devinitorg/iati-policy-markers huggingface dataset:
Improving production, marketing and the organisation of the Cooperative Union Started in 2005 with the mission of developing a strong dairy sector in Rukunguri and Kanungu district. Improve farmers’ income from dairy sales. Situated in Rukungiri, South Western Uganda. 5 societies are in Rukungiri distruct while Kanungu has 1 society. Kanungu isn’t good in dairy keeping only depending on Rukungiri area. 

RUDAFCU operates in these 2 districts  with a combined population of 333,000. It is mainly a milk collecting and processing cooperative union with 6 collecting and 5 selling centres. Over 1000 farmers deliver their milk to the 6 collecting points or to the truck along the route.


As a follow up of the growth ambitions of Rudafcu, both about markets and products, the most modern processing plant in South Western Uganda was built in 2014, investment Ugx 1,2 bn. It was opened by the president of Uganda in January 2015. 
In the plant the raw milk is heated to UHT milk so that it can be preserved for over a month.

Unfortunately it was not so well designed and/or constructed and within a week it broke down. Cause: broken or wrong parts of the installation. 
It hasn’t been in use ever since.

Agriterra could work with Rudafcu to:

Production:
- repair and improve production plant
- train staff how to use the machinery

Marketing:
- set up a marketing plan
- set up a marketing information system

Financial Management:
- train management and board on financial management
- training internal capitalisation

Improve production process
Improve marketing (marketing/ businessplan)
Improve financial management
Strengthening the organisation/ management
Consolidating the growth of the SACCO and its expansion plans Nyakyera Farmers’ Co-operative SACCO and its bye-laws has been registered under the provisions of section 5(2) of the Co-operative Societies Statue 1991, on the 6th of July 2004 and has certificate number 7036. Nyakyera SACCO is an economic engine in the area.

The main aim of the SACCO for this business plan is to be able to invest more in the agricultural sector in Nyakyera and Rukoni Sub-counties, by providing credit to its members. The SACCO is currently undercapitalized and seeks external funds in order to satisfy the demand for agricultural loans and serve the membership even better.

The SACCO wants to expand it services and invest even more in the ACE and RPO’s as these organizations are an engine, like the SACCO itself, for development in the area. The SACCO has however a shortage of funds and cannot provide the necessary loans, the demand is so high that many loan applications have to be declined, not because they are not viable but because no funds are available. Nyakyera Farmer SACCO seeks therefore external funds while at the same time attract more member savings deposits taking care of a proportionate growth of the organization. The SACCO also aims to strengthening its members by providing guidance in agribusiness financial management and assist members in developing their business ideas, as the ACE and RPO’s are independent this needs further streamlining, while focusing on the core business of the SACCO itself.

Attracting more liquidity to fund agricultural development.
Strengthening cooperatives in Quang Nam - ECODIT phase 1 This  grant is directed towards the ecologically and economically sustainable establishment and growth of cooperatives’ businesses in key commodities in the USAID Green Annamites Project areas, and, in the future replicability of the intervention. For this, the grant will ensure the managerial, governance and technical capacities of the coops and technical capacity of their farmer members. Together – and focusing on replicability – QNCA (and Hue Cooperative Alliance (HCA)) will acquire the capacities for further rolling out of similar initiatives. Furthermore government will also be aligned and will experience the necessary enabling environment for cooperative development according to international standards.
Project 8052 is for the inception phase of the project: assessments of cooperatives and value chains in the area; analysis of stakeholders and potential business partners; defining the workplan together with ECODIT and AGriterra team; and capacity building plan for QNCA.
This grant builds upon the Quang Nam Cooperative Development Plan developed by Agriterra, QNCA, DGRV and the PPC, for which an MoU was signed in March 2018. Furthermore, based on initial field analysis in 2017-18, a blended approach is proposed by working with existing cooperatives, setting up new cooperatives and strengthening QNCA and HCA to achieve the needed  outcomes and impact resulting from the project in Quang Nam and Hue province. For Hue province the focus will be mainly on capacitating the Hue Cooperative Alliance and support a small group of forestry associations into cooperatives. In the course of the project the potential in Hue province for upscaling and providing technical assistance in cooperative building needs to be assessed with the ECODIT project team.

Project Agreement ECODIT_8JuneVersion

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.
Good governance and strong financial management system After the tsunami (2004) an MOU (peace agreement) was signed between the separatists (GAM) and the local government in Aceh. This made it possible for investors to come back to the area and build up local businesses. On 16 March 2006 Koperasi Permata Gayo, a coffee cooperative, was established at Kampung Simpang Utama in Bener Meriah district, Aceh, Indonesia, by 50 farmers with 68 ha of coffee. Financial and logistic support came from an exporter (Mandago) at the beginning. Right now they have about 1,700 members.Since 2009 Permata Gayo exports coffee (green beans); 30% to Europe (to the Netherlands, Belgium and Germany) and 50% to the USA. The cooperative has a production of 3.750 m3 ton/year of organic coffee which come from area of 4.221 ha in Aceh (0.5 ha – 2 ha per farmer). They only buy coffee beans from their members, when they have contracts with oversee buyers. The cooperative started to sell also roasted coffee directly to hotels, unfortunately not with their own name or packaging. Still the coming years it is to be expected that the direct sales will expand further.

The year 2014 has been a hectic year for cooperative Permata Gayo. The newly elected board fired the staff and hired new staff. As these new employees were lacking experience and knowledge, certificates expired and also buyers were reluctant to work with these newly appointed staff and board members. In September, the board decided to resign and temporarily board consisting of one previous board member and the manager continued with activities till elections in March 2017. Although this has caused a setback for the cooperative, the future looks bright. The demand for Sumatra coffee is still growing and might grow more in the future when quality will improve.Currently Permata Gayo exports about 80 containers (max. 1.600 tons), which can be covered by the members. As a good processing facility is essential (also during the rainy season) the cooperative has plans to invest in this. One board members provide 15,000 square meters of land for processing and drying capacity for the coffee beans. Further investments are needed, like a canopy or greenhouse, a drying oven and more drying area. Total estimated investment will be around € 250.000. To attract possible financers, a bankable business plan was drafted and one financier is interested to finance. Though the financier put some conditions of which good governance, good financial system and written procedures are necessity.Support requested: 1. Set up of financial bookkeep system and staff trained2. Governance and cooperative principles training for delegates and collectors3. Drafting of procedures for financial department4. Financial audit 20155. Bookkeeping training for the collectors6. Training in how settings for laboratory

Obtain finance to invest in the canopy and drying area
Building farmers organisations from scratch in Bangladesh This is an advisory trajectory for supporting (emerging) FOs in Bangladesh. It is a joint effort of the teams "grass-roots entrepreneurship" and "advocacy and innovation", and the project will be used to register working hours of advisory support by Agriterra staff and advisory support contracts for agripool/consultants.

This is an advisory trajectory for supporting (emerging) FOs in Bangladesh. It is a joint effort of the teams "grass-roots entrepreneurship" and "advocacy and innovation", and the project will be used to register working hours of advisory support by Agriterra staff and advisory support contracts for agripool/consultants.

Support business development and market driven growth of Mosoriot Horticultural Crops Growers Co-operative Society Ltd
Establishing Niger seed edible oil refinery plant Haragu multipurpose Farmers‟ cooperative union was established in 2001 in Guduru district in Kombolcha town. The union located 275 km away from the capital city Addis Ababa to the west and 67 km from zonal town Shambu. The union is operating in four districts namely Abay chomen, Ababo Guduru, Guduru and Jima Rare. In the operational area of the union major crops like maize, sesame, Niger, wheat and teff are produced by small holder farmers‟. The union was founded to solve economic and social problems of the members by efficient utilization of resources and improve the living standard of members by creating better market opportunity for farmers produces and supplying agricultural input and better technology that can increase production and productivity and value addition on farmers produces. 
  The union founded by ten primary cooperatives with initial capital of 120,000 Birr and by individual farmers of 7196 (6,784-male and 412-female). The number of primary cooperatives joining this union, capital and the portfolio of the business has been increasing from time to time. Currently the capital of the union is grown to 15 million ETB and the members’ cooperatives reach 67 and having a total individual farmer of 39,030 farmers (30,260 male and 8770 female). The union has been working with Agriterra since 2015 and remarkable success have been achieved. Some of the achievements are; the union step to engaged in agro-processing of semi refinery Niger seed oil plant, the PCs start to hire professional experts to diversify their business ambition, boosting the output marketing, the relation of the PCs and union and individual members are improved via different training. The union start mobilizing the internal capital and build trust and sense of ownership with members, the individual members fetch hire price for their produce etc. 

The following is the main focus to be achieved:  
Import the Niger seed edible oil refinery plant machinery
Professionalizing major Niger seed producers’ PCs and improving their business dynamic 
Mobilizing 3 million ETB and realization of the investment plant 
Setup the human resource manual and guided professionally 
Increasing the output marketing and purchase 35,000 quintal maize, 6000 Niger seed, 5700 quintals of different crop 
Improving the financial management system of the union     

In 2017 the action plans have been developed for 4 PCs in addition to the union to realize the union's business ambition. In 2017 the main target is to engage in agro-processing (by establishing a semi refinery edible oil plant).
Ethiopia - Business development 2018 This project contains all business development related activities. Which are focused on finding customers who believe in our value and are willing to pay for our services. 
  

Define a business development strategy and execute during 2018. Start to execute some projects and make sure to fill a pipeline of projects for 2019.

Develop a pipeline of alternative funding. Target for 2018 is 300K euro.
Strengthening the extension department and cementing the market share of Royal fresh Mukurwe-ini wakulima dairy limited is at a very importantant stage of their development now with regards to 'Royal fresh'. In 2017, the focus was still on mobilising members' milk to work towards full utilisation of the processing facility, efficient processing operations, strenthening of governnace and management and growing the market share of the brand-'Royal fresh'. During the same year, the company grew tremendously, processing upto a high of 41K litres of milk per day and making revenues of upto KES 1 billion. This is expected to grow to a daily average of 45K litres being processed in 2018. The milk processed in 2017 came came from an active membership of 6980 farmers within the catchment area of MWDL who were paid a farm gate price of KES 35 per litre on average throughout the year, which was a historical high. 
In 2018, MWDL intent to invest on a UHT line thus opening up possibilities to target new markets that cannot be served by fresh milk owing to distance and adverse whether conditions. The focus therefore during the year will be to continue pushing the farmers to produce more milk for efficient utilisation of the processing capacity and to also work hard on the marketing front to open the new markets as well as cement the existing ones.         

       Project   Activities:     Train the extension staff in a practical dairy training   farm:
     • Extension methodology
     • Breeding inc. calf rearing
     • Nutrition et al
       Exchange visit of the extension team to a dairy processing   cooperative or company  
       Develop effective training materials tailored to MWDL's farmers
       Work towards implementation of food safety management system   (HACCP)
       Board and management workshop on responsibilities of the board   and current board practices, conflict of interest and Strategic direction as   well as KPIs 
  

Increased milk deliveries from the farmers up to a daily average of 45000L in 2018
Continuous pay of competitive farm gate prices. 
Strong governance structures devoid of corruption and conflict of interest.
Improved quality decision making within the board.
Élargir le succès de 2017 à propos la commercialisation du café de la CPNCK et l'organisation interne. La CPNCK travaille avec Agriterra depuis 2016. En 2017 la CPNCK a recruté un nouveau comptable et la coopérative a vendu un conteneur du café vert K4 à Tropicore et 40 sacs de café vert à TSU, les deux partiellement grace à les interventions d'Agriterra. Pour 2018 l'organisation a besoin de plus renforcer les démarches internes au niveau de la gouvernance et gestion financière, mais aussi de renforcer sa position sur la marché internationale pour atteindre un taille des affaires de deux conteneurs de café vert.

La CPNCK va se focaliser sur les activitées suivantes avec l'appui d'Agirerra:
       Actualiser   le tableau avec des organisations financières
       Fidéliser les organisations financières spécifiées et contacter   les nouveaux
       Actualiser le tableau avec des acheteurs potentiels (connu et   nouveau)
       Contacter les acheteurs spécifiés
       Formation sur la qualité du café au micro station de lavage
       Enregistrement au Cadastre et taxation
       Competition inter-sections de lavage de café, cupping sur chaque   café des sections
       Audit externe 2017 avec les frais d'Agriterra specificié +   présentation à l'AG
  


Pour 2018, les grandes ambitions pour la CPNCK sont de renforcer sa base des adhérents, d'obtenir des certificats biologique et commerce équitable, d'améliorer sa gestion financière et de vendre 2 conteneurs du café vert.
Collaboration with AgriProFocus Zambia AgriProFocus is a global network with activities in 14 countries, including Zambia. AgriProFocus convenes stakeholders from the private and public sector and civil society that are committed to work with entrepreneurial farmers.
In Zambia, Agriterra has been benefiting from AgriProFocus as a network organisation providing key contacts in the Zambian agricultural sector including cooperatives and farmer organisations, organising network platforms to promote Agriterra visibility and acquisition, forging business linkages and jointly promoting youth participation, gender, access to finance and dairy development at the level of organised farmers.
Collaboration between Agriterra and AgriProFocus in 2017 is service-driven and based on a concrete Agriterra need and its direct impact on the Agriterra result areas. 

In 2017, collaboration between Agriterra and AgriProFocus in Zambia is focused on the following activities:
- Agriterra participation in the Cooperative Day in Southern Province (7th July)
- Agriterra participation in the Chipata Business Platform (24th-25th August)
- Agriterra participation in the Choma Business Platform (October)
- Agriterra participation in the Gender track with CAZ and DAZ (follow-up of 2016 collaboration)

Enhance visibility of Agriterra in Zambia for acquisition of new clients and paid services
Investing in sustainable supply of milk (phase 3) Kieni Dairy has been formed by six primary coops in 1995. The individual cooperatives were finding it very difficult in achieving a higher milk price for their members. Kieni Dairy currently consists of 7 primary cooperatives. For 2014, the cooperative received an average of 22,109 kg of milk per day (compared to 23,511 kg in 2013). Currently 4,726 members actively supply the milk from the seven societies. Members in average have 2-3 milking cows.

Kieni targets to improve quantity and quality of roughage feed to milking cows. To increase milk yield on a daily basis, cows need to be fed well, also in periods of drought. Kieni takes up buying and producing roughage and supplies this to the primary cooperatives, which in turn will sell these feeds to their members. 

Kieni also focuses on marketing. Kieni Dairy main business is bulking, selling and transporting milk of 7 primary Co-operatives to processors. The combined actions of Kieni and its seven primary cooperatives for coming years need to be elaborated in a new startegic plan.

Activities in action plan 2015:

Objectives: 	Increase milk intake to 27,000 kg, use Extension services
		Improve internal governance
		Have a clear vision on future joint business by all primary cooperatives

Develop feed production 
-	Establish irrigated demo/trial plot (10 acre plot on milk collection site of Kieni) on a) production of high quality hay, b) other feed crops like silage maize varieties, sorghum, new tropical grasses for grazing, etc. 
These activities are separately contracted under project 14kie-6216  Irrigation system for demo plot roughage feed production (until 30 April 2015).

-	Hire 2 extension officers
-	Support the active (3-5) SPEs to deliver services to the farmers; select one youth as team leader 

Governance
-	Hold AGM
-	Follow up workshop of Executive Board members of 7 primary coops on a) internal governance, incl. youth, b) conflict resolution and c) joint business
-	Organise managers meeting of 7 primary cooperatives
-	Implement plan of approach as elaborated during cooperative governance training in January 2015
-	Review the current Strategic plan
-	Exposure visit to dairy collection/processing & demo farms of other dairy societies (i.e. Mukurwe-ini, Mumberes, Meru)

Increase milk intake to 27,000 kg, use Extension services
Improve internal governance
Have a clear vision on future joint business by all primary cooperatives
Increased milk volumes and improved internal controls MFCS is a fully farmer-owned cooperative with a major business   of collecting, bulking and chilling milk. The cooperative also indulges in   sharing, bulking and marketing wool for members. The cooperative was   conceptualized and registered in 1974. It is situated in West Pokot County,   Lelan division, in a rugged landscape, about 25 Kms off Kitale-Kapenguria   road, 62Kms from Kitale. It recorded an average of 6,000kg/day of milk in   2014. The core startegy for Muruny is to further increase milk volumes from 4500   in 2017 to 6000 in 2018 and strengthen organisational structure by ensuring   clear internal controls are instututed and adhered to. 
          

The project targets;
Mobilisation of 200 new registered membersHold 3 regional sensitization meetingsReview of organisational by lawsMaintain monthly cashflow projections and monthly financial reports to be reviewed by the board and managementHiring a ManagerEstablishing 3 demo farms within the regional areasDevelopment of Youth Council bylaws Training of the youth councilTrainings on record keeping, my-coop and financial management

Increase milk volumes from 4,500kg/day to 6,000kg/day in 2018
Dairy Development Program FrieslandCampina - Deployment of active dairy farming experts The world’s largest dairy cooperative, FrieslandCampina, wants to share its more than 130 years of knowledge and experience to increase the profitability of farms in its working area and to create shared value for the farmers and the company. The Dairy Development Program is part of the CSR house and has been implemented for external and internal reasons. External reasons are: pressure from governments to increase local supply, changing consumer preferences, increased competition and the route 2020 CSR policy, which calls for greater local involvement. Internal reasons are: compliance with FrieslandCampina quality standards, which calls for significant quality improvement. 
One element of the Dairy Development Program is the Farmer2Farmer project. In 2013 and 2014 in total 15 Dutch dairy farmers have been selected for the project, to train and advise dairy farmers in Asia (Vietnam, Indonesia, Malaysia and Thailand) on aspects of dairy farming, such as feeding and watering, calf-rearing, milking hygiene and practice, milking machine maintenance, hoof care and housing & barn design. The main goal of the Farmer 2 Farmer program is to improve milk quality and increase milk production on farms in the Asian countries. This project is one element of the Agriterra - Royal FrieslandCampina partnership.

Following the same Farmer2Farmer concept in 2016 3 advisory missions will be realized: 1 mission to Malaysia, 1 mission to Thailand and 1 to Indonesia. Key Performance Indicators for 2016 will be 1) number of farmers trained, 2) Milk productivity per cow and 3) Average score on GDFP. To measure productivity and GDFP, a sample of 50 farms per country will be used to give an indication. All mission related expenses will be covered by FrieslandCampina.

The Farmer2Farmer program aims to train and advise dairy farmers in Asia (Vietnam, Indonesia, Malaysia and Thailand) and East Africa on aspects of dairy farming, such as feeding and watering, calf-rearing, milking hygiene and practice, milking machine maintenance, hoof care and housing & barn design. The main goal of the Farmer 2 Farmer program is to improve milk quality and increase milk production on farms in the Asian countries.
Institutional project Asia In China Agriterra has two employees: Li Wenmin and Lei Chen. Both are working as a junior business advisor in China. Li Wenmin in Kunming, Lei Chen in Chengdu.

This project and mission are made for payment of the salaries

Payment of salaries of the Local Chinese staff: Li Wenmin and Lei Chen via Scenter.