devinitorg/iati-policy-markers huggingface dataset:
Increase cooperative vegetable business through own outlets and other sales channels Agriterra has started collaboration with AACL in March 2017 which gave opportunities to know each other better. During 2017, Agriterra mainly focused on study of cooperative vegetables marketing, strengthening institutional capacity in managing agricultural cooperatives, and on financial management. As follow up of advisory services in 2017, AACL has started mushroom and tomato packaging with cooperative logos and provision of vegetable price list daily on the notice board. AACL has formed separate management team for cooperative marketing. These activities have resulted in increased sales turnover of vegetable marketing. Currently, AACL is only able to absorb approximately 2 percent of total production of its members through one cooperative outlet. AACL has made a plan to add two new outlets and use different sales channels for increasing the sales turnover. AACL would like to further position itself in the vegetable marketing by adding value to the products of its members with own branding, logos and packaging. In order to do that there is need to further improving financial management and increase capital to support the marketing plans. AACL has formulated BHAG to develop and implement a sustainable and cooperative vegetable output marketing modality for the 150 commercial farmer members. The proposed activities are made to achieve sales turnover of cooperative vegetables marketing of Rs.25 million in 2018.

The overall objective is to increase member income through establishing cooperative vegetable marketing.
Sub Objective 1: Strengthen capacity of vegetable marketingActivity 1.1 Workshop on developing cooperative marketing policy and guidelines Activity 1.2 Engineering design with cost estimation of existing cooperative shop and new cooperative outletsActivity 1.3 Workshop on preparing business plan of cooperative marketing Activity 1.4 Assessment to explore the possibilities on expanding business of cooperative shop and entering on trade marketingActivity 1.5 Monthly meetings/workshops of representative of BoD, marketing sub committee, manager and marketing manager Activity 1.6 Mid term and final review worskhop to track the progess and provide support for planning and implementation of advisory support and events.
Sub Objective 2: Strengthen institutional capacity on financial managementActivity 2.1 Workshop and field visit on market assessment and developing branding/market positioning plan Activity 2.2 Submit audit report of 2017/18 and discuss results with Agriterra BAActivity 2.3 Follow up action plan of basic financial management trainingActivity 2.4 Follow up learning from study tour program 

The proposed activities are made to achieve sales turnover goal of cooperative vegetables marketing of Rs.25 million in 2018 through following sales channels
  Existing      outlet: Rs.10 million
  New      2 outlet: Rs.8 million
  Wholesale:      Rs.4 million
  Other      channels: Rs. 3 million
Comply to SASRA legislation This action plan is continued support to Aberdare to improve overall performance as a SACCO. 2013 was first contract year with Aberdare. Aberdare proved to be committed to make a step forward. Some structural and fundamental issues needed attention: improve (SMART) strategic plan, monthly monitoring of progress, improve ICT and tackle problem of unrecoverable receivables, a process of restructuring the balance sheet.

Support to financial management, ICT (computerising branches), improve overall performance of Aberdare SACCO. Objective is to attract additional 5M Ksh of Women Enterprise Fund.

Comply to SASRA regulations
Defining the strategic direction and enhancing a sustainable governance stucture Wakulima SACCO is the financial wing of Mukurweini Wakulima Dairy, the mother Company. Over the last years, the SACCO has been facing challenges in growth prospects as the organization has reached the maximum loan portfolio growth. This calls for a change in strategy, focusing on expansion through technology. Wakulima SACCO will therefore be focusing on redefining growth strategy expanding its member-reach out without opening physical branches. In addition, key focus will also be on updating the loan products to suit member-needs. Strengthening the governance will still remain a point of focus for the organization.

1. Developing a new SP
2. Updating the Current Loan Portfolio developing new products based on member-needs
3. Strengthening the Governance Body: Separation of the Board from that of the SACCO
4. Aligning the SP, BP and other Documents
5. Updating the policy documents

The goal of the project is to consolidate gains develop a sustainable governance structure by separating the Board of the Sacco from that of the dairy. The second goal is to define the next growth opportunities for farmer financing.
Business development of CDWA in sunflower production Chipata District Women Association  (CDWA) was registered in 1993 with the aim of empowering rural women through improved agriculture techniques, crop diversification, capacity building in Human rights & gender and improved income generating activities. CDWA has 4.052 registered members, representing 10 area associations and 249 groups. Majority are female members. Main goal of CDWA is to (economically) empower rural women through improvement of livelihoods and human rights and legal aid programs. The organization is engaged in services and lobbying activities in the subjects of: - support of sustainable agriculture for poverty reduction and food security.- processing of cooking oil from sunflower and groundnuts grown by the members, which is sold in the communities; - capacity development of the members for effective running of the families and the organization.                                                                                                                                                   CDWA is supported by USADF in improving the sunflower oil business. Agriterra sees a complementary role to this in order to support CDWA in achieving their main BHAG  2022: 6250 members are engaged in entrepreneurial sunflower production, supply this to CDWA for processing resulting in a vibrant economic activity and income for the members. This will achieved through effective services to members in return for secured supply of sunflower.

The major focus in 2018 will be:- Improved financial management and governance of the CDWA through conducting a training- Improved production of sunflower (10%) at the level of lead farmers through farmer field schools- Roll out of improved production methods to eager members (at least reach out to 600 active members in 2018) resulting into 10% more supply to CDWA

Objectives for 2018 are:
- Improved financial management and governance of the CDWA- Improved production of sunflower (10%) at the level of lead farmers- Roll out of improved production methods to eager members (at least reach out to 600 active members in 2018) resulting into 10% more supply to CDWA
Operational milk processing plant Agriterra will continue support Mukurwe-ini in starting up the processing plant. As the first repayment on the loan of 89,7 Million KES approved by CFC Stanbic Bank last year is planned for May 2014, the objective is to be operational in April.

Action plan focuses on extension activities to assure sufficient milk supply to the plant, training of Board and staff, ICT and marketing. In missions, Mukurwe-ini will be supported in this very crucial period of starting up the processing plant.

Start of processing plant
Scoping, assessments and coaching 2018 Uganda 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. 

The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessments in Uganda in order to keep the client portfolio at the same level and perhaps expand the client portfolio a little bit. Goal for 2018 is .... scopings and .... company assessments. Furthermore this project is also for more overall and combined meetings for example the yearly joint client meeting we have in Uganda.

The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessments in Uganda in order to keep the client portfolio at the same level and perhaps expand the client portfolio a little bit. Goal for 2018 is .... scopings  and .... company assessments. Furthermore this project is also for more overall and combined meetings for example the yearly joint client meeting we have in Uganda.
Capitalisation de l'approche  FACT4Budget dans le suivi du budget alloué à l'agriculture La Confédération Nationale des Producteurs Agricoles du Congo, CONAPAC en sigle, est une plateforme nationale regroupant 11 fédérations provinciales des organisations des producteurs agricoles réunissant autour de 500000 membres dans les organisations de base Elle est crée depuis le 22 Octobre 2011 avec pour mission essentielle la représentation et la défense des intérêts des producteurs agricoles. Elle milite pour l’émergence d’un mouvement paysan fort à travers la République Démocratique du Congo.La CONAPAC veut capitaliser l’approche FACT dans le suivi du budget alloué à l’agriculture. Le présent plan d’action s’aligne sur les piliers suivants du plan stratégique de la CONAPAC :- Gestion des connaissances et renforcement du leadership paysan ;- Lobbying et plaidoyer pour des politiques incitatives du secteur agricole ;- Renforcement institutionnel de CONAPAC, mobilisation des ressources et gestion du programme.

La CONAPAC s’appuiera dans le cadre de la mise en œuvre de ce projet aux fédérations provinciales qui jouent le même rôle auprès des autorités provinciales ainsi qu’aux organisations de base renforcer le dialogue avec les chefferies et secteurs comme entité territoriales décentralisées dotées de la personnalité juridique et d’une autonomie de gestion.

Ce plan d'action veut contribuer à l’amélioration de la gouvernance du secteur agricole doté d’un budget conséquent conformément aux accords internationaux.

Objectifs spécifiques

- D’améliorer des connaissances, de la communication et de la sensibilisation des leaders paysans sur le processus d’élaboration et d’exécution, de contrôle et de reddition des comptes du budget de l’Etat ;- D’assurer un appui à la création et l’opérationnalisation des cadres permanents de planification participative , suivi et évaluation des plans locaux de développement agricole au niveau des entités territoriales décentralisées ;- De renforcer la gouvernance interne ainsi que la crédibilité de la CONAPAC auprès des administrations du pays ainsi que des partenaires techniques et financiers.

Activités à réaliser:1 Organiser une réuinion de haut niveau avec la Commision économique et financière de l'assemblée nationala sur l'élaboration, de l'exécution, le contrôle et la reddition des comptes du budget de l'Etat2. Organiser des session résidentielles de formation FACT sur le budget dans les 3 provinces test.3. Organiser le suivi de l'exécution budgétaire au niveau des administrations du secteur agricole (national, provincial et local)4. Produire le rapport de suivi et de l'exécution budgétaires dans les entités test (3 provinces et 6 chefferies)5. Produire une note de plaidoyer à soumettre aux assemblées nationale et provinciales lorsde la session budgetaire.

null

Améliorer la gouvernance du secteur agricole doté d’un budget conséquent conformément aux accords internationaux.
Geodata Pilot Internal workgroup on Agriterra's strategy on ICT and cooperatives
Motivation
ICT and finance play a vital role in food productivity and income. During a visit to the 'Geodata for Inclusive Finance and Food' conference in February 2017 (by NpM, Netherlands Space Office and Rabobank Foundation) we saw many initiatives on Geodata and many suppliers of ICT solutions to agriculture. 
  
Most projects give partial solutions on one aspect of the agriculture production cycle (eg. soil analysis, weather information, plant disease analysis, financial analysis). They usually need a considerable of labour input for data collection and communication with end users. Time and again, they lack possibilities to bring the solution to scale, due to lacking profitability. 
All solutions for agriculture based on new technology encounter a central difficulty in identifying the unique farmer and his/her location. Additionally, the grid of the geodata is still not that advanced that small farmer plots can be located from space. Agriterra works through agricultural cooperatives and farmers organisations. Agriterra would like to know the state-of-the-art suppliers of solutions to agriculture, using ICT and/or geodata and specialized software, as they are in the market and cover together most aspect of the production cycle and crop chain. 
  
We think there are possibilities to bundle solutions as provided by service providers and supplying and off-taking companies in the chain, and chain partners themselves into a profitable business plan.
  
Agriterra is not yet familiar with the possibilities, but we see the urgency and need to start to work in this area as well, to improve the livelihood of the smallholder farmers. We would like to introduce these new ICT technologies via Agriterra to the cooperatives and farmer organisations who we work with. 
  
Which IC Technology suppliers can we work with? in order to reach all our farmers in the 14 focus countries of the current Agriterra programme. Therefore, we would like to get an insight in the the potential sources and providers of geodata, big data and agricultural applications, in order to know which suppliers are best suited to work with as Agriterra to reach our goals. 
  
https://agriterraindewolken.sh...



Work group:
1. inventarisation
2. network
3. pilot

 Get an insight in the the potential sources and providers of geodata, big data and agricultural applications, in order to know which suppliers are best suited to work with as Agriterra to reach our goals
Piloting a life-insurance product: a coproduction between UCCFS and Sanlam Uganda Central Cooperative Financial Service Limited (UCCFS) is an independent financial services provider that serves the financial needs of all cooperative societies in Uganda. UCCFS is a company established by Uganda Cooperative Alliance in order to provide financial services to its membership. UCCFS is currently enrolling two micro-insurance pilots in a partnership with the insurance company Sanlam.

In an effort to reduce SACCO members’ vulnerability, the UCA with technical assistance from MIAN and financial support from Agriterra conducted a study to establish the insurance needs of the members of the SACCOs of Mateete and Kakuuto in Sembabule and Rakai Districts respectively. Against this background, UCA consulted a number of insurance companies to help develop two insurance products (Health and funeral insurance covers) for these communities that will reduce the difficulties quite often experienced by the SACCO members’ families whenever there is illness or death in a household. Finding a committed insurance company appeared to be rather challenging. Finally, in March 2011, UCCFS has entered a partnership with SANLAM Life Insurance (U) Ltd and an Memorandum of Understanding was signed. Sanlam and UCCFS with technical assistance of MIAN developed an insurance product, called family protection plan. A life insurance product covering for the death of family members of the following five groups: policyholder (compulsory), spouse, children, parents and extended family. Since March, this product is currently being piloted at two SACCO’s. If the pilots appear to be successful, the insurance initiative can be up scaled and implemented at more SACCO’s. 

The proposed project seeks to support the two micro-insurance pilots with:
•	Promotion and sensitization meetings
•	Developing insurance manual
•	Marketing & publicity (Promotional materials)
•	Evaluation of the pilots (December/January 2011)

- to succesfully implement two micro-insurance pilots (product Family Protection Plan) at two Sacco's (Mateete and Kakuuto)
- to establish a profitable micro-insurance venture in close cooperation with Sanlam
Carne chaqueña al mercado regional La Federación de Ganaderos del Gran Chaco (FEGACHACO) es una organización de primer grado. Fue creada con el fin de fomentar el desarrollo ganadero, fomentar el mejoramiento genético del ganado criollo chaqueño y desarrollar la formación de capacidades locales de pequeños y medianos ganaderos de la provincia Gran Chaco del Departamento Tarija. FEGACHACO aglutina a 1.502 pequeños y medianos ganaderos en 28 filiales dispersas en el Chaco Tarijeño, cuyos socios se dedicas a la crianza de 120.000 cabezas de ganado vacuno.El objetivo de largo plazo (al 2020) que se ha fijado FEGACHACO con la asesoría de Agriterra, es lograr que el FEGACHACO se haga cargo de la comercialización de por lo menos el 15% del ganado de los socios (18,000 cabezas). Este ganado se comercializará en pie (30%) y en carne (70%) en el mercado de Villamontes y a nivel departamento de Tarija , con sello de carne chaqueña de calidad.Durante el 2016 se ha fijado lograr la certificación del matadero y comercializar carne de calidad, y que FEGACHACO se fortalezca como organización . Los principales resultados esperados son:

1. fortalecimiento de la gestión administrativa y financiera basado en la formación de gestión financiera y el chequeo de salud financiera de Agriterra;2. Fijar las líneas para la auto-sostenibilidad financiera basado en la formación de Agriterra en el tema.3. Plan de negocio para la comercialización de carne chaqueña en el mercado regional4. Lograr la certificación del matadero de acuerdo a la normativa nacional. 5. Se cuenta con un manual de buenas practicas para el matadero6. Empleados del matadero entrenados en calidad e inocuidad de la carne.

El 2016 será el primer año de trabajo de FEGACHACO con Agriterra. Las acciones para este año son aquellas identificadas durante los 5 dias de análisis organizacional con la organización.

Los principales resultados esperados son:

1. fortalecimiento de la gestión administrativa y financiera basado en la formación de gestión financiera y el chequeo de salud financiera de Agriterra;2. Fijar las lineas para la autosostenibilidad financiera basado en la formación de Agriterra en el tema.3. Plan de negocio para la comercialización de carne chaquena en el mercado regional4. Lograr la certificación del matadero de acuerdo a la normativa nacional.5. Se cuenta con un manual de buenas practicas para el matadero6. Empleados del matadero entrenados en calidad e inocuidad de la carne.

Lograr la certificación del matadero y comercializar carne de calidad, y se han dado pasos al fortalecimiento interno de la organización.
Re-vitalizing the Business of Organic Rice Producer in the Philippines Pecuaria Development Cooperative Inc (PDC) is located in Bula, Camarines Sur, Bicol Region Philippines. The cooperative was founded in 1991 as an Agrarian Reform Cooperative. It is a closed type cooperative, but they do accept associate members. Total members now come to around 700. PDC is now the leading consolidator of certified organic rice in the Bicol Region. The cooperative is focusing on organic rice production, processing and marketing.The country expansion by Agriterra to the Philippines led to the identification of potential cooperative  clients. That on the 1st quarter of 2017, Agriterra conducted the Philippine scoping mission and Pecuaria Cooperative was shortlisted and underwent a scoping assessment. The result of the scoping mission positively endorsed Pecuaria for Cooperative Assessment because it was a farmer's led busines and with ambitious goal.   On the 3rd week of August, 2017, Agriterra conducted a cooperative assessment to Pecuaria cooperative and recommended the following:
Appoint temporarily (6 months) Consultant from outside to implement the austerity planImprove financial reportingImprove financial results (higher volume rice, reduce costs of goods sold and overall costs, staff, social events)Strengthen financial positionCollecting loans and accounts receivablesWithholding 2 or 3 PHP per kilo paddy for one yearRevise policies for services/activities and be strictMake a business plan/proposal for DA for investment in Muscovado

Programme
  
        Date
   
      Activity   
   
      Venue
   
      Who
   
          3 NovMeeting with the management team   PDC Office
   
      VS, BL
   
           4 Nov
   
      Meeting with the BOD/Level-off      VS, BL, BOD, Mngt
   
          6-10 Nov
   
      Austerity Consultation/Planning and Development
   Consultant’s 6 month intervention workplan development      VS, Key PDC leaders/ Mgnt
   
          11 Nov
   
   Draft Presentation of Austerity Plan
Presentation Consultant’s 6 month intervention workplan
Resolution adoption (BOD)         VS, Ben,  Key PDC leaders/   Mgnt
   
          15 Nov
   
   Review and Finalization of Austerity Plan and Consultant’s 6 month intervention workplan
Distribution of copies         VS
   
          23 Nov
   
   Signing of Contract/Agreement Agriterra/Pecuaria
VS/Pecuaria         VS, BL, RG, RvdM, BOD and Management
   
          Onward to May 2, 2017
   
      Austerity   plan implementation
   
         VS
   
   
VS=Vicky Serrato/ BL=Ben Luther Lucas/ RG=Rene Guarin/ RvdM=Richard van den Maden
  

To tun-around the farmer's led enterprise-  organic rice trading and marketing from weak  into a promising and high profile business in the Bicol Region and  by providing a consultant that will guide the cooperative in the implementation of  austerity plan for 6 months.. The goal of the project is to Improve financial results (higher volume rice, reduce costs of goods sold and overall costs, staff, social events) of the cooperative to continue conducting business.