devinitorg/iati-policy-markers huggingface dataset:
Una nueva estrategia para la FCC II Las capacidades del equipo de gestión y el potencial de la organización apuntan a un eventual desarrollo futuro, aunque ha de trabajarse en profundidad en el fortalecimiento de la base y en la unión estratégica de la misma.
Una vez definido el plan estratégico durante el primer año de colaboración, el apoyo se centrará en la idea estratégica de una transición a la producción orgánica, las inversiones en infraestructura  y a la puesta a punto de la planta de abono orgánico de la organización.
La organización cuenta con una buena capacidad de acopio, un equipo de gestión muy valorado y buena reputación en el sector. Por el contrario, el no tener una estrategia bien definida, la resistencia al cambio y el individualismo son las mayores debilidades que se identifican.
FCC debe aprovechar las nuevas oportunidades comerciales (mercado orgánico, cafés especiales y micro lotes) y la posibilidad de acceder a financiación de para desarrollar nuevas iniciativas.

El calendario de actividades se elaborará en Agosto 2018
Scoping missions, company assessments & strategic planning 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. This vision has become almost undisputed, the mechanisms are understood, and the mission derived from it, the strengthening of farmers’ organizations, is the only logical one. The approaches (advocacy, entrepreneurship and bankable co-ops) have brought an excellent focus onto the work of Agriterra. This has been achieved over two decades in
which the strategy of Agriterra was to obtain funds for farmers’ organizations through inclusion in official development cooperation. In this way, Agriterra has been able to fulfil its mission. 

Agriterra's new strategy, that runs from 2015 - 2018 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 no longer on capturing funds to grant to farmers’ organizations. Instead, it focuses 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 adjusted strategy of Agriterra required to take a close view on the quality of the current client portfolio. For this reason screening of all clients took place and as a result it was decided that more than 50% of the clients needed to be phased out, leaving a rather limited group of clients that did meet the conditions for future support. 

Next to Kenya, Uganda, Ethiopia, Peru, Tanzania and Indonesia Agriterra is also preparing local presence in Zambia, Burundi, Rwanda, DRC, Nepal, Vietnam, China and Bolivia. These countries have been selected as program countries for Agriterra for the coming years. 80% of resources (financial and human) will be targeting farmer organisations and cooperatives in these countries. T

The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessment 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.

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To facilitate scoping missions as well as missions for company or organisation assessment 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
IFAJ Global Office Traditionally IFAJ has been an organisation built on volunteers. However, as additional global activities are pursued, more support is required for the following activities:
- web network
- guild support
- finances/sponsorship
- administrative tasks

IFAJ hires two professionals from Agriterra, both for one day a week. The idea is to do this for the period of three years, but the initial contract will be for 1 year and review the results at the end of 2014. At that moment it will be decided whether we continue this cooperation.

Agriterra expects that it will in the slipstream also profit from this cooperation, being the only development organisation this close working with journalists and housing the global office of the journalists federation.

The IFAJ president and the managing director of Agriterra have agreed to start on a contract for one year. The final details are discussed on December 10, 2013. As a result, the IFAJ and Agriterra will sign an agreement with a work plan as annex.

to structure the management of the M&E system (i.e. both the knowledge and the responsible staff) within AgriCord in such a way that the targets are met
Effective lobby and advocacy to attract investments for agricultural cooperatives Nepal Agricultural Cooperative Central Federation (NACCFL) is a central level umbrella organization of Small Farmer Agricultural Cooperatives (SFACLs) and Agricultural Cooperatives. NACCFL has a project contract with Agriterra to strengthen two aspects of NACCFL: (financially) sustainable service provision and effective lobby and advocacy support in 2016. NACCFL also maintained the record of member cooperatives. NACCFL and its member organizations have used the methodology of FACT to write SMART proposal, and policy lobbying and advocacy. The result of the interventions was quite positive. NACCFL succeeded to attract grant from Government and provided inputs in the policy. To maintain the momentum achieved during 2016, there is need of continuation program in FACT. 

For 2017, the collaboration of Agriterra and NACCFL focus on roll out, coaching and effective use of FACT methodology in the policy lobbying and advocacy. Agriterra will introduce the concept of youth council and governance training to NACCFL and other clients.  The expected outcomes are NACCFL and member organizations developed the lobby and advocacy skills, and have access to government and donor grant. NACCFL properly utilized the information of member database for policy lobbying and advocacy

In 2017, Agriterra mainly focus on supporting NACCFL on effective policy lobbying and advocacy. NACCFL with their members have reaped the benefit of using FACT methodology to access the grants and influence in policy advocacy in last year.  Government of Nepal and donor organizations value inputs from NACCFL in making strategic decision, policy making and budget related to agriculture and cooperatives sector. Strengthening capacity of NACCFL in policy lobbying and advocacy will support to access that unspent budget of government and favorable policy change. This will benefit large number of farmers in Nepal.
Agriterra and NACCFL will do regular monitoring and coaching in the FACT trajectory and ensure the implementation of action plans made during the FACT workshop. The mid term evaluation will be done by Agriterra based upon the indicators set in the action plan. Agriterra will revise the action plans if needed.
  

In 2016, Agriterra has developed 16 local trainers for conducting the roll out of FACT training. In one roll out training, Agriterra will provide one resource person and NACCFL will do remaining 2 training by own resource person.
  
During policy lobbying and advocacy, NACCFL will give priority of gender and youth involvement in agricultural sector. As cross cutting issues of the project, Agriterra also focus on governance and youth council with NACCFL.

Developed the lobby and advocacy skills, and have access to government and donor grant.
Scoping and Cooperative Assessments Philippines 2018 Mapping of potential new clients in the Philippines and the assessment of potential new clients in 2018. 

Expected: All desk work related to scoping, assessment, and study tours2-3 scoping visits5-6 cooperative assessments and 1 study tour

Mapping of potential new clients in the Philippines and the assessment of potential new clients in 2018.
Expanding Business to Pasta & Macaroni Factory Uta Wayu is one of the succesful union on overall organizational development. In 2017 the union capital has increased from 55 million Birr to 76.9 million birr; membership has increased from 54,313 to 63,507 small holder farmers. The union is located in a potential area of producing malt barley, Haricot bean, Maize and wheat. In 2017 the union has purchased, 5,400 quintal haricot beans( 4,000 quintal exported through oromia federation), 39,100 quintal malt barley and 3,700 quintal of  wheat. on mid of 2017 the union inagurated wheat Flour factory inorder to crush wheat and sold to surrounding areas. so far the production of wheat flour going well and on 2018 demands more to Brand and cover wide areas by producing quality flour, wants to increase volume of sales and distribute the profit to members. in 2017 the union sold 11,940 quintal of Wheat Flour and gain ETB 12,322,080.  after hiring Marketing manager the union is succesful on marketing activities and  have a plan on 2018 to purchase 60,000 quintal of Malt barley, 151,400 quintal of Wheat for the factory, 10,000 quintal of Haricot bean( 5,000 will be exported direcly by the union), Maize 10,000 quintal. Uta wayu is a graduated/ advanced client of Agriterra for 2018 and will focus only on selected advisory service topics. 

For 2018 the union will focus on branding the wheat flour and increase volume of sales by producing quality product and also focus on to have Feseability study for expansion in  Pasta and Macaroni factory. the wheat is strong and more preferred for Pasta & Macaroni rather for bread. The AP will focuses on Marketing & Branding activities and strengthening decision makers to have broader insight for models of Financing. The Factory has a capacity of crushing 600 quintal per day if they works 24 hour with three shifts but currently the machine works only 130 quintal per day with one shift. As the nature of Wheat on the area is hard they want to visit some unions or private companies that have pasta and Macaroni Factory to grasp their experience and best practice. afterwards they will decide to conduct feasibility study for expansion of Pasta and Macaroni Business. The 2018 main activities are:
increase the benefit of farmers by engaging the union in to additional business venture i.e pasta and macaroni factory,conducting feasibility study for pasta and macaroni factory having well organized marketing strategy for wheat flour factory and for the planned new business,enabling for utilizing the maximum capacity of the installed machine for quality production and increase volume of sales 

Increase the benefit of farmers by creating additional business.
Registro y legalización de Acodea en Nicaragua - Registro y legalización de la Fundación Acodea como entidad sin fines de lucro extranjera en Nicaragua. 
- Obtención de permisos de residencia y trabajo para Rafael Lesmes como empleado de Acodea en Nicaragua.

- Obtención de certificado de registro y legalización de la Fundación Acodea como entidad sin fines de lucro extranjera en Nicaragua en un periodo de 3 meses contados a partir de la firma del contrato entre la organización y Consortium Legal.
- Obtención de un documento acreditativo de permiso de residencia temporal con permiso de trabajo para Rafael Lesmes en un periodo de 3 meses contados a partir de la firma del contrato entre la organización y Consortium Legal. 

- Strengthening the leadership capacity of the union and primary cooperatives 
- Professionalization of peach tree accounting system and other financial management 
- Raising 1.5M birr equity capital from farmers 
- Conduct feasibility studies for Mango value addition 
- Increase the output marketing of Mango, Banana, and Apple fruits
Development and Implementation of a Co-financing Facility for Agriterra's clients In order to encourage lending by local Financial Institutions in the South to our finance-seeking clients, Agriterra intends to develop and implement a co-financing facility. Such through taking participations in existing initiatives from various Banks from the North, including Rabobank from The Netherlands (Rabo Rural Fund) and The Cooperative Bank from the UK (Global Development Cooperative).

Agriterra has recently obtained the “in principle” approval from its main donor (DGIS) to apply part of the available funding under the current Farmers Fighting Poverty program (2011-2014) as funding for captioned facility.

Voorstel is te focussen op volgende drie opties 
1.	Rabo Rural Fund voor Ethiopië
2.	FMO/Ecobank (eventueel Bank of Africa) voor Kenya, Uganda en Tanzania
3.	The Cooperative Bank/GDC voor SACCO’s.
 
Toelichting:
 
1.	Rabo Rural Fund/Ethiopië:
Reeds uitgebreid doorgesproken en de voorbereidingen lopen reeds, behoeft dus m.i. geen nadere toelichting.
 
2.	FMO/Ecobank/Kenya-Uganda-Tanzania:
In feite wordt dit een reactie op de tijdens het gesprek op 13 maart j.l. in Den Haag door FMO zelf gedane suggestie om gezamenlijk een SPV op te zetten; zoals eerder uitgelegd denk ik hierbij zelf aan een Mutual, waarbij Agriterra zorgt voor de 2nd Loss funding (DGIS-fondsen) en uiteraard de transactie-pijplijn en dus de 1st Loss Funding. Concept Note volgt. 
 
3.	The Cooperative Bank–GDC/SACCO’s: 
Voor ons zou dit hét ideale concept zijn om bij aan te haken, maar, zoals bekend, verloopt het capital-raising process voor het GDC te langzaam; tot en met vorige week was slechts USD 3 mio van de beoogde USD 50 mio toegezegd door meerdere partijen; als direct gevolg hiervan is door de GDC Governance Board recentelijk besloten prioriteit te geven aan “Wholesale on-lending”, d.w.z. funding aan “Intermediaries” (zoals SACCO’s/Credit Unions). Lending rechtstreeks aan Coops (ons voorstel) kan pas worden opgestart bij een kapitaal van plm USD 35 mio, dus dat kan nog wel een tijdje duren en daar gaan we dus echt niet op wachten, vandaar het voorstel hierboven onder 2.

To follow in a later stage...
Scopings and Assessments 2017: Vietnam 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.  

Agriterra has the ambition to quickly build up a client portfolio in Vietnam. Aim is to grow from 10 to 15 clients in 2017.



The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessments in Indonesia 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.
Improving production and market access in Dhading cooperatives The Small Farmer Agriculture Cooperative Federation (SFACF) in Dhading district was established in 1993, it is an umbrella organization affiliating 37 Small Farmer Agricultural Cooperatives Limited (SFACL), one per Villa Development Committee (VDC). The cooperative has 20748 shareholders (11.535 women). 

In Dhading district  there exist 50 VDC from which until now 37 are covered by SFACF, and within this project SFACF aims to reach 5 VDC of the 13 remaining.  In the 5 VDC will be established 250 new groups and 5  new cooperatives, one per VDC. The establishment of the groups will directly increase the membership of SFACF with 5 new cooperatives and at least  1750 women farmers. Another objective of the project is to increase the income of the farmers by improving the production, increasing the skill of the farmers in entrepreneurship management and getting access to the markets. 
Youth and women farmers will be central in the project, creating opportunities for them through the different trainings planned and the establisment of cooperatives.

Expected results
1. Small farmer communities are organized and are capable making  informed choices and actively participate to optimize their livelihood. 
2. 80% of the participants trained will be employed by their cooperatives
3. farmers increase their incomes by  33% from Rs 1500 to Rs 2000 per month. 
4. increase in the production and farmers fulfill market demands. 
4. increase in the access of farmers to micro credit  
4. farmers products are sold through the collection center property of the cooperative at a favorable price 
5. Improved relationship between farmer and buyer. 
6. Both newly formed and existing cooperatives are well managed 

In order to achieve these results the following activities will be performed:

a.	For the new cooperatives the following trainings will be performed:  account keeping, leadership, cooperative education and registration training, management of savings and credit training.
13 support staff will be enrolled,  one per new cooperative
b.	In order to improve entrepreneurship skills of youth farmers: training on wiring, animal heath, technical aspects of agriculture, goat raising
c.	to improve the production of vegetables and goats: acquisition of  equipment for agro vet services (microscope will be purchased and given to 10 cooperatives), a buck , improved seeds, micro-irrigation,
d.	To improve the access to market: three collection centers will be set up.

The direct participants of the project will be 1920 farmers from which 95% will be women (1832) at the local level. 

At least 250 groups will participate in the activities of the project , and representatives of 19 cooperatives. 

The total budget for this project amounts to €65.440, €5.049 will be contribution of SFACF, €5.975 contribution of the community and €54.416 is requested to Agriterra.

to optimize  performance of Ndumberi dairy in order to increase its business in terms of supplying farmers, volumens of milk and market outlets and  to set the stage for a successful merger between Kiambaa and Ndumberi.
Empoderando a la agriagencia española Acompañando el proceso de fortalecimiento de las capacidades de ACODEA, para impulsar su crecimiento y cambio, hacia una agriagencia profesionalizada.

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Short-term goal:

CAK is well funded, well-staffed and its governance structure is an example for all cooperatives in Kenya (and abroad), by:
* Make a realistic budget for 2018. How much money is needed to CAK, to grow from its current position to a new position that makes her end 2018 ready the renewed organization and staff can fulfil the desired tasks. (e.g. number of staff members, ICT-systems, office facilities).
* Calculate the needed subscription fee pro member based on the budget.
* Prepare a governance structure for complying with an independent position, but members influence must be guaranteed. 
* An independent Supervisory Board is a prerequisite.
* Realize involvement of board members, involvement of women and involvement of younger people.
* These steps must be approved by Board and General Assembly as soon as possible.
* Realize these steps in 2018.. Long-term perspectiveCAK becomes the most excellent and therefore unavoidable influencer in Kenya’s cooperative movement. It is the voice of the cooperatives. This should be CAK’s focus, next to organize cooperative platforms on county and regional levels.
Admas farmer-led semi refinery and internal capitalization After an intensive process of raising internal capital in 2013 and 2014, Admas has raised around 3.4 million ETB. Though this is quite an achievement, it was not sufficient to leverage a loan for the semi refinery. Through a social investor Agriterra could make available a cash colleteral of 250.000 Euro that leveraged a bank loan from NIB bank. Now finance seemed to be catered for, Admas Union and PCS have to get ready for the upcoming refinery plant. Work to do on all corners: supply, production, marketing and handling the investment and the implementation of the factory. 
The key objectives of this action plan are therefore:
*Installing factory
*Optimizing supply chain with special focus on niger and malt barley output marketing and market linkages
*Reboosting production and productivity, focussing on niger seed
*Mobilizing working capital for purchasing niger seed and malt barley and advancing to PCS
*Implement a sound purchasing strategy and acquire 5000 quintal of niger seed from PCS
*Establish malt barley market linkage for 5 PCS (Habesha/ Bavaria) and source 3,000 quintals from selected PCS (average of 600 quintal per PCS)

After an intensive process of raising internal capital in 2013 and 2014, Admas has raised around 3.4 million ETB. Though this is quite an achievement, it was not sufficient to leverage a loan for the semi refinery. Through a social investor Agriterra could make available a cash colleteral of 250.000 Euro that leveraged a bank loan from NIB bank. Now finance seemed to be catered for, Admas Union and PCS have to get ready for the upcoming refinery plant. Work to do on all corners: supply, production, marketing and handling the investment and the implementation of the factory. 
The key objectives of this action plan are therefore:
*Installing factory
*Optimizing supply chain with special focus on niger and malt barley output marketing and market linkages
*Reboosting production and productivity, focussing on niger seed
*Mobilizing working capital for purchasing niger seed and malt barley and advancing to PCS
*Implement a sound purchasing strategy and acquire 5000 quintal of niger seed from PCS
*Establish malt barley market linkage for 5 PCS (Habesha/ Bavaria) and source 3,000 quintals from selected PCS (average of 600 quintal per PCS)

*Installing factory
 *Optimizing supply chain with special focus on niger and malt barley output marketing and market linkages
 *Reboosting production and productivity, focussing on niger seed
 *Mobilizing working capital for purchasing niger seed and malt barley and advancing to PCS
 *Implement a sound purchasing strategy and acquire 5000 quintal of niger seed from PCS
 *Establish malt barley market linkage for 5 PCS (Habesha/ Bavaria) and source 3,000 quintals from selected PCS (average of 600 quintal per PCS)
support (young) farmers in better access to markets and improve their entrepreneurial capacities supported by effective advocacy null

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Plan de Negocios para Café Tostado y Molido