devinitorg/iati-policy-markers huggingface dataset:
Developing SMART strategic plan In December 2011, Agriterra, in the person of Mr. Rien Geuze and Cees van Rij,
performed a scoping mission to Aberdare SACCO. During this and other visits of Mr. Geuze there were extensive talks with the manager. Based on this a company
assessment was recommended.

This company assessment was carried out from 1-5 October, 2012 by Erni van
Wingerden and Roel Lammerts. The objective was to jointly develop an action plan/strategy for the further development of Aberdare SACCO. This project is a result of that company assessment.

Roel Lammerts and Erni van Wingerden executed the company assessment. They recommended:

It is recommended to develop a SMART strategic plan and invest in training and education of the Board of Directors the management and staff, in order to enhance the overall performance of the SACCO. To improve the efficiency of the SACCO it is recommended to computerize the administration of the two branches.

To Agriterra we recommended to support Aberdare SACCO for one year. In one year much can be done to strengthen the SACCO and making it possible that Aberdare SACCO continues on the positive track it is now on. With a clear SMART strategic plan and matching operational plan it will be easier to convince third parties to provide external capital at a good interest rate. In view of the current interest rate on loans in the market it is advisable to discuss the possibility of adjusting the SACCO interest rate on agricultural and business loans as this may lead to profitable access to external capital. 

Carrying out the action plan will lead to an enhanced performance of Aberdare SACCO, at least 25% of the loan portfolio by the end of 2014, compared to the loan portfolio at December 31, 2012 and an increase in active membership from 3,000 at the end of 2012 to 4,000 the end of 2014.

Develop a SMART strategic plan.
Invest in training and education of the Board of Directors the management and staff, in order to enhance the overall performance of the SACCO. 
Computerize the administration of the two branches.
Construcción de una Planta propia y continuidad del programa Pro joven COOPECAN PERU es una cooperativa de pequeños productores alpaqueros con socios en las regiones de Cusco, Ayacucho, Arequipa y Apurímac. Los actuales socios de la cooperativa son personas jurídicas y personas naturales, quienes acopian su fibra para transformarla y venderla a través de la cooperativa, además, reciben servicios de parte de ésta.
En el año 2015, Coopecan certificó sus procesos con el Certificado ISO 9001 – 2008, con lo cual contamos con protocolos para todos los procesos. También contamos con certificado de Responsabilidad Social y Fair Choice, con lo que acreditamos que se da el correcto trato a los colaboradores y a los socios. También hemos cerfificado nuestro laboratorio, para certificar nuestros lotes y los productos que comercializamos.

             SN
   Tema
   Acción
   Resultados esperados
        
    
   Actividades del proyecto
    
       P.1
   Governance
   Desarrollar   el programa ProJoven 2018 para formar jovenes que aseguren el futuro de la   cooperativa
   18   jovenes capacitados en gestion empresarial
       P.2
   Governance
   Implementacion   del comite de gestion, incluyendo a 2 jovenes, para apoyar la toma de   decisiones
   5   reuniones del comite de gestion, la constitucion del comite de gestion   aprobado y registrado en acta de consejo de administracion
       P.3
   Business
   Supervision   de la construccion de la planta y traslado de maquinaria
   Planta   en marcha
       P.4
   Business
   Capacitacion   en tendencias de mercado de hilo
   10   trabajadores capacitados
       P.5
   Business
   Una   gira de negocios y/o participacion en feria(s)
   4   nuevos clientes conseguidos y contratos cerrados para la venta de 25,000   kilos de hilo
  

Creación, implementación e inicio de actividades de un Comité de gestión con jóvenes que pueda mejorar la toma de decisiones de la cooperativa.
Mise à niveau de la gestion financière de la coopérative CPNCK La CPNCK (Coopérative des Planteurs et Négociants du Café au Kivu) est une coopérative de producteurs de café arabica, fondé en 2010 et basé à Ngula, sur l’ile d’Idjwi, en RDC. Environ 3,800 producteurs sont membres et livrent leur café, mais la majorité n`a pas terminé de payer ses parts sociales. 

CPNCK forme les caféiculteurs, fournit des intrants, produit des plants, achète la cerise et fait le lavage. L’organisation possède six micro-stations de lavage et commercialise le café par exportation. 

En 2014 CPNCK a vendu 40 tonnes de café ordinaire. La qualité du café est reconnue grâce à la localité, la méthode de production et le dépulpage mécanique et pourrait accéder au marché de café de spécialité. La gestion de la coopérative dépend encore beaucoup de projets mais les leaders veulent développer davantage l’approche commerciale afin de s’autogérer.

Il y a encore beaucoup à faire à la CPNCK entre autre sur le plan juridique, administratif et financier. Mais la coopérative est ambitieuse et l’équipe de gestion et les leaders sont prêts à apprendre : fidéliser les membres, libérer les parts sociales, professionnaliser la gestion, rendre la gouvernance transparente, suivre la qualité du café, accéder au marché de café de spécialité, construire 10 autres stations de lavage, &hellip; il y a également des plans pour une usine de déparchage. Un plan stratégique et un business plan global de la coopérative sont nécessaires d’urgence pour déterminer les axes d’orientations et évaluer la viabilité économique des différents projets.

Avant Agriterra s'engage vraiment à CPNCK, c'est necessaire la coopérative améliore ses états financières. Les activités dans le plan d'action pour la période august-decembre 2016 sont vocaliser sur la gestion financière.

- 2016: upgrading the financial management of CPNCK and assure audits done for 2014 and 2015 - This is a condition for further actions in 2017 focussed on marketing, internal capitalisation, etc.
Sustainable and diversified service provision to members Seyemti Adiabo Union is located approximately 30 km west of Shire city on the road towards the Eritrea border. The union was initially formed to provide inputs (mainly fertilizer) to its member PCs. However about 3 years ago the union has also started with output marketing in reaction to demands from mainly the individual farmers that were complaining about good markets for their produce. The union has a strong ambition to upscale the output marketing activities and also become active in various forms of agro-processing in order to add value to the member’s produce and develop a more sustainable source of income for the union. Furthermore, as the area is very suitable for cattle, the union would also like to invest in animal fattening. Most farmers of the member PCs of the union are involved in the production of either maize, sesame, or cattle or a combination of those. The area is also suitable for irrigation farming of mainly tomato. The unions fixed assets consist of a warehouse for 3000 quintals of produce, a large compound with office, and 1 Isuzu truck. The union has recently also bought a mobile trashing machine to provide maize trashing service to the PCs. The union is rather liquid at this moment, it has investment capital available of around 6.4 million Birr.  

The main objectives of this action plan focused on: 
1. Digitizing the financial management system of the union (September)2. Designing the union road map by conducting five-year strategic plan  (August)3. Boosting output marketing of the union via improving the communication of union and primary coops (October)

The main objectives of this action plan focused on: 
Digitizing the financial management system of the union Designing the union road map by conducting five-year strategic plan  Boosting output marketing of the union via improving the communication of union and primary coops
Maize Processing Business & Member Services Initially the Union was registered as NJOLUMA meaning NJOMBE, LUDEWA AND MAKETE FARMERS COOPERATIVE UNION in the year 1985 with registration number 5050 and started operations in 1987. The main role of the union was to provide services on input supply and crop marketing of its members.
In the year 1995 the union failed to perform its core business activities due to lack of working capital following withdraw of the government to guarantee loans of cooperative unions from financial institutions. After a long period without business, NJOLUMAFU restarted again in 2013 following a directive by regional commissioner to track all economic-cooperative entities in the region and identify their properties.
Various efforts were undertaken to ensure the UNION is re-established, Cooperative registrar at regional level conducted meetings in primary cooperative societies where caretaker committees were put inplace. The registrar convened the first general meeting in April 2013, in that meeting members proposed and approved the name NJORECU (Njombe Regional cooperative Union) to be the new name for their UNION instead of NJOLUMAFCU. After consensus process of registration of new name took place and was successful..

In 2018, according to the NJORECU action plan, the collaboration will start with a Value Creator agripool mission (March), strengthening of the organization through financial management and governance training and advise concerning the set-up and business case of newly installed processing facilities for maize flour. 

NJORECU's goal is to improve the member commitment and service provision to members, processing maize by establishing maize milling machine for the benefits for the farmers.
Scopings and Assessments Philippines 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 the Philippines. Aim is to grow from 0 to 5 clients in 2017.

The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessments in Philippines 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.

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.
Tendales para valor agregado del arroz de los socios de la cooperativa Alfonso Núñez La generación del valor agregado a la producción de arroz es una de las limitaciones de los pequeños productores de este rubro en distintas comunidades de Chichigalpa  ya que no tienen tendales para el secado de la granza ni trillos, aun que la cooperativa tiene un tendal en la comunidad Pellizco que fue financiada por la Cuenta Reto del no es suficiente para secar las cantidades de arroz en granza húmeda que produce el municipio.
La mayoría de los productores deben llevar la producción de granza húmeda a otros municipios donde facilitan el servicio de secado, generando gastos operativos en transporte y alimentación, que en muchos casos se incrementa debido a la espera de turno durante varios días dada la gran demanda.

OBJETIVO

Mantenimiento y ampliación del tendal de secado de la cooperativa Alfonso Núñez en el Municipio de Chinandega comunidad el Pellizco.

Uno de los retos de la UNAG en la cadena arrocera es buscar el fortalecimiento de la comercialización y valor agregado.

Otro reto es trabajar la cadena de arroz como región y no como departamento,  actualmente la UNAG Chinandega tiene afiliado a 6 cooperativas arroceras y UNAG León otras seis cooperativas.

También es buscar cómo hacer una estrategia de distribución de arroz con su marca, empaque, registro sanitario y así poder apaliar un poco el problema de comercialización de arroz en granza que pasan los productores de arroz.

Para todo esto se está promoviendo la cooperativa Alfonso Núñez tome la las riendas de la cadena para eso hay que ir dando ciertas capacidades de gestión y servicios.

Objectives
•	Mobilize finance for malt barley contract: 5 million ET birr
•	Optimize and strengthen malt barley value chain
•	Increase output marketing performance Tsehay
•	Increase quality and quantity of production
Organización exportadora de cacao, líder en la Región Ucayali Convertirse en la Cooperativa exportadora de cacao número 1 de la Región Ucayali y promover y liderar una alianza de cooperativas productoras de cacao a través de un servicio de acopio centralizado.

             SN
   Tema
   Acción
   Resultados esperados
        
    
   Actividades del proyecto
    
       P.1
   Governance
   Revisión   y rediseño de los Estatutos y el Reglamento interno de la Organización
   Tener   Estatutos actualizados y un Reglamento interno acorde a la nueva visión de la   Cooperativa
       P.2
   Financial   management
   Elaborar   e implementar un Manual de procedimientos administrativos y financieros
   Tener   un Manual de procedimientos administrativos y financieros
       P.3
   Organisational   Development
   Consultoría   para elaborar el Plan estratégico, el MOF y el ROF.
   Obtener   un Plan estratégico, un MOF y un ROF
       P.4
   Organisational   Development
   Campaña   de sensibilización a los socios
   Tener   socios sensibilizados en temas de la Cooperativa y medio ambiente
       P.5
   Production
   Participación   en curso sobre certificaciones
   Miembros   del área técnica capacitados en certificaciones
       P.6
   Organisational   Development
   Capacitación   en temas cooperativos (Cooperativismo)
   Mejorar   el conocimiento y la capacidad de los socios
       P.7
   Governance
   Capacitación   en motivación y liderazgo
   Contar   con socios motivados y capacitados en liderazgo
       P.8
   Financial   management
   Contratar   a un contador in house
   Tener   un contador a tiempo completo en la cooperativa para que se encargue de todas   las labores relacionadas con el área contable.
  

Elaborar un plan estratégico coherente con los nuevos objetivos de negocio de la cooperativa, definir un plan financiero que sostenga las actividades futuras orientadas al cumplimiento de esos objetivos y, por último, crear los lineamientos de calidad y trazabilidad que la demanda productiva de la cooperativa y el mercado necesitan.
Professionalizing the union for their agro processing ambition Melka Awash Farmers’ Cooperative union has been providing diversified services to its members such as supply of agricultural inputs, output marketing, transportation and credit service. The union has been working with C4C project since 2013 and bring remarkable change. For instance, ACOS dube chickpea variety adopted, the union digitalized its financial management practice, 8 PCs management professionalized by hiring managers and thereby their business portfolio diversified. In 2017 the union have ambition to install semi processing of lintel seed factory but, the feasibility study is not conducted yet. There is still some challenges such as: limited manpower and lack of organizational structure adversely affecting its employees and service provision efforts. Many union of C4C- Agriterra client has been bringing a lot success in mobilizing internal equity capital and installing the processing factory. But Melka Awash union have not experience to mobilizing internal equity capital yet. The union mainly working in output marketing of wheat, teff, malt-barley and chickpea. The malt barley market outlet is already secured by Diageo/Meta brewery. But poorly performed in output marketing of teff, wheat and chickpea, due to poor communication between primary cooperative and union in market chain.

The 2016 AP will focus on:- Mobilizing 3 million ETB by internal capitalization for warehouse construction and office- Developing full-fledged human resource policy manual and improved staffing plan for the unions- Conduct feasibility study on semi processing of lintel seed factory - Creating market linkage with potential customer for Teff, wheat and chickpea - Developing business plan to mobilize 6.5 million ETB for output marketing

Mobilizing 3 million ETB by internal capitalization for warehouse construction and office- Developing full-fledged human resource policy manual and improved staffing plan for the unions- Conduct feasibility study on semi processing of lintel seed factory - Creating market linkage with potential customer for Teff, wheat and chickpea - Developing business plan to mobilize 6.5 million ETB for output marketing
Bringing Rukiga Sacco to the next level Rukiga Savings and Credit Scheme Cooperative Society (RSACCO) is a member based, member founded, member owned financial institution and is duly registered as a cooperative Society under the 1991 Co-operative Act. It was started 2002 but formalized in 2003 with the registrar of co-operatives. The founding process was led by father Gaetano with an intention of eradicating poverty among the residents of Rukiga County. The Sacco has 9,300 members, 1 main office and 5 branches in Rukiga County.

Rukiga SACCO render financial services to their members, mainly farmers. Whereasthe SACCO and its branches are all located in the Rukiga County, services are also given to people who come from the neighboring districts of Ntungamo and Rukungiri, and from the other sub counties of Kabale district.

Conclusion from the company assessment is that Rukiga Sacco is already on a good level and has a strong position in this region, but to bring the Sacco to the next level, action on certain topics is required. 

Agriterra can support Rukiga Sacco by giving trainings to staff / BoD and supporting the Sacco in making strategic decisions. Rukiga Sacco can also benefit from sharing experiences with other SACCOs and vice versa.

Making a bankable business plan
Benchmarking with other Sacco's
Developing KPI dashboard
Towards organisational sustainability and increased marketing performance Duro Abaro Grain marketing Farmers’ Cooperative Union Ltd is established in October 13, 2012 with 15 primary cooperatives. Currently, the union has 17 member cooperatives working in two districts in west arsi zone of Oromia Regional State (Shashemane and Arsi-Negelle) with a total member farmers of 2,024. The members of Duro Abaro Grain marketing Farmers’ Cooperative Union mainly produce Wheat, Barley and Maize in order of their importance.

The performance of the union in implementing 2013, 2014 and 2015 action plan was fascinating. The union has marketed about 3,200 quintals of wheat, 6,300 quintals of wheat and 35,258 quintals if wheat in 2013, 2014 and 2015, respectively. The main achievements the union showed is mainly as a result of the union' willingness to translate the advisory services provided to them in to meaningful actions. Among, the best advisory services Agriterra provided to the union exists working capital mobilizations and business plan development (Agripool-Mission), Proposition of commision based marketing strategies to enhance more and more membership participations in to Agricaltural commodities output marketings.

Eversince, Agriterra project commencement, the union has acquired various organizational strengthening supports, and techincal capacity buildings that outshined the union performances up to the current year. Despite the good performances so far, Duro Abaro Union is still institutionally week, and have little capital bases, &lt; 2 million ETB.

In 2016, Agriterra focus areas should be provide further organizational strengthenng services to the union and top primary cooperatives. Agriterra support services should also enhance the union and its memeber primary cooperatives so as to improve their purchasing and sales capabilities theirby increasing output marketing performances of the union by more than 10%. (Please see the union 2016 action plan for the detail project activities)

To strengthen the organizational capacities to improve the marketing performance of the union (4000 MT wheat grain output marketings) with 10%
Increased milk  volumes 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 5000 in 2016 to 6500 in 2017 and strengthen organisational structure by building capacity of new board and develop clear roles for the staff.

The projcect mainly looks into ways of increasing milk volumes. Muruny will retain the current 2 extension officers. A workshop for the extension officers will also be undertaken. In addition, organisational development activities on the capacity building of the new board and establishment of a youth council are also key project activities. 

For 2017, the core strategy for Muruny is to further increase milk volumes from 5000 in 2016 to 6500 in 2017 and strengthen organisational structure by building capacity of new board and develop clear roles for the staff through development of board charter and a human resource manual
Auditorías Colombia Proyecto marco para las misiones de auditoria que se llevarán a cabo en Colombia en 2018

Se se realizarán las auditorias a los 5 clientes en Colombia en 2018 (COMSAB, FCC, COMEPCAFE,ECOLSIERRA y COMCACAOT)

The Agroindustrial Cooperative of Palmito Apropal, Agriterra's client since 2013, has achieved organic certification for a first group of partners representing an approx. of 170 Hás those that produce an approximate of 11 containers per year out of a total of 40 conventional containers. It is expected to achieve a replication effect with more farmers who can achieve organic certification in a period no longer than 3 years. The expectation is that as they perceive the benefits of producing organic palm in terms of their individual income, as well as that of the Organization, this way of cultivating will spread throughout the Organization, taking care of the environment and strategically differentiating from the environment. competition.
This Project aims to strengthen the path already advanced in productive-organic, strategic and commercial issues, as well as to continue emphasizing work in governance that is still a weakness within the Organization.