devinitorg/iati-policy-markers huggingface dataset:
Strategy development dairy processing activities IAKIB is a dairy cooperative in the northern province of Rwanda, Gicumbi, with 684 members and approximately 10 million liters of milk annually. The cooperative is comparatively well organized and it aims to start milk processing in the near future. 

Currently IAKIB collects 30,000 liters of milk per day and sells it to Blessed Dairies, who hence sells 25,000 liters to Rwanda’s market leading milk processor Inyange. Besides bulking, IAKIB has cow feed activities and provides minor financial services to its members. The first business case concerns starting with milk processing, the second concerns increasing the cow feed activities and the third concerns starting a SACCO (cooperative bank).

Agriterra's involvement is mainly focused on the processing activities of IAKIB. Its current buyer, Blessed Dairies, sells the majority of the milk as a middleman, but transforms approximately 5,000 liters per day into yoghurt, cheese and pasteurized milk. IAKIB is considering to start a joint venture with Blessed Dairies, to increase shareholder value with value added activities and benefit from the experience and knowledge of Blessed. The owner of Blessed is a member of IAKIB. IAKIB however is not sure whether this is the right way to go and also considers a sole venture. Agriterra aims to support IAKIB in 2016 with helping them find out the pro's and con's of each option and to define their strategy concerning the processing activities. The actions in 2016 include legal advice, an exchange visit to Meru Central Dairy in Kenya, a study visit on joint venture activities at UCORIBU in Rwanda and a Agriterra expert visit on strategic planning.

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Clarify strategy for processing activities
Strengthening Farmers Access to Market in Myanzi A recent baseline survey carried out by Myanzi ACE found out that the majority of cooperative members do not have access to markets. In the two sub counties, the survey revealed that the majority of households (68.0%) sell their produce to middlemen. One of the reasons for this was that the majority do not have access to information and knowledge. It however, found out that 86.4% of households owned a radio (86.4%), while 74.4% have at least a mobile phone. This means that the easiest ways of providing information to farmers is through radio and mobile phones.

Project purpose
The purpose of the project is to improve marketing of maize and its products in Myanzi and Nalutuntu sub counties

The specific objectives
1.	Improved access to market information to farmers
2.	Promote  the use of technology in post harvest handling and marketing
3.	Improved linkages between famers, traders and input suppliers
4.	 Increased access to markets among cooperative society members 
5.	Increased participation and access to resources and benefits by men, Women, boys and girls Equity among peasant households.

Accès au marchés et à la commercialisation des animaux sur pieds
Future proof business model for Kabete Dairy In May 2016, the company assessment of Kabete Dairy was conducted.

The mission team concluded:





The purpose of the mission was to achieve an in-depth understanding of the practiceand future aspirations of Kabete Dairy cooperative. Based on their analysis, the teamgave a positive advice to Agriterra to start a partnership with the cooperative. TheAction plan will however be developed later after the cooperative submits the newStrategic Plan for review.The mission team concluded that:The cooperative needs to clearly define its long term objective and develop a clearstrategy to achieve these objectives. Agriterra could help the organization achievingits objectives by sharing its expertise. Before making a decision on pasteurization,there is need to develop a business plan which will guide this decision and view otheroptions that are at hand. The daily milk intake was noted to be relatively low and so isactive membership. The management, supported by Agriterra needs to develop a planof approach on increasing the membership and also dairy milk intakes. One reasonthat is causing this low production per farmer is inadequate support and trainings onfeeding and feed rations. In addition, the board of directors and management staffneeds to be empowered in order for them to take the organization to the next level.Therefore, the team advises Agriterra to start a partnership with Kabete dairy withmajor focus on redefining the strategic objective of the organization and support thecooperative achieve it, Increase production and professionalize the organization.

Based on the outcomes of the company assessment, an action plan is drafted. It is proposed for Q4 2016 to start with a cooperatvie governance training and a mission to elaborate a Business Planning and marketing value chain analysis. A draft action plan is elaborated, but will be adjusted

Goals:1. Increase Milk production to average 16,000L per day by end of 2017 through improved extenon services to members 2. Elaborated business model for marketing of members’ milk
Gestión organizacional y adecuación de  planta de procesamiento de quinua real La Asociación Nacional de Productores de Quinua ANAPQUI afilia a 2.080 socios / as afiliados a 12 organizaciones (denominadas “Regionales”) y tres (3) adicionales de reciente incorporación. Los socios se dedican a la producción de quinoa, y cuentan con un promedio 15ha por productor.

El objetivo del plan de acción para el 2016 está enfocado en el centro de negocio de ANAPQUI que es la producción, beneficiado y exportación de quinuas reales (blanca, roja y negra) en grano con certificación orgánica bajo reglamentos NOP. 



Durante el 2016 se espera adecuar la planta de quinua de Challapata mejorando la eficiencia y productividad y a su vez se trabajará en el fortalecimiento de la gestión administrativa y financiera de ANAPQUI.



Los principales resultados esperados:- Un plan estratégico de ANAPQUI para los años 2016-2018;- Sistema contable integral para la organizacion, plantas y regionales;- Un estudio de Factibilidad para adecuación de la infraestructura y equipos y maquinaria de la planta de procesamiento de quinua de Challapata;- Un manual de procedimientos de calidad y acopio de materias primas.- Implementación un consejo de fiscalización.



Con dichos resultados espera beneficiar a todos los socios de ANAPQUI, 2083 de los cuales 1478 son mujeres.

ANAPQUI durante el diagnóstico analísis organizacional de Agriterra , definió las acciones que son parte del plan de acción para el 2016. Las actividades se enfocan en: aspectos organizaciones relacionados a la gestión administrativa y financiera (de acuerdo al análisis chequeo de salud financiera) y en el ambito empresarial adecuar la planta y sus equipos de procesamiento de quinua.

Los principales resultados esperados:- Un plan estratégico de ANAPQUI para los años 2016-2018;- Sistema contable integral para la organizacion, plantas y regionales;- Un estudio de Factibilidad para adecuación de la infraestructura y equipos y maquinaria de la planta de procesamiento de quinua de Challapata;- Un manual de procedimientos de calidad y acopio de materias primas.- Implementación un consejo de fiscalización.

Adecuar la planta de quinua mejorando la eficiencia y productividad y el fortalecimiento de la gestión administrativa y financiera de ANAPQUI
Revitalising the agronomic services and technical support to cassava growing members of Ingabo INGABO Syndicate is a Rwandan Farmer’s Trade Union, created in 1992. The main mission of INGABO Syndicate is to improve the technical and economic capacities of its members to become competitive market actors. As a Farmers Trade Union, INGABO Syndicate focuses on advocacy, lobby and strategic partnerships to avail required services to its members. 
In 2014, INGABO Syndicate has encountered an institutional crisis after some dissidents intended to change the syndicate's legal status into a non government organization. In May 2017 INGABO's status as syndicate has been restored and it has approached Agriterra to support the organisation in revitalising its agronomic services and technical support to its members specifically in the cassava value chain. In partnership with MINAGRI, INGABO aims to coordinate the initiative of the ministry to revitalise the cassava value chain which has been coping with brown rot and mozaik decease. MINAGRI will deploy 37 interns and gruadates to address various agronomic issues in the chain, which will be coordinated by INGABO

The project plan consists of implementation of activities set out by Ingabo  in their action from July 2017 to December 2017. Ingabo commits  itself to carryout sensitisation events for members concerning revitalisation of Ingabo, conduct agronomic needs assessment among cassava farmers, updating the organisation's reglement d'ordre d'interieur (internal rules and regulations), revitilise the partnership with former partners and contacting new ones, institutional reorganisation, coordination of agronomic services in the casava value chain, and restart partnership with CLECAM and other MFIs. Agriterra commits to support them with organisational development advisory services Agriterra, FFS training of field agronomist and lead farmers on GAP in casava production and startegic planning workshop.

INGABO aims to coordinate the initiative of the ministry to revitalise the cassava value chain which has been coping with brown rot and mosaic decease.
Increased production and strategic business planning to capitalise on value-adding opportunities The assessment team advised positively to Agriterra about a cooperation with MBOCS as it shows the right attitude to change, has growth potential, is large enough currently, has a solid reputation amongst members and other stakeholders and has the right entrepreneurial spirit. The cooperative has the ambition to grow to 1,000 members in 2022 and start processing and selling goods, which connects with the Agriterra ambitions. 
BHAG 2018: Increased production and productivity of maize, groundnuts and soy beans; increased membership from 368 in 2017 to 500 in 2018; reduced side-selling.
BHAG 2022: Full processing of crops of 1,000 members into end products that have a strong brand in outlets in major districts in the region.
The project will focus on Production, Cooperative Governance, Financial Management, Marketing, Member Commitment and Strategic Planning.

Planned activities:
Support to extension officer (Production): MBOCS will recruit an Extension Officer. Agriterra will contribute to his/her salary and also a motorbike rental until a 3rd party (e.g. ILO) has come in to provide the coop with a motorbike. The expected result is increased production of soy beans and other crops.
Cooperative Governance training: address governance gaps in the cooperative and increase understanding of governance at board and management level.
Financial Management training: address FM gaps in the cooperative and increase understanding of FM at board and staff level.
Marketing training: develop a marketing plan for the sale of soybeans, maize and groundnuts in formal market channels.
Internal Capitalisation/Member Commitment training: strengthen MBOCS's internal capitalisation strategy and improve member commitment.
Strategic Planning: Agriterra will organise a strategic planning workshop to guide MBOCS on developing a SMART strategic plan guiding its strategic direction towards reaching the 2022 BHAG.
Vlaue Creator groundnuts: identify new business opportunities to create value in the groundnut value chain.

Increased production and productivity of maize, groundnuts and soy beans; increased membership from 368 in 2017 to 500 in 2018; reduced side-selling.
CPNCK, valeur ajoutée et professionnalisation de la cooperative de caféiculteurs La CPNCK est une coopérative créée en 2010 avec comme principal objectif d’améliorer les conditions de vie de petits producteurs de café habitant la région d’IDJWI, à travers la collecte, le traitement et la commercialisation du café de ses membres et autres producteurs. 
  

  
Les activités commerciales de la CPNCK doivent se renforcer pour l’avenir. L’organisation n’acheté plus de 20% des récolte de ses membres et les ventes en 2016 étions moindre de 2015. Il faut chercher pour les acheteurs internationaux et les organisations financières afin de devenir capable de préfinancer la campagne. 




CPNCK veut professionnaliser ses affaires, sa gouvernance et sa gestion financière afin de devenir une coopérative profitable. Agriterra a commencé l’appui de la CPNCK à la fin de l’année 2016, avec une vocalisation sur l’amélioration de la gestion financière et la transparence. CPNCK a arrangé ses états financiers et une expert-comptable a fait un audit des dernières années. En 2017 l’audit sera présenté à l’Assemblée Générale et les activités prévue dans le plan d’action s’agissent la professionnalisation de la gestion financière, le démarrage des activités de déparchage et l’intensification des activités commerciales.
Acodea  Setting up an Agriagency in Spain (investment) Spain AgriCord and Agriterra want to do investments in the Spanish agri-agency ACODEA, and have ACODEA work as a franchisee of Agriterra work for a part of the Agriterra targets. This means that ACODEA in Spain recruits experts, staff assumes jobs and they also work with some customers in Latin America and arrange visits to and from that continent. 
In the period 2014-2018 ACODEA will work with a budget of 2.3 million in projects within the Agriterra program, with an ever-increasing number of experts (up to 77 in 2018) and annually organize an increasing number of delegation visits from Latin America to Spain. The forecasted budgets for missions and visits are repectively: 1,3 million euro and 700 thousand Euro. 
The costs associated with advice or project management are carried by Agriterra or AgriCord, depending who approveal of the budget of each project. This is business as usuall. Most will be visible within the program of Agriterra. The costs related to the supervision of the projects and the support from Agriterra, to the extent where they exceed the normal completion of the above tasks are divided between Agriterra and AgriCord

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Setting up an Agriagency in Spain
Scoping and Assessments Farmer organisations in Zambia Scoping visits and assessments in Zambia will be registered under this project

Team Zambia aims to have identified at least 4 new clients in 2017

To identify possible new clients in Zambia
Paving the way for stabile sesame marketing on local and international markets Setit Union is a cooperative union, mainly focussing on marketing sesame. It has a relative strong membership base and produce approximately 30-40% of the Ethiopian sesame to the market. Last years' season became quite a troubled one. Volatile prices, insufficiently risk reducing strategies in relation to the contracts, late disbursement of the loan, all factors that led to major default on the export contracts Setit. 

Setit seeks to regain its position. With the new manager on board, a 25 million loan mobilized (based on letter of credit), a supportive action plan in place and better alignment of supporters around Setit, it is believed this season the union can and should do a much better job.

Activities in 2013 action plan are geared towards commercializing small holder farmers (Setit Union) in attaining better access to export Market by different organizational strengthening undertakings, and improving farmers to cooperative, and cooperative to union linkages. So far, Agritera has been supporting the union through improving the performance of the manager by improving it's ability to restructure the debt of the union. The Union does not have sufficient qualified staff to support the current G/manager supported by Agriterra. The objective for 2013 is to assist the union to employ suitably qualified staff who will be coached by the G/manager as part of a "succession planing" exercise who will continue to manage the union in the future. In 2013, Agrittera  plans to provide techinical and financial supports to the union in their plan to have a branch office for export matters in Addis Ababa, and to have a more professional staffs both in Humera and Addis Ababa. On the other hand, Agrittera will work towards assisting the union in its plan to mobilize, utilize and manage 55 million ETB (25 million LC credit, 30 milliion loan from CBE through the loan gaurantee support from regional cooperative agency) that can serve 12,000 farmers to export/market 70,300 quintals of sesame.  Furthermore, Agriterra plans to support the union through a loan gaurantee fund structure possibly in colaboration with CBO and Rabobank Rural Fund to provide a Birr 2 million cash input facility to support farmer weeding and harvesting activities. This will be supported by implementing a 'Management Information system" (MIS) using mobile phone sms systems most probably through the services of Apposite "connect" platform.

-	to market 70.300 quintal of sesame
-	to develop a business plan and attract additional trade finance (30 million ETB)
-	to implement a staff performance evaluation system and staff succession plan
-	to establish input financing pilot
-	to implement MIS system
Vers la viabilisation et la rentabilisation des coopératives membres pour l'essor du business L'union COCOCA a son siège établit dans la ville de Bujumbura au Burundi et avec 39 coopératives de base au sein des provinces dont 25517 membres physiques. Elle a  une grande ambition de croissance au sein de la filière café au Burundi. Elle compte renatabiliser et viabiliser ses coopératives primaires à la base pour donner de la force à l'union qui se trouve au sommet. En effet, ces coopératives devront développer des capacités nécessaires de gestion et augmenter les capacités productives pour une autonomisation                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                          

Le plan d'action porte essentiellement sur les aspects de la gouvernance, de la gestion financière mais aussi du business de COCOCA. Il s'agit de :
- Appuyer les coopératives à la base à la production des états financiers et audit (formation sur la gestion financière et appui à l'audit) ;
- Reviser les textes de COCOCA selon la loi OHADA et la nouvelle loi coopérative du pays (ROI et statuts) ;
- Organiser la rencontre avec CNAC sur la définition du cadre de collaboration ;
- Organiser une visite d'échange entre les coopératives sur la gouvernance et gestion financière ;
- Organiser une visite d'echange entre les coopératives sur la gouvernance et gestion financière 

L'union COCOCA compte 25517  membres caféiculteurs physiques et 39 coopératives de base. Elle a une grande ambition de croissance au sein de la filière café au Burundi. Elle compte professionaliser et viabiliser ses coopératives primaires à la base. En effet, ces coopératives devront développer des capacités nécessaires de gestion et augmenter les capacités productives pour une autonomisation. Agriterra va accompagner cette marche vers la rentabilisation et la viabilisation des coopératives.
Building fundaments towards milk processing Lelan Highland Dairies is a milk intake public company fully owned by farmers. The company is situated in West Pokot County, Lelan division, in a rugged landscape, about 25 Kms off Kitale-Kapenguria road, 62Kms from Kitale and 109Kms from Eldoret. Lelan has 10 collection sites where by more than 3 collection sites are under zone manager. The company recorded average daily collections of 18,300kg of milk in 2016. It has a total registered membership of 5,313. The core strategy for Lelan dairies is to increase milk production at the farm level and increase intakes to 23,000kg/day (+25%) , reduce seasonal milk volatility and thus build the fundaments for an eventual value addition in 2019   

The project plan includes increasing further production by hiring 5 new extension officers. This is expected toi result in increased volumes which will be a basis for developing a feasibility study for processing in 2017

Increased milk production from 19.000 kg/day to 23.000 kg/day
Planificación estratégica y gestión de calidad The Integral Agricultural Cooperative San Juan de Yapacaní Ltda. - CAISY Ltda. Is a cooperative of the first degree, constituted on July 20, 1971. Its origins go back to the year 1957, with the first Japanese migration to Bolivian territory. The cooperative has gone through different production processes, currently has a stable production of rice and eggs, which are its star products. CAISY markets its products in different markets nationwide, with the head office in San Juan de Yapacaní and regional offices in the cities of Santa Cruz de la Sierra and La Paz. Current customers of CAISY, ranging from supermarket chains to neighborhood stores, which arrive through their own distribution and also from external distributors.
The cooperative has 99 associates to which it provides different services such as the provision of raw material, provision of BB chicks, feed for chickens, technical and veterinary services, storage and distribution of final products.
The relationship with Agriterra begins in 2018, which will focus on strategic thinking and the preparation of human capital for the implementation of quality processes within your company.


The Action Plan will last 4 months. The actions:
1. Stategic plan 2018-2023
2. Manual of Functions and Manual of Internal Procedures (Phase I) - La Paz and Santa Cruz Offices
3.Training and accreditation of 2 quality internal auditors
4. Exchange to poultry and rice agroindustrial cooperatives (6 people)


Until November 2018, to structure the strategic business thinking of CAISY, the priorities for the growth of the cooperative in the next five years (2019-2023) and prepare the human capital for the implementation of the ISO 22000 quality management system
Business development - East Africa Agriterra professionalises ambitious farmer cooperatives and organisations worldwide.
  
Agriterra believes in farmer ownership to fight poverty and stimulates social-economic strong and vibrant rural areas. Cooperative expertise and peer-to-peer advice from the Dutch agri & food top sector are key principles; advice, training and exchange the key methodologies.
  
Agriterra developed a range of practical training products for cooperatives and agricultural organisations in developing countries.
  
Under this project, trainings on business development are covered. Agriterra developed several products and trainings on this topic:
  
•       Training of trainers My.COOP
  
•       Marketing basics training
  
•       Financial sustainable services
  
•       Value Creator

Professional farmer cooperatives and organisations, bankable cooperatives who are resulting in profitability, solvency and higher incomes for members.

Professional farmer cooperatives and organisations, bankable cooperatives who are resulting in profitability, solvency and higher incomes for members.