devinitorg/iati-policy-markers huggingface dataset:
Bringing the CAK funding, staffing and governance structure to a professional and sustainable level Action plan
The action plan differentiates a short-term and a long-term plan. To come to the proper functioning of CAK on long term, Agriterra offers her knowledge to CAK in its already planned process of changes.
The long-term aim is the primary agricultural cooperatives to give support in all facets of the relevance of the connected farmers promotion and improvement.
Positions of CAK and Agriterra
• CAK is the executing party in this reorganization
• Agriterra monitors the developments
• Agriterra brings in knowledge
• Agriterra acts as an  adviser

Short-term plan
1. 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 re-newed organization and staff can fulfil the desired tasks. (e.g. number of staff members, ICT-systems, office facilities).
2. Calculate the needed subscription fee pro member based on the budget.
3. 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.
4. These steps must be approved by Board and General Assembly as soon as possible.
5. Realize these steps in 2018.
Long-term perspective
CAK becomes the most excellent and therefore unavoidable influencer in Kenya’s cooperative movement. The voice of the cooperatives. This should be CAK’s focus, next to organize cooperative platforms on county and regional levels.

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.
Towards haricot beans addition and boosting the haricot beans production and marketing activity BHAG: To be the number 1 organic haricot beans producer, processor and exporter in Ethiopia   
Ras Gayint Farmers Multipurpose Cooperative has been established in 2005 with 21 founder primary cooperatives found in 3 districts of South Gondar administrative zone and with a less than 200 thousand Ethiopian Birr(ETB). From time to time through the support of Agriterra the union is brining drastical development in its business operations and service delivery to member farmers. The union is one of the best performing client from the Agriterra Ethiopia client folio list. Currently, the union has 36-member primary cooperatives with 59,601-member farmers and 22 million ETB capital and being providing services like inputs supply, credit provision, industrial goods supply, agricultural products supply from other areas, grain marketing, sheep marketing and export marketing as well to the affiliated cooperative and to the community in general in its operation area. 
  From year to year both the output marketing volume and the union capital is increasing. To improve and speed up its performance, Agriterra is playing a pivotal role, it has been taken good initiatives like a five-year strategic plan developed ,the relationship between the union, the cooperatives and farmers improved, value chain development activities on haricot bean and malt barley properly done and production boosted,  market linkage created with buyers in Turkey, Great Britain, France, Belgium, India and Italy. Furthermore, the union manpower strengthened, the union built reputation and good relationship with financial institutions. However, the operations system and structure of the union remain without any amendments, which result limited business diversification and additional growth. As an example, in the union working area 50,000 tone haricot bean is produced but the union market share in comparison to its potential is still low and value addition also need to maximize its product values. Thus, this year we will exert more efforts towards assisting the union to inter in ago processing activity, improving the union performance by increasing its manpower especially by hiring key staffs, gaining competitive advantage by certifying its haricot bean production method and improving the union governance practice

Cascading the five-year strategic plan to each department and strengthening the union HR for proper execution of the strategic plan Establishing 1 pluses cleaning factory and conducting a feasibility study on animal feed processing plant establishment.Boosting the haricot beans production by 5% by engaging in seed multiplication activityGaining organic certification for haricot beans


This year we will exert more efforts towards assisting the union to inter in ago processing activity, improving the union performance by increasing its manpower especially by hiring key staffs, gaining competitive advantage by certifying its haricot bean production method and improving the union governance practice.
Increasing production and strengthening organizational structures IDRA is active in the rice sector, representing farmers in the rice value chain in Isoka district. Rice has large opportunities as high-potential crop in Isoka, compared to maize. The crop is relatively easy to grow, not much fertilizer is needed and only goodseed and Good Agricultural Practices (GAP) are required for the crop to thrive well.The quality of seed has improved in the past year. Farmers now use the certified varieties of Singa, Supa from Mongu, and Kilombelo.
IDRA has applied for a matching grant under the SAPP project under the Ministry of Agriculture and have since acquired a hammer mill and built their own processing plant.
Their main goal is to be self sustaining financially and also provide  local market to its own members.


Increasing production and strengthening organizational structures
Objective 1:Increase rice production through a self sustaining extension support
Objective 2:Improve rice marketing
Objective 3:Commence rice processing at association level

Increase rice production through a self sustaining extension support
Improve rice marketing
Commence rice processing at association level
Scoping and coaching visits Kenia This project includes all scoping visits as well as general follow up visits to clients by business advisors . The project also included the team summit of team AFrica in June 2018, as well as some other networking events.   

NA

Identification of new potential clients and coaching
Building members’ commitment and sense of ownership Raya Kajewa multi-purpose Farmer Cooperative Union is located at 275 km away from Addis Ababa and found in Oromia Regional State, Western Arsi zone, Kofale city. The union has been established on June 23, 2008 with founding members of 26 primary cooperatives which includes 6120 farmers and a capital of 203,466 ETB. The union mainly produces malt barley, wheat and different vegetable; like potato, cabbage, carrot, and beet root. In 2016 the union was devastated by fired by protester due to unrest happened in the working area of the union. The loosed property estimated to be 9.5 million ETB. Currently, the union is on rehabilitation process. Currently, the union have a capital of 5,164,031 ETB, 12,028 small scale farmers’ and 37 primary cooperatives. The support of AGRITERRA to the union in rehabilitation program bring paramount significance and bring remarkable changes in 2016. 

The 2017 action plan is focus on the following specific objectives; 
 Build sense of ownership in participatory manners by organizing workshop  Increasing the youth and women participation at least by 4% in cooperative  Improving the financial management system of the union 

Generally, this action plan is prepared for the year 2017 to support and make happen the union internal action plan of the following purchasing volumes and improving internal management.
• 15,000 quintals sesame• 65,000 quintals of cotton • 15,000 quintals of sorghum • Relationship with PCs improved and • Mobilizing 2 million ETB equity capital.
Finca de investigación para mejores calidades de café en taza La Cooperativa Cecafé tiene una Finca de 8 hectáreas dedicada a la investigación y desarrollo de plantones resistentes al cambio climático y que además, brindan una mejor calidad de café en taza, como por ejemplo, la variedad Marsellesa.
Dicha finca cuenta con un sistema de riego por goteo, un reservorio de agua propio y un invernadero.

             SN
   Tema
   Acción
   Resultados esperados
   Actividades del proyecto
    
       P.1
   Organisational   Development
   Elaboración   de un MOF y un ROF
   Obtener   un MOF y ROF
       P.2
   Business
   Intercambio   con Cooperativa Sol & Café para capacitar directivos en temas de control   de Capitalización interna y Créditos internos
   10   directivos y/o socios capacitados en el tema
       P.3
   Business
   Bajada   a bases para sensibilizar a los socios en temas de capitalización interna
   240   socios sensibilizados en el tema
       P.4
   Production
   Elaborar   un Plan de servicios productivos (plántulas y semillas de café)
   Obtener   un Plan de servicios productivos
       P.5
   Governance
   Sistematizar   un Plan de comunicación oportuno y relevante con toda la información de la   Cooperativa
   Entregar   información a los socios trimestralmente mediante bajadas a bases
       P.6
   Organisational   Development
   Crear   e implementar un programa de beneficios sociales
   Tener   un programa de beneficios sociales monitoreado y eficiente
       P.7
   Financial   management
   Desarrollar   e implementar un Manual de procedimientos administrativos y financieros.
   Tener   un Manual aprobado por el Consejo de administración
  

Convertirse en la cooperativa exportadora número 1 de la región y ofrecer variedades de café con una mejor calidad en taza.
OPTIMISATION DES PERFORMANCES INSTITUTIONNELLES  ET ECONMIQUES DES ORGANES ET SERVICES D’AREN Le programme d’appui à l’amélioration des conditions de vie des pasteurs et agro pasteurs mis en œuvre qui a débuté en janvier 2008 fait suite au programme de renforcement des capacités des groupements de base mis en œuvre durant les deux années précédentes(2006-2007).
Il s’agit d’un programme qui prend en compte les acquis des années et poursuit les actions de renforcement des capacités des organes de AREN.
C’est dans cette logique que s’inscrit cette proposition adressé à Agriterra. L’appui d’Agriterra pour l’année 2011 devra permettre à AREN d’explorer et de mieux cerner son rôle pour un meilleur encrage organisationnel et institutionnel de ses membres et de ses organes.
La mise en œuvre de ce plan d’actions 2011 se fera sur la base des principes d’équités, de bonne gouvernance et la responsabilisation des organes à tous les niveaux.  Il s’inscrira aussi dans la continuité et la consolidation des acquis de phase précédentes  conformément au plan stratégique pluri annuel. 2008 2013 et par la valorisation des recommandations de l’évaluation externe du programme
La mise en œuvre opérationnelle se fait de ce plan d’actions s’articulera autour des trois(3)  axes d’intervention ou  domaines et quatre (4) objectifs spécifiques, conformément au plan stratégique qui sont :
Il s’agit des objectifs spécifiques suivants :

•	Renforcer le niveau de connaissance des droits et devoirs des éleveurs et promouvoir la reconnaissance de  ces droits.
•	Doter AREN de compétences et moyens lui permettant d’accomplir sa mission
•	Favoriser les conditions de gestion pour un accès équitable aux ressources pastorales
•	Développer des mécanismes permettant aux éleveurs de mieux tirer profit de leur activité

La réalisation de ce programme, permettre d’aboutir à une amélioration des conditions de vie des pasteurs et agro pasteurs membres de AREN si les résultats suivant tel que définis sont atteints. Ces résultats sont les suivants :

•	Les éleveurs et les autres usagés de la GRN  sont mieux outillés et informés sur les droits et devoirs des éleveurs
•	Les intérêts des éleveurs sont  pris en compte par les différents acteurs
•	Un mécanisme d’appropriation des connaissances est développé au sein de AREN 
•	AREN a institué une politique de gestion basée sur la bonne gouvernance
•	L’accès équitable aux ressources pastorales est  promu.
•	Le niveau de productivité de l’élevage est amélioré
•	Des filières porteuses sur les  produits et sous produits de l’élevage sont identifiées et appuyées.
L’amélioration des conditions de vie recherchée à travers la mise en œuvre du programme, aura un impact sur la vie quotidienne des femmes et filles membre de AREN en se sens qu’il agira sur : l’éducation, la santé, l’amélioration du capital productif, le suivi de la vulnérabilité et le renforcement des connaissances et l’émergence d’un entreprenariat agricole pour une valorisation de l’agriculture familiale

towards a self managed women's wing, favourable policies to overhaul government's food management system and private sector linkages with farmers produce.
Supporting ACODEA - activities in Latin-America (admin)- Acodea This project has been created to administrate the funds provided to Acodea for its activities in Latin America.

this is an institutional project

Support Tinjure Tea Cooperative in getting ready for exporting high quality and certified tea to Netherlands in 2017 under the impact@origin trajectory of MAAS International.
Implementation of business plan to achieve balanced growth Kiambaa SACCO was one of the new clients in 2014. In relatively short time, Kiambaa SACCO elaborated its strategic plan and business plan. 2015 will be the year to start implementing these plans. One important feature is to implement the dashboard, which was elaborated by Agriterra’s mission team in November 2014.

Activities op action plan:

- Increase member base (organise member meetings)
- Training of Board of Directors + Management on a) governance 
- Training staff on a) customer care b) credit policy 
-Introduce performance management by coming up with targets for both staff and manager and review periodically
- Continued process of Internal capitalisation (focussing on savings and shares)
- Implement and improve monitoring of performance by using dashboard
- Exchange programme: exchange visit to another SACCO of similar features
- Relocate offices
- Update SP and BP for 2016
- Financial management training accountant, auditor, credit officer and accountant assistant (by Wilfred)
Re-engineering of internal procedures and processes
- Training effectiveness of sub-committees of board (audit, credit, education, finance)
Loan application to Rabobank Foundation
Identify other options for loans
- Conduct a market survey and adapt marketing, branch policy, branding to meet needs of new members
- Elaborate Marketing policy and strategy

Achieve growth by implentation of business plan
Operationalize dairy processing factory having processing capacity of  10.000 ltrs milk per day The company assessment team in February 2016 concluded that LDMPCUL fulfils the criteria that Agriterra requires in order to start a client relationship with LDMPCUL. The cooperation shall focus on support in professionalising LDMPCUL and its member cooperatives (organisational strengthening); and improving the milk production and quality. 
In 2016, Agriterra supported LDMPCUL in developing strategic plan, improving financial management and increase members commitment in cooperative. LDMPCUL has implemented most of the planned activities and shows an active attitude towards follow up of action plans.
In 2017, Agriterra will focus on developing bankable business plan for ongoing construction of the dairy processing facilities. The cooperation will focus on developing capacity of increasing internal capital, follow up financial management and role out of managing your agricultural cooperative training.
The expected output of 2017 will be developed bankable business plan and took initiation to increase internal capital and access from external loan.

The planned activities for 2017 are given below:
Finalize the strategic plan of LDMPCUL including approval by BoD and AGM
  Develop three years business plan including product diversifications, marketing strategies, investment need and         financial projection plan for dairy processing plant
  Conduct workshop to share the business plan with financial institutions, concerned government organizations and support organization
  Submit proposal to financial institutions and concerned government organizations
  Improve financial management based on action plan made in FM training
  Role out of My.coop to 10 active primary cooperatives 
  Provide smaller version of the basic FMT to top 5 PCs actively doing business with union
  Participation on Agriterra Internal Capitalization Workshop


The goal of this cooperation is to support LDMPCUL in developing their organization capacity so that LDMPCUL will increase members commitment and attract more internal capital from members, and an external loan and/or grants for constructing the processing factory.This will leads to to operationalize the processing plant having processing capacity of 10.000 ltrs milk per day in a profitable manner.
Task 12 - Manage and develop agro-info.net The objective of the task is to ensure in the first place that all agri-agencies and farmers organizations involved in Farmers Fighting Poverty use and can rely on agro-info.net for information sharing including reporting. And secondly that interested agri-agencies and farmers organisations use jointly developed information management system(s).(this project is a continuation of project 13at-6068)

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The goal is to have a fully functional agro-info.net based on:1) the approval of a project by the project committee for central fundings2) minimum of all functionality the current AIN has
Increase milk productivity and ensure sustainable supply Chepkorio Dairy Ltd. was established  as a Limited Liability Company on November 25, 2009. Currently Chepkorio Dairy Ltd. has 2700 registered members of whom 1,133 are shareholders. The main function of CDL is marketing unprocessed, fresh milk on behalf of its members. The long-term vision is to have their own processing plant, but current volumes and lack of steady supply do not make this plan viable at this moment. There is a strong seasonal fluctuation in milk supply to the company in terms of volume and number of active members. Farmers who are spread across 8 locations are individually selling their milk to the cooperative. Daily average milk supply came down from 15,000 to 7,000liters/day in 2017. This can be attributed to a long dry season, affecting the milk production enormously throughout the country. Main objective of this project is to support Chepkorio in reducing the volatility in production and supply of milk by the members.

- Mobilise at least 60 young farmers to form a youth platform
- Train atleast 600 farmers on good farm management and feed making using the TOT concept
- Develop a good sustainable extension plan for the extension department
- Install an integrated accounting software 


- Increase milk production from 7,000ltrs to 10,000 ltrs per day
- Increase young members participation in the cooperative
Developing multi-purpose cooperative located in Central Java KSU Qaryah Thayyibah (Koperasi Serba Usaha Qaryah Thayyibah / KSU QTha) is a multi-purpose cooperative located in Salatiga, Central Java Province, Indonesia. KSU QTha was founded by Serikat Paguyuban Petani Qaryah Thayyibah (SPPQT) which aims to develop economic condition of the farmers especially the SPPQT members. Currently, KSU QTha focuses on 2 (two) products, i.e. rice and coffee. The cooperative is not yet advanced enough to be eligible to become an Agriterra client. Although the structure on paper is there, the actual situation is different. Staff is not in place yet and the organisation works with volunteers (farmers who would like to do something extra). The financial administration is done manually, and will use simple bookkeeping system starting in January 2016.As a new cooperative, KSU QTha faces many challenges, including but not limited to lack of human resources, lack of access to market, and limited financial resources. Due to the limited working capital, currently KSU QTha can only absorb very limited (less than 10%) products produced by the members.

As the cooperative still young and small, they need to develop internally, which is difficult to support by outsiders. For the development of the cooperative, KSU QTha has developed an action plan (see the attachment). 
Still some activities are requested to the cooperative before we will fully support, including but not limited to:1. Clear overview of what (feasible) activities the cooperative will offer2. The membership construction is a bit confusion. How to support the members and not directly the whole GTPs3. Have a clear overview of the members and their expectations4. Limited working capital will make it difficult to quickly develop the cooperative, though also come with creative ideas what should be possible5. Preferably hire a professional manager with experience in marketing.
In order to support the development process, Agriterra will facilitate with:• Financial management training: to update knowledge about financial management; • Training for board, supervisory board and staff about task and responsibilities;• Contact network to help to find entrepreneurial manager;• Ongoing coaching

Assist the young cooperative KSU Agro Utama QTha in their development towards good financial management and governance.
Strengthen the fundaments of CDFA: financial management governance and business A financially self-sustaining organisation, able to cover its core costs in 2018 from membership fees; provide quality services to 5,000 members generated through agribusiness, focusing on improved crop production and productivity, improved marketing and a running a profitable agribusiness.
Chadiza District Farmers Association (CDFA) was established in 1998 and the Association was officially registered on 9th May, 2005 with the Registrar of Societies under the laws of Zambia. The reason to establish CDFA was to improve food and income security amongst its members by providing services with an educational and business component. The number of members in 2017 is 608. Membership fluctuates largely from year to year. CDFA members are small to medium-sized emerging farmers that are gradually producing for the market.

Through effective service provision using lead farmers this BHAG will be achieved. Support is needed in governance, financial management, services provision and business development. As another donor supports the agribusiness component, Agriterra will not intervene in this implementation but will support in the marekting aspects.

A financially self-sustaining organisation, able to cover its core costs in 2018 from membership fees; provide quality services to 5,000 members generated through agribusiness, focusing on improved crop production and productivity, improved marketing and a running a profitable agribusiness.