devinitorg/iati-policy-markers huggingface dataset:
Professionalisation des affaires d'AMKA AMKA est une coopérative des caféiculteurs à Minova, Sud-Kivu, République Démocratique du Congo. La coopérative a 2,099 membres en totale et 1,314 membres actifs. Les plantations de café, anciennement propriété des Belges, étaient abandonnées la coopérative AMKA a comme objectif de relever le niveau socioéconomique du caféiculteur. La collecte de la production est appuyée par COMEQUI, une ASBL Belge qui fournit le préfinancement de la campagne.
Agriterra et AMKA ont une partenariat depuis 2016 et depuis lors, AMKA a professional ses affaires petit à petit. La relation informelle avec COMEQUI a été formalisé, un plan stratégique a été développé, un logiciel comptable a été pris en service et les personnes clés au sein la coopérative ont été formées sur la gestion financière. Basé sur cette base, on veut construire les étapes suivantes.

Ce projet est focalisé sur la professionnalisation des aspects des procédures internes, la positionnement d'AMKA sur le marché international et l'amélioration du production du café des adhérents.

AMKA a besoin de renforcer les processus internes pour davantage gérer les finances internes. Pour les affaires financières qui concerne les parties externes, AMKA voudrait apprendre plus au niveau de taxation et fiscalité. Pour accroitre sa part de marché, AMKA voudrait obtenir quelques certificats du café et réaliser des relation avancées/poussées sur le niveau local, national et international en vue de la valorisation du café du kivu sur le marché international et vendre à un bon prix.
Improving output marketing capacity: action plan Galema 2013 Galema is situated in the middle of the wheat and barley producing areas. One of Galema’s business aims is increasing its output marketing performance in wheat and barley by increasing market linkages with sound market outlets. For barley there are good opportunities to link with Assela Malt Factory. SNV and Agriterra will assist in linking the union, establishing a sound contractual agreement for the factory, mobilizing the required work capital and strengthen the union's capacities in the area of marketing, accounting and membership commitment. 

Galema aims to improve its output marketing performance, by working with a selection of best performing primary cooperative societies and in close collaboration with a business cluster; a consortium of unions, PCS, buyers, capacity builders, financial institutes and service providers working together in improving the efficiency in the value chain. Next to increasing the output marketing performance, Galema seeks to process its wheat into flour. Together with neighboring unions a feasibility and business planning assignment will be enrolled in order to assess the development of a joint processing venture.

In order to achieve the business ambitions of Galema, an action plan was developed. Key objectives of the action plan are: 

Objectives
-	To develop a business plan for work capital and mobilize the required finance
-	To improve the supply chain management and business relation with PCS
-	To improve output marketing performance by 25-50%
-	To establish and meet the contract with Asela Malt Factory

-	To develop a business plan for work capital and mobilize the required finance
-	To improve the supply chain management and business relation with PCS
-	To improve output marketing performance by 25-50%
-	To establish and meet the contract with Asela Malt Factory
Redefining the Strategic direction & setting up a sustainable HR structure Joinas Sacco has been one of the best performing SACCOs in the Agriterra portfolio, having achieved quite a substantial growth in the recent past. In the last period, the focus was developing innovating farmer products. Due to great achievements done in the past years, it was agreed that the client would be phased out from a client to a partner. However, due to the political situation in the previous year, the sacco was negatively affected by this leading it to loss making. It was therefore agreed that Agriterra will support the Sacco for another year to ensure that it is financially sustainable and sustinable before enventual phase-out. The Focus of the currebt AP is therefore to re-define the Strategic Direction by development of a Strategic plan. Additionally, Agriterra will support Joinas in Developing a sustainable HR structure that suits their needs.

       Develop   a new 5year Strategic Plan clearly defining the next growth trajectory
       Organize a joint forum for the Board of Joinas and Kiambaa:   Working together
       Training of staff-members
       Setting a Farmer-Advisory partnership with Kiambaa Dairy in loan   products
       Follow-up Supervisory Board Training
        HR Mission on developing a sustainable Organization Structure     

2018: Re-define the Strategic Direction by development of a strategic plan an sustainable HR structure
Towards a professional malt barley and wheat marketing organization Raya Kejewa Multipurpose Cooperative Farmers Unions is a multipurpose union established in 2008. The union has 31 cooperative societies as member. The union has a track record in input marketing, output marketing performance is low. 

The area has excellent conditions for malt barley production. In the 2011/2012 season more than 100 tons of malt barley was produced in the Kofele district.  Although it appears that the union has the capacity to mobilize primary cooperatives, it lacks working capital to purchase malt barley and due to weak management in 2012 no malt barley was traded by the union.  The union stated that margins on wheat trading are minimal.

In 2012 general manager as well as almost all staff members have been renewed. Former employees didn’t perform well and there were irregularities with cash management. The current staff is said to perform well. The general manager, employed since 2012, is proud of achievements such as construction of new office, achieved support by Self Help Africa, wrote a proposal for ACDIVOCA for construction of warehouse, no cases of fraud occurred, no corruption and net profit of ETB in 2012.

The relation with PCs is considered as weak. Main reason is that union is not able to meet expectations regarding purchase and marketing of products due to shortage of working capital. However, members value the service of inputs distribution.

Raya Kejewa is a multipurpose union, with a focus on malt barley and wheat. Their focus is mainly on input marketing and the union seeks to enhance its performance in output marketing. The company assessment showed that especially the linkage with the Primary Cooperative Societies (PCS)  is very weak and that the PCS are more input marketing oriented. Only 2 out of the PCS are actively involved in output marketing in collaboration with the union. Reason for the low performance of union and PCS is the weak relation between PCS and union and the low awareness of PCS what the union can do for them. This action plan focusses on strengthening the PCS-union linkage as well as professionalizing the union in its output marketing performance, financial management, acquisition of sufficient work capital and business plan development. 

Objectives of the action plan in brief are:
-	Strengthening the transaction relation between the primary cooperative societies and the union
-	Professionalizing the unions trade capacity and important supportive systems as financial management, membership database and human resource management
-	Acquiring working capital and improving output marketing performance.

-	Strengthening the transaction relation between the primary cooperative societies and the union
-	Professionalizing the unions trade capacity and important supportive systems as financial management, membership database and human resource management
-	Acquiring working capital and improving output marketing performance.
Set up environment for operationalizing  paddy processing factory The Dumarwana Small Farmer Agriculture Cooperative Limited (DSFACL) is located at the central region of Nepal, in Bara district. In 1997 the cooperative was registered with 454 members and grown to 9.572 members in April 2017. Out of total members, about 8.000 are rice farmers. The livelihood of members largely depends upon the income of paddy. There is demand from members to invest in a rice processing plant and market rice on behalf of the members. DSFACL already purchased the land and constructed a building for the rice processing plant. DSFACL is currently exploring options to finance the investment. DSFACL could gain regular source of income from agri-business other than financial services. During the company assessment in April 2017, it was realized that Agriterra can add value in their envisioned plan of running rice processing plant which gives more marketing opportunities and better prices for all their members. The cooperative should focus on organizational development and development of rice processing business. This is expected to results in the realization of the  paddy processing factory and a yearly processed volume of 15.000 ton paddy by end of 2019.

The project plan focused on the business, finance, and organisational of the cooperative. DSFACL will take lead and Agriterra will support in implementing the action plan.Business development: conducting a workshop about the new business plan with representatives of the five service centres, government and financial institutions. Thereby DSAFCL will get to know about possibilities and commitment of the stakeholders and members.

The overall goal is the sustainable establishment and growth of cooperatives’ businesses in the Quang Nam around the Green Annamites area; leading to profitable and solvent farmer-led business.
Upscale mainstreaming of gender in sunflower value chain Sunflower enterprise and its value chain has become the most important production venture for food and cash crop that have been promoted to reach many women and men in order to change their attitude and increase in income level and standard of living, but the pace is still low and approach addresses gender issues with limitation.
KIDFA promoted commercialization by mainstreaming gender issues into sunflower value chain in 4 subcounties: Padibe, Akwang, Kitgum matidi and lokung Counties. 2 more sub couties will be added Orom and Ogili in order to reach more farmers in order to have good economic impact.

The overall objective: Is to increase gender sensitive participation in all economic life at households through crops value chain.
Specific objectives are;  
(i)	To build capacity of KIDFA change agents to effectively implement gender responsive interventions within its activity operations by the end of the project in December 2014
(ii)	To increase awareness and expand gender knowledge to 240 groups in two sub counties of Ogili and Orom through sunflower value chain.
(iii)	To adequately reach more families equip  and empower  families with adequate knowledge and skills on efficient and effective production and good post harvest handling practices of hybrid DK4040 sunflower by August 2014 
(iv)	To train 50% of men and 50% of 240 group executive committee in business planning, book keeping, marketing strategy and shared benefit for women and men involved in sunflower value chain.
(v)	To share and exchange experiences within and outside the groups on gender services and products, successes, challenges and documentation.

•	Increase income of 6000 households’ direct beneficiaries in Kitgum and Lamwo.
•	A total of 50 new change agents identified and selected by the group members trained on gender concepts on equality for 3days to enable them deliver affective.
•	Conduct households trainings on gender, joint planning and shared benefits for 240 groups by M and E officers
•	Training and mentoring women and youth entrepreneurs in entrepreneurships  for 3days 20 women and 15  youth 
•	Backstop to 240 groups on enterprise development, joint planning and shared benefit and financial management by July 2015, 
•	Trained 100 VSLA group in marketing, business planning, book keeping and market information
•	A total of 240 Groups trained in gender and HIV / AIDS by end 2014. Farmers able to live responsibly and produce food and generate income for the household.
•	Exchange experiences within and outside the groups on gender services and products, successes, challenges and documentation
Upscaling packaged tea export sales Tinjure Tea Farmers Cooperative Society Ltd. is a tea farmers primary cooperative (PC) with 245 members (33% women) located in Tinjure village, Ilam district. The organization is specialized in the collection, processing, and marketing of the fresh tea produced by their small-scale member farmers. Tinjure was founded in 1994 and is the oldest tea cooperative in the country. It has a small processing factory with a maximum capacity of 800 kg per day. In September 2016 Tinjure and the Dutch tea buyer Maas International expressed their interest to start an export program where Tinjure under the support of Agriterra and CTCF would export packaged 2-gram tea bags to the Netherlands. In 2016 and 2017 major progress was booked in realizing the ambition, such as Rainforest certification, construction of tea packaging room, import of all machinery and packaging materials, packaging staff (all women) trained, test packaging and shipment of 138 kg tea, and further professionalization of the organization in terms of financial management and business planning. Early 2018 the product will be officially launched and be for sale in the Netherlands. It is expected that the total demand in 2018 will increase to 220 kg packaged tea. Therefore, the 2018 Action Plan will further focus on facilitating this growth in terms of organizational capacity, and export handling. In 2017 Tinjure also for the first time in several years made a profit on the overall business of 1.5 Million NPR. The goals for 2018 is to see a further increase to at least 1 million NPR. Therefore, the total capacity of the factory need to be utilized to a larger extend (from current average of 107 kg per day to a minimum of 200 kg per day) and that requires the buying of more fresh tea leaves from the members. In the financial year 2016-2017 the total fresh tea leave intake was 27.868 kg and this is expected to rise to 48.000 kg in 2017-2018. To increase tea leave intake, the cooperative needs a working capital loan of 1 million NPR in order to pay the farmers on time.

The projects contract period will be from January 1 to 31 December,2018. The activities in the project will contribute on increasing tea export. Firstly, the financial budget will be prepared for 2018 to know the tentative expenditure in the yearly activities. There will be continuous support in paying salary to account and field supervisor which will contribute on making financial data and services to the members up to date. Moreover the activities will focus on RFA standardization training and finding local resources for packaging of tea.
    

The goals of this project are as below
Export of 220 kgs. of packaged tea to the NetherlandsIncrease in profit of cooperative by 1 million Maximize the average production of product from its current average of 107 kgs to 200 kgs. Increase in leave intake from its current intake of 27.868 kg to 48.000 kgRealization of 1 million NPR working capital for making payment to its members.
Scopings & Company Assessments 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. 

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 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 underlying project aims to facilitate scoping missions as well as missions for company or organisation assessment to the country of China. 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.Some of the acquisition related activities/assignments will be registered under this project as well.
Business development - Latin America 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.
Duplicando la exportación Agriterra inició la colaboración con ASOCAFE en 2017 donde la organización, que partía de una situación de iliquidez, paralización del negocio de exportación y pérdida de credibilidad ante asociados y terceros, consiguió alcanzas alentadores resultados: i) obtención de USD 150.000 para acopio de café guinda, ii) renegociación del precio de acopio al productor de Bs 60.00 a Bs 45.00 para entrar en beneficios, iii) incremento de la exportación de café grano de 1 contendor a 2 contenedores anuales.
El objetivo en 2018 es incrementar el acceso a financiación de capital de acopio, reestructurar la deuda en mora con entidades financiera para facilitar el repago, mejorar los procedimientos de gestión y control internos y duplicar la exportación de café grano. 


Financiado con costes locales:
- Contratación de personal: 2 responsables de acopio y 1 responsable de calidad por 5 meses
  
- Fortalecer la exportación: i) compra de 280 bolsas para exportación de café especial y ii) envío de 5 muestras a clientes internacionales
  
- Desarrollo de una campaña de sociliazación: i) entrega de incentivos a los productores, ii) adquisición de material de escritorio, iii) realización de viajes del Directorio a las comunidades y iv) otros gastos de socialización
Servicios:
  
- Asesoría de agripool de cuellos de botella (sujeto a financiación de terceros)
  
- Consultoría de renovación de Estatutos

Duplicar la exportación de café grano de 2 contenedores en 2017 a 4 contenedores en 2018 y reestructurar las finanzas de la organización.
Mapeo, análisis de prospección y análisis organizativos en Ecuador Mapeo, identificación y análisis de cooperativas y organizaciones de productores susceptibles de integrar la cartera de clientes de Acodea en Ecuador.

Realización de al menos 1 misión de prospección y 5 misiones de análisis organizativo.

El objetivo es lograr 5 clientes en Ecuador para finales de 2018
Proyección Estratégica de Fedeple La Federación Departamental de Productores de Leche de Santa Cruz (FEDEPLE) es una entidad gremial sin fines de lucro. FEDEPLE inició como ADEPLE (Asociación de Productores de Leche) el en 1977. El rápido crecimiento orgánico institucional y la consolidación de servicios llevaron a sus fundadores y productores a evolucionar ADEPLE desde asociación a una federación hace ya 20 años. FEDEPLE está conformada por nueve Asociaciones provinciales de productores de leche y una especializada, que juntas aglutinan aproximadamente 900 socios activos, distribuidos en cinco provincias conformantes de la cuenca lechera integrada del Departamento de Santa Cruz.
La federación actualmente se encuentra en una situación muy estable, financiera y políticamente hablando. Gracias a su mecanismo único de retención a través del que canaliza 300,000 litros diarios de leche líquida hacia la empresa monopolística PIL Andina. Quincenalmente recibe directamente los pagos de PIL que posteriormente redistribuye a los productores lecheros afiliados descontando el valor de los productos y servicios ofrecidos por la federación que son empleados por los ganaderos. Esto le ha permitido tener una tasa de morosidad muy baja, autofinanciar gran parte de sus servicios y mantener un crecimiento sostenido. 
  


  El principal reto al que se enfrenta Fedeple en estos momentos es la planificación de su estrategia futura, estrategia que hasta el momento ha sido definida a través de los mandatos del Congreso Ganadero y la visión del Directorio, ambos acotados a un periodo de dos años. Escenario que dificulta la capacidad interna para desarrollar políticas y estrategias de largo plazo

Actividades
• Desarrollo del pensamiento estratégico • Formulación del borrador del Plan Estratégico Institucional para el período 2018-2022• Elaboración del Manual de Funciones y Manual de Operaciones de la Comisión Revisora del Movimiento Económico• Elaboración del Manual de Funciones y Manual de Operaciones• Estructuración de la instancia interinstitucional de promoción al consumo de leche del Departamento de Santa Cruz• Diagnóstico técnico del proceso productivo de Fomento Lechero (elaborado por PUM)

Servicios
·  Misión de aprendizaje a una organización lechera de referencia para fortalecer el pensamiento estratégico de la organización 
· Taller de Gestión Financiera Avanzada para 4 personas de la entidad 

El objetivo principal es desarrollar la visión a futuro de Fedeple como una entidad de vanguardia en el país, puesto que Fedeple dispone de la estabalidad política y económica para afrontar cualquier reto.
Increasing Agricultural Investments through advocacy for farmer favourable policies null

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Main goals:  - Lay the foundation for financialy sustainable service provison - Build the capacity of NACCFL representatives at national and district level in effective and systematic lobby and advocacy with the aim to generate funds and have favourable policies for farmers cooperatives. 

Specific goals: 



1. Informing and mobilizing farmers’ organizations about the public program especially government funds that are available at the local, district ad national level. 2. Ensuring FOs’ involvement in the institutional setting of the government policy/program design process especially at the national level: example: input on the new coop law and cop tax systems.3. Farmers’ organizations prepare action plans /proposals for their involvement in the implementation of the programmes/ getting access to certain funds of government programmes.