devinitorg/iati-policy-markers huggingface dataset:
Strengthening the cooperative business through capacity building focusing on financial management and governance. P’KWI in full is the Popular Knowledge Women’s Initiative Farmer to Farmer Co-operative Society. Currently PKWI has 2500 households as registered members, 60 per cent are women. P’KWI focuses on sunflower and cassava production and value addition as an economic enterprise. As part of the collaboration with Agriterra the cooperative was advised to focus on sunflower production and processing. There is a huge potential for sunflower production in the Eastern region of Uganda where P`KWI is located. The market demand for organic/ vegetable oil from sunflower is very high both locally and in the export market. The cooperative owns a processing facility that is currently not in operation but experience has indicated that if it is revived then the cooperative will be able to generate substantial incomes from sunflower processing and hence increase members` incomes. Efforts are required to strengthen the governance and financial management systems of PKWI, improve access to quality inputs like seeds and support the development of a business plan and marketing strategy. 

P`KWI intends to transform itself into a model self-reliant agricultural cooperative society that is able to produce and process over 900 MT of organic sunflower in Eastern Uganda in the next five years.   
Goals 2018 action plan:  
- improve financial management systems 
- improve governance systems 
- Develop a bankable businessplan   
- improve member commitment  
- setup of formal youth council

Goals 2018 action plan:  
- improve financial management systems 
- improve governance systems 
- Develop a bankable businessplan   
- improve member commitment  
- setup of formal youth council
Consolidar la Exportación Directa de Tara APT del Norte debe ir consolidando los procesos de ampliación de la base asociativa, para lo cual se ha firmado dos convenios inter-institucionales con dos comunidades campesinas (las mismas que luego de pasar un proceso de evaluación, podrían convertirse en socias de la Cooperativa). Así mismo de acuerdo al Plan Estratégico 2016 – 2020, debe consolidarse al final del mismo el proceso de producción, acopio, transformación y exportación directa de polvo y goma de tara. Por otro lado la organización debe consolidar el ordenamiento de los registros contables (SISCONT, SISGECO) y el saneamiento de sus activos para acceder a créditos y financiamiento de sus futuros proyectos.

- Realización de pruebas para analizar capacidad de absorción y porcentajes de taninos en la tara- Definir estrategia comercial para transformación y venta de taninos- Gira comercial a Argentina y/o Alemania para buscar mercados de gomaIdentificar y preparar a un responsable comercial- Capacitar lideres productores en análisis financiero, roles y funciones- Pasantia a cooperativas para conocer éxitos y fracasos- Elaborar manual de procedimientos y políticas administrativos y contables- Preparar plan de capacitación para personal y su ejecución- Bajadas a bases con directivos para socializar sistemas de capitalización y aportes proporcionales al volumen entregado- Hacer un estudio para conocer factores que influyen en el nivel de taninos de la tara, en función a los parámetros de calidad que exige el mercad

Consolidar la Exportación Directa de Tara
Building a future proof business The future of the dairy sector in Kenya is in processed milk. This therefore calls Kabete Dairy to develop a long-term strategy to move from sale of raw milk to processed. Current milk sales / day is 12.500 kg of which only 4% is processed. KDFCS aim is to change its strategy to aligh with government as well as ensuring a sustainable business for the farmer hence future strategies will focus on expanding the sales of processed milk  to make themselves future proof. At the same time expansion of milk the milk intake with 35% (end goal for 2017) . Therefore, the partnership between Kabete Dairy and Agriterra focuses on two objectives: 1) Increasing productivity and milk intake of Kabete dairy through organized extension 2) Transform from sale of raw milk to pasteurized milk by increasing volume of pasteurized to atleast 15% from the current 5%

Key focus on this action plan focuses on increasing production through establishing and organizing the extension department while improving the sales point through installation of modern technology(3 milk ATM) so as to increasing the sales of the orgganization

 1) Increasing productivity and milk intake of Kabete dairy through organized extension 
2) Transform from sale of raw milk to pasteurized milk by increasing volume of pasteurized to atleast 15% from the current 5%
Starting up processing plant Kiambaa Dairy made some steps towards realising its ambitions of pasteurising its members’ milk. They also continued increasing milk production from its members and minimizing seasonal fluctuations which is vital as coop continuously grows towards milk valorisation. The mission carried out also stipulated steps that Kiambaa has to undergo in 2016, their work is clearly cut out for the next 2-3 years. However, there is still some work to be done and 2016 will prove vital for them as the foundation is being laid for the processing plant, organizational structure and internal controls and reporting.

Activities and support focuses on commissioning the new processing plant that will value add the raw milk from Kiambaa dairy’s members and hit the market. Professionalise the running of the cooperative to suit the new way of doing business

Commission the new processing plant that will value add the raw milk from Kiambaa dairy’s members and hit the market. Professionalise the running of the cooperative to suit the new way of doing business
Capital humano y mejoramiento de la planta de alimento balanceado El Proyecto fortalecerá el pensamiento estratégico (ajustará el PEI y elaborará el POA 2018) y el capital social de APL (el liderazgo de la mujer y el recambio generacional insertando a jóvenes productores de leche). Consolidará la unidad de Recursos Humanos, ampliará la capacidad y mejorará la operación de la planta de alimento balanceado de Sumumpaya.

Ajuste al actual Plan Estratégico 2018-2023: Elaborado y aprobado en Asamblea                  extraordinaria el Plan Estratégico de APL para periodo 2018-2023Elaborado y aprobado en Directorio el Plan Operativo Anual 2018Consultoría de apoyo a estructuración y consolidación del Área de RRHH: El Área de             RRHH cuenta con competencias, instrumentos y presupuesto específico para su                   funcionamiento Consultoría de acompañamiento al proceso de automatización de la planta de                      alimento balanceado de Sumumpaya Liderazgo de la mujer: Al menos el 20% de las mujeres socias de APL han cursado el            curriculum de liderazgo de la mujer en organizaciones de productoresFortalecimiento de la participación jóvenes (hombres y mujeres) y recambio                      generacional de APL: El Directorio ad hoc del Consejo de jóvenes está conformado,      operando y cuenta con un instrumento de planificación. Dos hijos de socios de APL              profesionalizados y especializados en industrias lácteas en el Centro de Estudios                  Técnico-Profesionales de la Universidad del Trabajo Uruguay (primer año)

BHAG: Al final de la gestión 2018, APL muestra un nivel de excedentes igual o superior a             Bs100.000.
Scoping missions, company assessments & strategic planning Services and accompaniment to be delivered by Agriterra's agribusiness team are envisaged mainly in the phase of business planning, the improvement of the financial management, match-making with investors and financial institutions, backstopping and technical support and in the monitoring of progress, once the business is established. For the advisory services Agriterra will tap mainly from the knowledge and expertise of the Dutch agricultural cooperatives and agribusiness. 

Potential clients for the team Agribusiness are those with the opportunity for developing a clear business case and the possibility to fund an increasing part of the business with investments or loans. The type of client is the business-oriented cooperatives or any other type of farmer-controlled companies with the following characteristics: (1) existing ventures, (2) coops with a fairly well established track record, (3) coops with ambitions to expand or innovate, (4) coops facing difficulties in mobilizing equity and debt in domestic market and (5) with 1000+ membership of small holder farmers. 

Kenya, Uganda, Ethiopia, Peru, Tanzania and Indonesia have been selected as focus countries for Agriterra's team Agribusiness. 80% of resources (financial and human) will be targeting farmer-led businesses in these countries. Following previous experiences the team opts for the following sub-areas: dairy, food crops & seeds and banking & insurance. Any specialization on a sector does not exclude activities, like in previous years, in any other sector. Yet, in all cases we will now demand a clear business case and the possibility to fund an increasing part of the business with investments or loans.

The underlying project aims to facilitate scoping missions as well as missions for company assessment in order to build up a client portfolio of farmer-led companies with good business potential and that are in demand of the services Agriterra is able to render

In 2014  scoping missions are foreseen to identify new clients and to scope for new intervention opportunities. With support from local partners such as federations of cooperatives, SNV, financial institutions and investors, cooperatives and other type of farmer-led companies with good business potential will be shortlisted and visited by an Agriterra team. Once classified as  potential client a company assessment will take place in order to get an in-depth understanding of the company's performance. If the findings are positive an action plan and budget will be developed which should lead by the end of 2014 to a bankable and investment ready business plan. 

This is an internal project.

This internal Agriterra project aims to facilitate scoping missions as well as missions for company assessment in order to build up a client portfolio of farmer-led companies with good business potential and that are in demand of the services Agriterra is able to render
Taunggyi UCS organisational development The Union Cooperative Society in Taunggyi represents the Township Cooperatives in East- and Southern Shan State and has a total member base of 180 Township Cooperatives. UCS itself is member of the apex farmer organisation in Myanmar, Central Cooperative Society. The Cooperative Assessment is a follow-up mission of various introduction- and scoping meetings captured in mission AS.8627 and AS.8775. Agriterra aims to develop a working relationship with two out of the three cooperative layers in East-and Southern Shan State: the Township- and Union level. The main (potential) business activities (will) take place at primary cooperative- and township level cooperatives, while the union cooperatives can play a role in creating an enabling environment and providing services to their township cooperative members. 
  
The current services provided by UCS to its member TCS are related to providing loans, input materials and machinery. The dominant service is the provision of loans from the Chinese EXIM bank. This loan programme will end in 2023. There is a strong awareness in the board of UCS that it needs to further diversify its service offering in order to remain relevant for its TCS members post 2023. The leadership has identified the need to support its TCS members in developing business as an income generating model and to be of value to their respective primary cooperative members. UCS sees most potential in two specific TCS organisations: one aims to produce and sell cooking oil, the other aims to produce and sell coffee. The latter is in-scope for another Agriterra cooperative assessment (AS 8779 CA Ywangan Cooperative Assessment).     



There is a willingness to change from the Chairman and in the first collaboration period assessing the responsiveness to change is important, all members of the board and management should be participating in the advisory trajectory.   
Computerization of accounting system is
needed, this would reduce the work load and give more timely reporting and more
transparency. Agriterra can offer UCS to help with the change trajectory. The
actual ICT provider will have to be a local provider that can implement and
give support during and after the project. 
Recommended is to discuss this with CCS, to
make sure that the system is compatible with the system that CCS uses, will use
in the future.
        Develop a business plan together with Ywangan   TCS for the coffee processing facility. UCS has financing available, but a   good business plan is needed to start with the project
   
          My.Coop and Basic Financial Management   training 
   

UCS wants to add business development services for its members, the township cooperative societies. 
UCS wants to change from manual to computerized bookkeeping
Internal organisation strengthening
Management et renforcement des capacités productives  et commerciales des coopératives La fopac accompagne actuellement les coopératives productrices de pomme de terre dans le petit nord Kivu (Territoires de Masisi et Nyiragongo) et 3 coopératives dans le Grand nord Kivu(Territoire de Lubero). Toutes ces coopératives présentent encore un besoin de renforcement en management,précisement le fonctionnement maximal de tous les organes.Les marchés existants ne sont pas encore structurés moyennant l'élaboration des contrats entre les acteurs.L'absence ou l'insuffisance d'un fonds de roulement limite ces coopératives a maximiser leurs profits a travers l'achat et la vente de la production des non membres.L'augmentation du rendement des champs et l'acces aux intrants constituent encore un défis pour faire face a la demande progressivement croissante sur le marché de la pomme de terre.                                                                                                                                           

       Organiser   les reunions pour rendre opérationnels tous les organes au sein de 10   coopératives et les sensibiliser   sur  l'établissement des départements jeunes et la constitution d'un fonds   propre pour l'achat de la pomme de terre aupres des non membres
       Organiser les journées porte ouverte au sein des  coopératives pour sensibiliser sur la   libération des parts sociales et l'augmentation des membres
       Accompagner  la   multiplication des semences de prébase à partir des mini tubercules 
       Mettre en place des essais des pepiniere des vitro-plans pour   produire la semence prébase sans passer par la production des mini tubercules
       Mener un pladoyer pour obtenir le suivi des champs semencier et   des essais par le Service national des semences
       Mettre en place des champs tests pour les techniques agricoles   par coopérative
       Organiser des concertations entre  responsables des coopératives , les   principaux grossistes   et les   principaux consommateurs de pomme de terre GOMA/BENI/BUTEMBO/BUNIA/KISANGANI
       Formation continue des jeunes producteurs comme auxiliaires   agricoles, par coopérative, sur les techniques agricoles dans les villages
       Poursuivre la légalisation des textes des coopératives 
       Organiser un dialogue avec les proprietaires terriens sur   l'octroi des terres avec une meilleure contractualisation
       Organiser des Evaluations    mi parcours des plans d’affaires des coopératives et arrêter/définir   des stratégies pour respecter les prévisions de ces plans
       Produire et publier des succes stories pour les coopératives
       Lancement officielle des activités avec toutes les coopératives   au sein des villages
  

Améliorer le systeme de management des coopératives de pomme de terre précisement la tenue reguliere des documents de gestion. Améliorer le systeme de vente et de production de la pomme de terre au sein des coopératives
Sistemas de gestión de CERCAT y del Mercado Campesino La Central Regional de Cooperativas Agropecuarias del Valle de Tarija (CERCAT Ltda.) es la institución matriz de 13 sociedades cooperativas  ubicadas en cuatro provincias del Departamento Tarija(Bolivia): Cercado, Méndez, Arce y Avilés, en torno a las cuales se aglutinan 395 pequeños productores. Fue fundada el 20 de abril de 1974 en la ciudad de Tarija con el propósito de contar con un ente gremial de representación de productores agropecuarios en el Valle Central de Tarija e implementar el “Mercado Campesino” para comercialización de sus productos. Cuenta con un patrimonio superior a los Bs 28 Millones y una utilidad anual superior a Bs 2.1 Millones. Sin embargo, su salud financiera requiere atención inmediata para fortalecer sus actuales procesos, muchos de los cuales se practican por simples uso y costumbre. El Proyecto busca desarrollar e implementar sistemas administrativo-financieros y de control interno, formular el Plan Estratégico y Operativo y generar capacidades para reorganización del Mercado Campesino - de propiedad de la Organización - y facilitar acceso al sistema de alimentos a las cooperativas de base de CERCAT.

Presupuesto consolidado y aprobado por el Consejo de AdministraciónElaborada la primera versión del Plan Financieros para el periodo 2018-2020Revisado y probado en Asamblea el Estatuto Orgánico y Reglamento interno de CERCAT 
  
Nuevo diseño del organigrama, Manual de Funciones (Consejos y Funcionarios), Formularios varios, libros de inventarios, Procedimientos de compras de bienes y servicios, proveedores) 
  
Elaborado, aprobado en Asamblea y socializado en las 13 afiliadas el Plan Estratégico Institucional para el periodo 2018-2020 
  
Elaborado, aprobado en Asamblea y socializado en las 13 filiales el POA Institucional para la gestión 2018 
  
Taller My Coop para las 13 cooperativas de base  (a través de Comité de educación) 
  
Gira de aprendizaje a mercados del exterior para conocer y aprender sobre administración, organización e infraestructura de mercados multifuncionales 
  
  Elaborado, consensuado y socializado con inquilinos el proceso de reorganización del Mercado Campesino y Reglamento de inquilinos

BHAG
Institucionalizar los procedimientos administrativo-financieros y el pensamiento estratégico de CERCAT, que permitan una gestión eficiente y rentable del Mercado Campesino de Tarija y faciliten la participación directa de las cooperativas de base en los sistemas de alimentos
Myanmar - scoping and assessments 2018 The underlying project aims to facilitate scoping missions as well as missions for cooperative or organisation assessment in Myanmar. This 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.

During 2018 scopings, organizational and cooperative assessments, working with the government and supporting internships

Scopings and cooperative and organisational assessments in Asia, as well as exchange visits.
Improving Organizational structure and supply chain of Niger seed  and oil marketing Admas Farmers’ Cooperative Union was established May, 2003 with initial capital of 153,000 ETB by 7 primary cooperatives (PC) and the numbers of farmer members were 1.700 that covered 6 districts of Guraghe zone. Currently, the capital stands at 19.4 million ETB, the number of PCs increased to 114 and the numbers of farmer members increased to 44,050 of which 8.6% are female. The union has been working with Agriterra for the past 4 years, during which it has brought remarkable results, amongst others the raising 3.4 million ETB through internal capitalization in order to install a semi refinery Niger seed plant, market linkage with a brewery for 300 malt barley producing farmers, adoption of improved seed and improving the value chain of Niger seed. The remaining key challenges of the union are the human resource management and succession, financial resources and supply management.

The 2017 action plan will focus on: 
1. Mobilize an additional 5 million ETB through internal capitalization2. Optimize supply chain with special focus on Niger seed3. Optimize the HR of the union by having fulfilled the HR for factory, 4. Developing bankable business plan to mobilized at least 20 million ETB for output marketing of Niger seed. 

To Improving Organizational structure and supply chain of Niger seed  and oil marketing
Agriterra Community - the making of a blueprint manual Developing Agriterra also involves challenges. We want to handle this very carefully, in particular with regard to initiating this growth and staying connected. We would like to keep those two in line with each other, to ensure that our ambitions are sustainable.
  
 That is why we want to build an Agriterra Community with you all. That is the purpose of this journey. To get our goals clearly on track and create the necessary resources on te way, as a blueprint for all our offices all over the world.
We need everyone’s input and ideas along the way. Therefore, teams have been formed. As a part of such a team, you have to reflect upon ideas and suggestions, explore your own surroundings and be creative in every aspect. A core team of representatives from each of the teams ensures the necessary coordination.


        What
   
      when
   
      who
   
          Sending out briefing and index request
   
      23 June
   
      Jose
   
          Inventory   index and work groups
   
      tot 30 June
   
      Esther/Sanne
   
          Design online platform
   
      4 July
   
      Jose (Esther/Sanne/Wouter)
   
          Meet up Monday
   
      3/7, 17/7,   31/7, 14/8, 28/8, 11/9, 15/9
   
      Sanne, Esther, Jose &   kernteam
   
          Inspiration visit 1
   
      4 juli
   
      Paluka
   
          Werkgroepen fase   1
      juli
   
      Jose & Cees
   
          Talk on Tuesday
   
      11/7, 25/7, 8/8, 22/8, 5/9,   19/9 
   
      Sanne, Esther, Jose &   kernteam
   
          Evaluation work groups phase   1
   
      31 juli
   
              Inspiration visit 2
   
      15 August
   
      Paluka
   
          Inspiration visit 3
   
      24 August
   
      Paluka
   
          Work groups phase   2
      31 August
   
              Inspiration visit 4
   
      12 September
   
      Paluka
   
          Work groups phase   3
      September
   
              HACKATON 
      25&26 September
   
      Project team; kernteam
   
          Design phase
   
      October, November
   
              Launch
   
      10 December
   
       

 build a standardised Agriterra office, starting with a small size, that is teachable, scalable and cloneable.
Gestión de desarrollo rural para los socios de las cooperativas Contribuir a la mejora de calidad de vida de los productores a través del fortalecimiento del capital humano, financiero, natural y social de las cooperativas de base para mejorar el desempeño de las cooperativas como herramientas de desarrollo del sector rural.

1.	Realizar procesos de formación a los productores del grupo meta del proyecto.
2.	Fortalecer la gestión financiera y económica de las cooperativas
3.	Fomentar la agricultura familiar a través de la facilitación de innovaciones con relación la producción agropecuaria.

null

Contribuir a la mejora de calidad de vida de los productores a través del fortalecimiento del capital humano, financiero, natural y social de las cooperativas de base para mejorar el desempeño de las cooperativas como herramientas de desarrollo del sector rural.

1.	Realizar procesos de formación a los productores del grupo meta del proyecto.
2.	Fortalecer la gestión financiera y económica de las cooperativas
3.	Fomentar la agricultura familiar a través de la facilitación de innovaciones con relación la producción agropecuaria.