devinitorg/iati-policy-markers huggingface dataset:
Increasing productivity and creating visibility of Tarakwo's milki product Tarakwo Dairies Company Limited, formerly known as Taragoon Dairies was registered as a self-help group and thereafter converted to a public company on 22nd February 2010. Tarakwo is located in Bayete Trading Centre, Off Eldoret-Nakuru Highway and Tarakwo Division.  In 2017, the average production for Tarakwo was 8,400 ltrs per day while the target for this year 10,000 ltrs per day. Trakwo processes 3,500ltrs of milk which sold in 5 different Milk ATMs distributed in Eldoret town. They intend to add 5 more ATMs in order to increase the milk sold directly from 3500ltrs to min of 6,000ltrs. Tarakwo has 4.300 registered members from whom 1.200 are active. They target to increase the active members to 1500 by the end of this year. Tarakwo has an extension department comprising of 3 extension staff, has has an agrovet store at the plant and also provides A.I services to its members.  This year, the focus of contract between agriterra and Tarakwo will be increasing the production of milk from 8400 LTRS to 10,000 ltrs through targeted support towards extension and creating more visibilty of their newly branded milki product. 

- Branding of ATM machines, truck and shop
- Launching the Milki brand
- Sustainable services workshop
- Exchange visit to Ndumberi

- Increase production from 8400ltrs per day to 10,000 ltrs per day.
- Increase processed milk from 3500ltrs/day to min of 6,000ltrs per day
- Increase active membership from 1200 to 1500 members
Eventos y capacitaciones Colombia 2017 Proyecto marco para la preparación de misiones de eventos y capacitaciones en Colombia

Se han planificado:
- Taller de Gestión Financiera Básica (COMSAB, FCC, COMEPCAFE, RED ECOLSIERRA, COMCACAOT)

Capacitaciones de miembros de cooperativas y organizaciones de productores/as en temas financieros con las que trabaja Acodea en Colombia
Training and Education Agriterra staff (Internal) This project is for Internal use only. All costs are paid by the internal budget of Agriterra

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Strengthened capacities of the selected farmers in producing and application of bio-compost fertilizers Selected farmers become resource person for providing training/coaching on producing bio-compost fertilizers Strengthened capacity of green house vegetables growers in fertigation techniquesNetwork developed between selected commercial vegetable farmers and greenhouse farmers
East Africa - Scoping missions and assessments 2016 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 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 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 to East Africa 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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The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessment to East Africa 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
Increasing efficiency of tea factory in operations and marketing Prithvinagar Small Farmer Agriculture Cooperative (PSFAC) is located approximately 10 km South of Bhadrapur close to the border with India. It focuses on tea production, processing and marketing. and it was established in 1995 in response to promote the production of tea by smallholder farmers, as the land in the area is very suitable for tea production. The cooperative started with only 25 members and 1250 NPR shared capital. Now the cooperative has 1987 members and shared capital of 17 million NPR. Besides promoting tea growing the cooperative was initially mainly involved in the business of savings and credit services to its members. Until 1999 the cooperative also collected tea leaves from its members and sold it to a private tea factory. However, the prices offered by this factory where relatively low and there was no timely payment. Therefore the cooperative created in 2009 the ambition to invest in its own processing factory. The large tea factory was built with government funding support. Total investment was 80 million NPR, of which 30 million government grant, 20 million loan SKBB (5% interest) and 30 million share capital of the members. The factory started production in July 2014.  The tea factory started producing and making profits, but there are lots of opportunities to increase the profit within the processing factory if they improve their efficiency and increase marketing activities.

The partnership will work on constraints that were limiting Prithivinagar to scale bigger and provide maximum returns to their members. On this basis, one of the main activities will be to develop production plan and integrate it with marketing plan. The activities will also include strengthening their supply and establishing linkages with different marketing channels to ensure maximum sales.

Provide better returns to members by increasing efficiency of tea factory and improving marketing channels.
Reorganise from milk collector into a service providing cooperative The Tanga Dairies Co-operative Union (TDCU) is the umbrella organization for 15 Primary Co-operative Societies (PCS) with a total membership of more than 4,000 dairy farmers. The cooperative is responsible for the milk collection and payment to the farmers. Milk is delivered to Tanga Fresh. Tanga Fresh is a factory producing pasteurised milk, yoghurt and cheese which is sold in the region.

Although TDCU is an example within Tanzania (the only large milk cooperative) their position is becoming weaker as the focus is only on milk collection while they should focus on providing services to the farmers. As they don't have the knowledge to pick this up, they should be assisted by Agriterra to make this reorganisation possible.

Since 2007, Agriterra regularly supported Tanga Dairies Co-operative Union (TDCU). As part of the policy to support a cooperative with an extensive program to be able to strengthen the organisation, a scoping mission took place in May and a company assessment was done in July 2012. As a result of the company assessment, it was decided to support TDCU, under the condition that some suggestions of Agriterra would be followed up. 

The Tanga Dairies Co-operative Union (TDCU) is the umbrella organization for 15 Primary Co-operative Societies (PCS) with a total membership of more than 4,000 dairy farmers. The cooperative is responsible for the milk collection and payment to the farmers. Milk is delivered to Tanga Fresh. Tanga Fresh is a factory producing pasteurised milk, yoghurt and cheese which is sold in the region. Currently about maximum 65 percent of the milk is delivered by TDCU. TDCU currently owns 35 percent of the shares, but has an option to buy more shares the coming years. 

The organisation currently stands at an important point in which their future role should be decided on and the way forward. 
Farmers would like to receive higher income. This could be achieved through more milk, higher milk price and less cost. Higher production could be achieved to having access to services (feed, vaccination, extension services, etc…) and better genetic animals. 
TDCU could and should play an important role in achieving this for the farmers by providing services to their members. The (future) role of TDCU should become: 
1. Input and supply services: 
o	Food for animals
o	Artificial insemination services
o	Vaccination program
o	Loan programs (Sacco, ….)
2. Communication and education (extension services, ….)
3. Supervision of management Tanga Fresh
4. Negotiations on milk price
As the board of TDCU agreed with the above, quite a change has to be materialised to make this possible. 

In the action plan steps for the coming months are described to start with this reorganisation. Focus areas of the reorganisation are: 
* Changing the 15 primary cooperatives into one cooperative
* Providing knowledge and services
* Professionalisation
* Becoming a main shareholder of TDCU

Support the milk cooperative in their change into a service oriented cooperative and prepare them for the future developments
Member commitment trajectory In July 2014, a training tool for strengthening member commitment was developed and tested. The goal for the workshop is to get knowledge and insight of what the impact is of member commitment to the business plans of a cooperative and how it can be influenced. During the workshop there will be handled practical tools to improve the factors of the different types of commitment. 

The model (by Jimenez) used, describes 4 types of commitment: Affective: based on feelings, Calculative: financially driven, Imperative: no alternative and Normative: values and standards. All members are calculative committed, but only affective and normative members are willing to put in extra effort for their cooperation. For cooperatives it is important to know how they can define and influence the different types of commitment.

This project aims to further develop the training materials and to enrol the training as a standarised training for Agriterra clients.

Under this project, the tools for the member commitment workshop will be tested in the several focus countries in which Agriterra is working, and will be further improved.

Tested and improved tools for member commitment workshop, enrolled in focus countries of Agriterra
Servicio para cooperativas de cacao e incidencia para capital de trabajo La Asociacion Verde Amazónico representa a 16 cooperativas y asociaciones de productores de cacao de la Región de San Martin en Perú.  
  
La asociación en el 2017 con un nuevo directorio y un equipo técnico en ampliación, darán impulso a la organización volviéndola en una organización representativa y queda valor agregado a sus socios. 
  
Se dará atención a dos enfoques en el 2017, en donde no solo Agriterra será aliado, pero también AgriCord y ESFIM cada uno desde sus especialidades.  Estos enfoques son:
  
Representación de intereses e incidencia política para el sector cooperativo cacaotero, logrando que por lo menos 9 cooperativas logren el saneamiento legal de sus predios, aumentando con ello su patrimonio y logrando ser agentes de crédito, especialmente para capital de trabajo. Para este proceso de incidencia política y cabildeo se usará la metodología FACT. 
  
El segundo enfoque es la auto-sostenibilidad financiera a través de una estrategia de recaudación de aporte social, implementación del servicio de elaboración de proyectos productivos y empresariales para las cooperativas, servicios de consultoría. En el caso de del servicio de elaboración de proyectos en el 2016 se inició con las primeras experiencias con 5 proyectos presentados, 4 han sido aprobados, accediendo a 716,666 soles (aprox. 219.163 dólares). En el 2017 se estructurará el servicio y se trabajará en la elaboración de nuevos proyectos. También se iniciará con el pilotaje, testeo del servicio de asistencia técnica en tres cooperativas para mejorar los rendimientos en las fincas de cacao, este servicio necesita por lo menos 3 años para lograr resultados concretos, especialmente vinculado al ciclo de producción del cacao.
  
Se seguirá trabajando en prestar servicios de entrenamiento formando en aspectos cooperativos con el objeto de ampliar la base social de AVA. Se dará atención a los aspectos de genero asistiendo la creación de los CODEMUS en cinco cooperativas que aún no cuentan.
  
En los aspectos de fortalecimiento interno, se trabaja en los aspectos de gestión administrativa financiera (actualizados manuales de funciones, manual de procedimientos administrativos, reglamento interno) directorio y comité de vigilancia se formará en manejo administrativo y financiero. Se trabajará en la elaboración e implementación de sus propios planes de trabajo. Se dará atención en el monitoreo del POA y en la planificación del año 2018. 

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Desarrollar el proceso de auto-sostenibilidad financiera de Verde Amazónico, a través de sistemas de aportes sociales, puesta en marcha del servicio de formulación de proyectos; y diseno, testeo del programa pilito en buenas practicas agrícolas, representación y fortalecimiento cooperativo
Administrative project - Framework TRIAS & FERT & AFDI projects null

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Enhancing household incomes through sustainable pineapple production practices and gender empowerment in Luwero District
Cooperative Governance Programme [14-08-2017] FL: project closed manually in database. No track record of set to active and finished.Governance is the heart and motor of cooperatives. That is why Agriterra has developed a training program on Cooperative Governance.
During the four day training, through a very interactive process, the participants will gain more knowledge on good governance within their own cooperative. Each cooperative will complete the Governance Health Check, an instrument developed by Agriterra to indicate the status of governance in a cooperative. During the last day, a plan of approach will be drafted and presented. Six months after the program, the participating cooperatives will come back for a follow up day. They will bring their complete Board and give a presentation to the other participants of the progress made in the field of governance. 
The objective of this training is for participants to acquire knowledge and understanding of Cooperative Governance. Output will be a first draft of a Handbook Cooperative Governance per participating cooperative.
Per training three cooperatives can participate. Every cooperative will send 5 participants: 3 board members, 1 supervisory board member, and 1 (general) manager. The training will be conducted by a moderator (guide for the group), Dutch Agripool expert (experienced board member, expert on the content) and the Agriterra business advisor.
The participating cooperatives can be very distinct. Every cooperative has its own history/origin/culture and all are in their own stage of development. During the training, the focus will be on exchange of experiences, best practices and mutual learning. Openness and willingness to share are crucial. Because the group is made up from various functions: board members, supervisory board members and managers, it is important that participants are aware of this diversity in advance. And that they are willing to put themselves in the position of others, both in their personal function and their role in the organization. During this process, the moderator acts as guide and facilitator.

A plan for 2016 is elaborated to enroll the training in various countries

Improved governance. Development and pilots of a training program on Cooperative Governance.
Efficient Milling and Marketing of coffee MCCMMCU was set up in 2014 and since then, they are yet to break-even owing to smaller margins associated with their operations and moreso the model of their business. This project therefore, seeks to professionalize the existing management structures, strengthen governance and improve financial management to support the milling and marketing of up-to 35000 bags of parchment coffee.

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The main goal of the project is to professionalize MCCMCU by setting up strong management structures through improved governance and financial management.
Work towards becoming a leading profitable producer in coffee in Dak Lak Ea Kiet Coffee production cooperative has high ambition to growth organizationally and economically to be exporter in coffee products. Ea Kiet Coop should have studies on value chains and detailed business plans (for inbound service and outbound services). 

Ea Kiet Coop should have studies on value chains and detailed business plans (for inbound service and oubound services). Moreover, Ea Kiet Coop will implement activities to improve the level of committment from its members thought various areas such as developing an appropriate governance structure, rolling out MyCoop meetings/trainings and making financial report transparent and understandable for all members

Work towards becoming a leading profitable producer in coffee bean for export in Dak Lak and key coffee powder and roasted coffee bean supplier in domestic market
Strengthening of small farmers groups and improving their market access The project will be executed during two years (2011-2012) in four provinces of Cambodia (Svay Rieng, Prey Veng, Kampong Speu and Kandal). 

The aim of the project is to improve the livelihood of member farmers through rural economic activities in vegetable and rice production and in marketing.

250 groups will be established/strengthened. They will receive various trainings and exchange visits to demonstration farms. Access to markets will be improved through organising traders to come to collection sites and through market surveys and market information systems.

3500 Farmers (of which 55% women) will participate directly in the project. It is anticipated that for 70% of these farmers the production will increase by 40% and their income by 50%.

First half year (Jan-Jul 2011) is bridge funding of around $30,000. During this time CFAP received formulation mission 5700 and reformulated the proposal.
CFAP submitted an adapted proposal in July 2011. 

OUTLINE OF THE PROJECT:

Overall objective: 
Improve livelihood of members farmers through rural economic activities in vegetable and rice production and marketing.

Expected outputs:
1. Improved production of vegetable and rice
- 250 producer groups established and strengthened
- 50 demonstration farms establshed
- 3500 farmers trained on-site (on demonstration farms) in technical production skills
- production planning by each producer group
- 2 contracts established with input suppliers
- savings by producer groups
- exchange visits and study tours

2. Improved access to markets for vegetables and rice
- 15 collection points established in districts
- Trainings in bookkeeping, marketing
- Market surveys 
- Market information system established

3. Business development
- CFAP/CBO leaders trained in business planning
- Networking with MFIs/Banks, at least 1 Bank willing to provide loans

4. Organisational strengthening and capacity building
- CFA/CBO leaders trained in leadership
- CFA/CBO leaders and CFAP staff trained in M&E and business management
- Implementation monitored
- End workshop and evaluation.

FFP WORK AREA:
WA4: Business Development, Deliverable 4: marketing

OUTREACH:
- Direct beneficiairies: 250 producer groups and 3,500 farmers (of which 1,925 female)
- Indirect beneficiairies: 8,712 farmer households (CFAP members), of which 5,154 female.

FINANCIAL ASPECTS:
- CFAP contribution adequate: 17%
- Budget compatible with scale and complexity of proposal.
- Financial management adequate; CFAP received financial management training in Philippines in 2010.
- General overhead costs = 14% of total projectbudget, of which 9% requested to Agriterra.
- No subsidy of production costs and of business capital.

BUDGET
The total budget for one and a half years (1 July 2011 - 31 Dec 2012) is US$ 254,990.

Improve the livelihood of member farmers through rural economic activities in vegetable and rice production and marketing.
Starting construction of the chick pea factory and increasing ckickpea and wheat supply to the union Becho Woliso has implemented action plan 2015 adequately. Main achievements were the internal capitalization process. 11.8 million ETB has been mobilized for the upcomming investment in chick pea processing. Though output marketing figures of the Union and PCs slightly increased (from 20371 to 25642 quintal), Becho union is not fully exploiting its potential and needs to improve seriously in this area (with upcoming agriprocessing plans). This is ackowledged by the union. Measures taken are setting up a different output marketing department, seperated from input marketing. Board and management will follow-up progress on a monthly basis and additional experts (2) have been hired under this department. As of 2015, Becho has established an agricultural extension and investment department (coopertive development of PCs, seed multiplication, irrigation/mechanization) as the union believes that embedding extension services within the union is the future.

Looking at the weaknesses and future ambitions of the union and PCs, this action plan will focus on: 1) materializing the chickpea agroprocessing plans and accompanying activities in boosting chickpea production and supply 2) improving services and extension delivery through the extension department 2) Professionalizing PCs and increasing membership of youth and women. Main targets of action plan 2016 are:- increase output marketing performance of chickpea and other commodities (wheat, teff, barley) by creating better market linkages. Target 60000 quintal (10% chickpea, 5% other commodities like wheat, 85% teff)- acquisition of chick pea processing equipment and establishment of factory- assess and develop specific action plan for extension and membership department- PC professionisation and enhancing membership participation and voice of women and youth

Main targets of action plan 2016 are:- increase output marketing performance of chickpea and other commodities (wheat, teff, barley) by creating better market linkages. Target 60000 quintal (10% chickpea, 5% other commodities like wheat, 85% teff)- acquisition of chick pea processing equipment and establishment of factory- assess and develop specific action plan for extension and membership department- PC professionisation and enhancing membership participation and voice of women and youth