Marketing sub committees trained and making marketing plans.- My.coop training on coop marketing and input supply- Local seed improvement of hot pepper and broad leaf mustard





3. Improved lobby/ advocacy for access to finance- participate in FACT trajectory (organised by NACCFL)- improved proposals --&gt; resulting in approved funding/cooperation

1. Improved Financial sustainability of the federation by offering quality services and developing a business case on seeds

2. Services to members to improve commercial farming and cooperative marketing (focus on 8 primary cooperatives)





3. Improved lobby/ advocacy for access to finance
Sustaining the operations through increasing membership, activities and fund raising The Ethiopian Poultry Producers Association (EPPA) is a membership-based association  established in 2010 initially by 10 volunteer poultry producers in Bishoftu town. Currently, its memberbase increased to 37 Ethiopian poultry farmers, ranging from small to big enterprises. EPPA is a beginning association lacking a good service portfolio and institutional capacity to serve the Ethiopian Poultry sub-sector in general and its members in particular. Though the importance of the association is acknowledged by its members, non-members, board, government and other stakeholders, EPPA needs advisory and financial supports to fully grow in order to perform its roles and professionally represent the poultry producers in Ethiopia. In order to professionalize EPPA, Agriterra in partnership with Agribusiness Support Facility (ABSF) in 2014 developed a funded Action Plan towards strengthening and establishing the management function of the association through subsidizing management staff, setting up a governance structure, technical backstopping to help the association analyze and understand the poultry sub-sector, development of 3 year strategic plan, and various trainings and exchange visits. EPPA implemented the 2014 Action very well and made significant improvements in its operations. EPPA has requested Agriterra and ABSF to continue support in 2015. The 2015 Action Plan will mainly focus on increasing the membership base of small-scale poultry producers through actively approaching these potential new members and through putting extra effort on organizing activities or lobby results that provide significant benefits to the members. Furthermore, the 2015 Action Plan will focus on sustaining the operations of the association through assistance in accessing various other funds and membership fees.

The project will mainly focus on increasing the membership base of small-scale poultry producers through actively approaching these potential new members and through putting extra effort on organizing activities or lobby results that provide significant benefits to the members. Furthermore, the 2015 Action Plan will focus on sustaining the operations of the association through assistance in accessing various other funds and membership fees.

The goals of this project mainly focus on 
1. Increasing the membership base of small-scale poultry producers through actively approaching these potential new members and through putting extra effort on organizing activities or lobby results that provide significant benefits to the members.
2. Sustaining the operations of the association through assistance in accessing various other funds and membership fees.
Financial services to dairy farmers Imenti has shown to be ambitious in its strategic plan 2014 – 2016. The challenge now is to grow, and keep financial stability. In other words: to make a step forward without losing your balance.

Conclusions of company assessment were:

•	Imenti has a strong financial position in liquidity and solvency;
•	Imenti earns more money through government securities
and investments in shares as compared to lending to members (its core activity,
its mission);
•	Increase in membership (Dairy) is a challenge; it requires superior financial
services which are affordable, good training and marketing;
•	It is important to keep in touch with your members. New technologies (e.g. mobile
banking, agents) seem good alternatives for opening branches (costly). Member
education is important;
•	Board and management co-operate well. Keep working on capacity building
(training);
•	Pursue ambitions to grow, but don’t forget about financial stability;
•	Management of loan defaults should be improved;
•	Financial services for improving farming business, not buying new cows.

Risk analysis:
•	Operating at an efficient level (cost / income ratio);
•	Loans in default;
•	Reaching out for members is weak;
•	Possible strong influence Meru Central Dairy.

Therefore, the action plan focuses on development of new products targeted at dairy farmers and marketing on the one hand, and improving operations and financial management on the other hand: make a step forward without losing stability.

Investments are needed to achieve goals in strategic plan:
· Recruit 1,000 members / Training.
· Board of Directors training.
· Comply to SASRA rules.
· Develop new financial products.
· Improve marketing.
· Decrease current loan defaults.
· Retain surplus to boost institutional capital to not less than 25%.

Imenti wants to become a SACCO providing specific financial services to dairy farmers
Scoping, assessments and coaching 2017 Uganda 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.  
  


The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessments in Uganda in order to keep the client portfolio at the same level and perhaps expand the client portfolio a little bit. Goal 2017 is 10 scopings (including in East Uganda) and 4 company assessments. Furthermore this project is also for more overall and combined meetings for example the yearly joint client meeting we have in Uganda.

The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessments in Uganda in order to keep the client portfolio at the same level and perhaps expand the client portfolio a little bit. Goal 2017 is 10 scopings (including in East Uganda) and 4 company assessments. Furthermore this project is also for more overall and combined meetings for example the yearly joint client meeting we have in Uganda.
Acceso a insumos y fortalecimiento comercial El plan se centra en dos grandes líneas: la creación y el fortalecimiento del área comercial (incluyendo estudio de mercado y asistencia a feria internacional) y el inicio de las acciones necesarias para garantizar insumos orgánicos certificados a los asociados (incluida asesoría y gira de intercambio), potencialmente a través de una planta propia de elaboración de abonos. Además, el plan se complementa con asesorías en gestión de recursos humanos, en herramientas de cobertura de riesgos de precios y tipo de cambio, talleres de motivación y liderazgo de jóvenes, la creación de un comité de jóvenes y un entrenamiento en gestión financiera para directivos.                                                                       

- Contratación de un responsable del área comercial.- Estudio de mercado de micro lotes y de café tostado, molido y empacado a nivel internacional.- Asistencia a feria internacional.- Asesoría en herramientas de cobertura de riesgos (precios y tipo de cambio).- Análisis de traspaso de pasivos a patrimonio (fondo de comercialización de socios y fondo de prima social), así como de donaciones a aporte social.- Elaboración de documento sobre especificaciones de abono orgánico (incluidos informes de suelos y fuentes potenciales de materias primas necesarias).- Talleres para motivar y promover liderazgo entre los jóvenes.- Creación de comité de jóvenes.- Asesoría en Abono orgánico para café.- Asesoría en Gestión de recursos humanos.- Entrenamiento en gestión financiera básica.- Gira de estudio a organización de productores con planta propia de abono orgánico.

Newly hired staff has good understnding of Why. What, How of Agriterra and Acodea.
Eventos, auditorias y diversificación de fondos Perú Proyecto marco para la organización de eventos, auditorias y diversificación de fondos en Perú

Se han planificado:
Gestión Financiera
1. Taller de gestión financiera básica 2. Taller de formación de formadores en gestión financiera básica 3. Taller de formación de formadores en gestión financiera estratégica 4. Taller de gestión financiera estratégica5. Taller de formación de formadores en apoyo para los consejos de vigilancia6. Taller de apoyo para los consejos de vigilancia7. Auditorias y evaluaciones de 2 proyectos de 2017 y 11 proyectos de 2018
Marketing
1. Formación de formadores en marketing en Perú2. Piloto del taller de marketing en Perú
Giras de estudio
1. Gira de estudio a cooperativas españolas 2. Gira de estudio a cooperativas peruanas 
Gobernanza
1. Piloto del taller de gobernanza en Perú
Diversificación de fondos
1. Apoyo de un practicante para actividades de comunicación, marketing y publicidad2. Desarrollo de videos, fotos y brochures para promoción y marketing de Agriterra Perú3. Apoyo en el mapeo de oportunidades, la preparación y presentación de propuestas para diversificar fondos por consultores externos

Capacitación de miembros de cooperativas y organizaciones de productores/as con las que trabaja Agriterra en Perú
Building fundaments towards Licensing by SASRA Lelan Sacco was founded in 2010 as a self-help group in response to the establishment of a 10,000 liter capacity milk cooling plant in West Pokot owned by Lelan Diaries and has currently enrolled approximately 1,500 active dairy farmers as shareholders within the locality who also utilize the banking services offered. The Sacco also serves approximately 5,000 non-members who access its various services especially receiving the milk payments. The society is closely associated with Lelan Diaries but maintains their autonomy with each institution having a separate board of directors.

The project plan shall involve;
Conducting member sensitization meetings Connecting the ICT system to the branches  Quarterly updates on KPI dashboards Staff training on credit risk management and customer care Developing a Fixed assets register Employing a credit officer (CO) and transfer current CO to recovery department Establishment of a procurement committee and incorporate in board charter Implementation of Marketing Plan Development of marketing materials (fliers, brochures, caps, tshirts etc) &Review of Strategic Plan & board charter

The core strategy of Lelan SACCO in 2018 is to increase share capital from 3.6 M to 6M, grow membership from 2700 to 4000, reduce defaulted loan (PF) from 16M to 8M, increase loan book from 30M to 40M and increase profitability from 6.5M to 9M (+38%) which are further steps towards regulation by SASRA