devinitorg/iati-policy-markers huggingface dataset:
Increasing member commitment and production capacity UCORIBU is an aggregator of rice of 10 affiliated cooperatives in the Southern province of Rwanda. It has a joint venture with the Australian company Intercity Millers (ICM). In 2006-2007 the government offered to privatize its rice factory and UCORIBU mobilized its members to gather the required capital of 100,000,000 RWF. 53,000,000 RWF was mobilized by a limited amount of members, who got 40% of the shares in their name. ICM acquired 60%. The remaining 47,000,000 RWF was payed of in the following years with the revenues of the factory. The Union therefor as 2 speeds: it represents 13,000 members through 10 cooperatives who benefit from the joint   venture as their buyer and through annual bonuses. The other group are the members that have invested directly in the joint venture in 2006-2007, when the value of one share was 18,000 RWF. People could however also invest smaller amounts, which had direct consequences for their dividends.
UCORIBU is active in rice collection, bulking, processing, briquette production, rice flour and animal feed. The Union hence provides quality seeds to the cooperatives and provides guarantees to farmers looking to access fertilizers on credit.


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Agriterra is working with UCORIBU on increasing member commitment by organizing visits of farmers to the factory, improving financial transparency and organizing coaching activities to increase rice production. Agriterra will support UCORIBU in creating a new marketing strategy using the value creator module, a new strategic plan will be developped and we will work on improving financial management and governance.
Developing Marketing Strategy and Overall Business  Plan of Yubi Cooperative Established for 9 years, Yubi cooperatives (YC) has formed mid-scaled producing basement with good quality orange. The operations of board are focus on building production basement and orange planting technology in the past years, while they are facing some bottleneck constraints. for now, output of orange is reaching top, finding stabilized sales channel, taking position in overseas market and setting a 3-5 years strabusiness plan is crucial for YC. To achieve the objectives, YC has invested an orange wine processing factory, and asked for subsidies from government. Besides, a practical sales & marketing plan and a long-term business development is needed from Agriterra. 

Marketing: 3-day marketing planning workshop. Sort out more marketing channels and set up marketing tactics.Business plan: 3-day strategy & Business plan workshop. Arranging fuutre business and agri-tourism park planning. How to arrange future business, making an attractive orange basement for visitors and how to realize the industry blending.Overseas Market Entries: Discuss together the possibility of entrying the overseas market.

An analysis of orange market and set a market business plan. Finding more sales channel and using some market strategy for better revenue.Making a clear business plan for three to five years of how to arrange business and improve capacity to speed the process of industry integration.Improving members’ degree of participation.
Establishing Animal feed processing factory Simret FCU is founded in 2004 in the Tigray National Regional state and encompasses 19 Primary cooperatives and 30,252 farmers in the district Saese Tsaeda emba. Since its establishment, it has been limited inthe distribution of farm input, industrial products and consumable items to member PCs/farmers. The union has been profitable with their narrow business portfolio, in the input business. But now, the union and its leaders anticipate robust engagement in output marketing business as well. Member farmers mainly produce temperate area crops such as wheat, barley and maize. The soil is better and there’s also unevenly showering rain. In this area, farmers can grow wheat, barley, maize and some vegetables such as tomato, potato, and onion.
* assisting the union on establishing animal feed processing factory for benefiting the members and become profitable farmer led business activity,
* connecting the union with financial institutions/ Banks for the business


Conducting Feasibility and implement the another activities till End Of December 2018. 

Support the union to engage on Animal feed processing factory and cattle fattening business.
Latin America - Taller FACT Este proyecto se dirige a las actividades de fortalecimiento del cabildeo de las cooperativas y organizaciones y de sus directivos y personal en Peru y Bolivia, siguiendo la trayectoria completa de la metodología FACT.

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Fortalecer la capacidad de cabildeo de las cooperativas y organizaciones y de sus directivos y personal en Perú y Bolivia
ASIA – Business Development Agriterra professionalises ambitious farmer cooperatives and organisations worldwide.
Agriterra believes in farmer ownership to fight poverty and stimulates social-economic strong and vibrant rural areas. Cooperative expertise and peer-to-peer advice from the Dutch agri & food top sector are key principles; advice, training and exchange the key methodologies.
 
Agriterra developed a range of practical training products for cooperatives and agricultural organisations in developing countries.
 
Under this project, trainings on business development are covered. Agriterra developed several products and trainings on this topic:
 
•       Training of trainers My.COOP
•       Marketing basics training
•       Financial sustainable services
•       Value Creator

Under this project, trainings on business development are covered. Agriterra developed several products and trainings on this topic:
 
•       Training of trainers My.COOP
•       Marketing basics training
•       Financial sustainable services
•       Value Creator

BSFACL has set the goal of 100 ton sales of graded potatoes with packaging and own logo in 2018. 
Other expected outcomes to support set goals are:
Functional potatoes business with clear operational guidelines, and developed operational and financial plan for potatoes businessIncreased marketing skills and plan for branding and marketing of potatoesIncreased the performance of the grading machine through feeding of potatoes automaticallyAdopted new way and techniques of potatoes farmingImproved financial management
Cow herd expansion for growth in dairy production In the last quarter of 2012, a joint mission of Agriterra and Rabobank was executed to assess possible cooperation with Rabobank Development/Foundation. All partners agreed to cooperate in 2013. The combined partners Agriterra, Friesland Campina and Rabobank can offer technical assistance at three aspects to overcome the current challenges:
1.	An institutional capacity building program for members, Director Board, Control Board and management. This program is necessary to make everybody understand the objective of the cooperative, the cooperative structure, roles and responsibilities of the different organs in the cooperative. Members will also understand how to create the capital of the cooperative for sustainable development. Furthermore, an internal training team has to be created to secure the sustainability of the program.

2.	Management support to staff, including a financial literacy training for manager and accountant, an English language course and assistance to develop a long term business strategy.

3.	Management support at farm level, including animal husbandry (milk hygiene, cow raising, etc.), financial literacy at farm level (household economic management), and record keeping of cow herd development. For the effective execution of the program, club meetings of members should be resumed and more technicians should be recruited.

Rabobank engaged itself to support institutional capacity building, Friesland Campina will support Evergrowth in technical advice on farm techniques and Agriterra will focus on business management, e.g. a business plan explicitly describing the growth ambitions (expansion of cow herd) to be financed by external loans.

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Number of members: 1700
Number of cows: 4000
Milk intake per day	: 20 tons/day
Financial targets: 
Turnover	VND 90 billions equivalent to USD 4.5 million
Profit: 4 billions equivalent to USD 200,000
Sesame export: Setit action plan 2012 Setit Union has a strong membership base and produce approximately 30-40% of the Ethiopian sesame to the market. The cooperative members responded wisely to install a high end cleaning machine and to enter into the export market directly in previous years. However lack of experience, changing market conditions, poor and corrupt management of the past has severely impacted on the unions’ ability to capitalize on the initiative. With the current international and local focus and support on agriculture in general and for small scale producers, the union is well positioned to optimize its recovery.

Setit seeks to regain its export position and export 150.000 quintal of sesame. Already one international buyer has been identified, namely Olam. In order to move into export and guarantee sufficient produce Setit seeks to set up an input finance scheme, providing loans to the farmers in order to cater for their inputs and paying the workforce that need to work on the lands.

The activities outlined in the action plan are geared to get Setit into business and export again and link the union to international buyers like Olam. The potential of the union and its cooperatives is huge and due to underperforming management this potential is underexploited. Focus of the action plan is the recruitment of a new manager who can bring a change within the union, restructure and solve the outstanding debt of the union and enroll the action plan in order to get Setit into export.

Goals
•	to develop a bankable business plan for 
	- export finance
              - input finance
•	to recruit a professional manager spearheading the revival of Setit’s business performance
•	to restructure the outstanding debt
Masterplan Cooperative Development Vietnam: phase 1 In 2016 Agriterra established its office in Vietnam and started up activities with several cooperatives and its alliances. Government and stakeholders have been lined up to Agriterra's added value in the field of cooperative development. 
On 8 February Agriterra presented its ideas on Cooperative development needs in Vietnam at a high-level workshop for the Vietnamese government and the Vietnamese Cooperative Alliance, hosted by the Dutch government.
On the basis of the positive feedback from Vietnamese stakeholders, the strong bond with the Dutch government in Vietnam and the will of Agriterra to make a difference for farmers and its organisations in Vietnam, the moment is there to start a masterplan with the Vietnamese Cooperative Alliance, government and other stakeholders to work towards a new and improved landscape for cooperatives and its members. 

Agriterra took the initiative to start a long-term collaboration with the VCA in the next years by drawing up a masterplan together on cooperative development in Vietnam together and aligning other stakeholders to this plan. Agriterra will be the co-executor with VCA of this plan.
In the project interventions will be done in the field of making cooperatives bankable, governable and legitimate towards their members. And to start up a knowledge agenda for cooperative management.2018Agriterra aims to strengthen the services of VCA and its affiliates toward provincial CAs and primary cooperatives, by development and provision of tailor made training on relevant topics like Value Chain development, Governance and FACT. We also faciliate VCA in exchanging experiences on cooperative development plans in our target provinces (Quang Nam, Daklak), sharing success cases with other parts of the country. 

Drawing up a masterplan together on cooperative development in Vietnam together and aligning other stakeholders to this plan
Improved cooperative entrepreneurship in order to get access to finance RUCU is a registered union under the cooperatives Act NO.20 of 2003 with registration number 5513, registered in 1995. The union is based in Rungwe district in the southern highlands of Tanzania, approximately 50Kms away from the Malawian border. The union offices are based at Tukuyu shopping centre and housed in their own building.
Historically the union was formed in 1949 as Rungwe African Union (RAU) when Africans were advised by the colonial government of the day to form their own cooperative to handle their produce. At that time the cooperative was handling products from four value chains; coffee, maize, beans and rice.
Due to the perceived advantages of economies of scale, the government advised RAU to merge with other unions in the whole Mbeya province to form Mbeya cooperative union (MBECU). Since RAU was a major stakeholder of the new outfit they were given the general manager’s position. Rungwe on its part just became a branch. More value chains were thus added into the products lists handled by the union.
Just like in other parts of the developing world, in 1984, politics set into the cooperative movement. This let to the disintegration of MBECU and formation of Kyela Rungwe cooperative union (KYERUCU). This union lasted for close to 10 years before there was a split in 1995 to form Kyela cooperative union (KYECU) and Rungwe cooperative union (RUCU).
RUCU is led by a board of 6 elected board members who can vote during the meetings. However, during sittings, the general manager, the accountant and the district cooperative officer (DCO) joins into the meeting to support the board on advises. The union also currently has an active membership of 20 Agricultural marketing cooperative societies (AMCOS) who in turn boast of a total active membership of about 2000 individual members currently delivering their coffee to the AMCOS who then later deliver them to the union.

RUCU currently solicits for working capital from financial institutions mainly for the advance payment to members for coffee delivered on behalf of the affiliates. In addition to the working capital, the union also offers transport services to its affiliates.

Professionalize the basics of the organisation (financial management, governance, business planning).
Incidencia politica desde las organizaciones economicas campesinas - OECAS In 2004 CIOEC submitted an initiative Law for the legal recognition of the Rural Economic Organisations (OECAs). After years of stagnation, CIOEC re-introduced the initiative and sought for approval in 2012. Early 2013 the law was approved by the government and CIOEC was asked to work out a regulation of the law. Once peasants are legally represented by CIOEC, it will become possible for the OECAs to access funds foreseen for the agricultural development of the country.
This process has not been completely finalised in 2013. The projects focuses on a) the further legal reglementation and implementation of the law and b) the integration of peasant’s representatives in national political discussion platforms or advisory boards so that the OECAs can get access to funding for their economic development.
For this the Farmers' Advocacy Consultation Tool (FACT) will be used within CIOEC.

Specific objectives 

(a) Reinforce the OECAs by the formulation of strategic actions, within the framework of the OECA law (i.e. regulations);
(b) Consolidate the inclusion of the OECAs in the public-private agenda setting at the local, subnational and national level within the OECA law (i.e. implementation of the OECA law).
(c) Promote the participation of the OECAs leaders in order to increase the farmers' voices in the public and private sector. 

Expected results

• Instruments in order to start the implementation of the OECA law have been designed and put into practice.
• CIOEC and the departments of CIOEC have elaborated their lobby plans in favour of the OECAs. 
• CIOEC - at national and subnational level - and the OECAs have consolidated their participation into the different economic development platforms in the county (at the national, departamental and local level)
• Leaders of CIOEC and OECAs have increased their lobby and advocacy skills (especailly young farmers and women)
• Strategic alliances have been built.  

Summary of the activities

• Elaboration of the instruments in order to be able to implement the OECA law
• Organisation of workshops to elaborate the lobby agenda for the OECAs at the different levels (national, departmental and local)
• Negotiations with local government
• Training of leaders of local and departmental level in lobby and advocacy skills (Farmers' Advocacy Consultation Tool)
• Networking with other organisations of the private and public sector.

Regulation and implementation of the OECA law
Scoping and Cooperative Assessments - Ethiopia - 2018 In 2018, team Ethiopia aims to renew and expand 25% of its current client portfolio. Apart from 3 new clients (replacement) we plan to expand with 4 clients; the client portfolio will include 27 clients in 4 regions. To execute this objective we plan 2 scoping rounds (June-July, 18 scoping) 12 CA (7 in January and February; 5 in October - November). Further support from HQ in professionalizing the team with 7  employee missions, 3 events with Annet Bok (January, June and October). Last but not least we will organise an exchange visit to the Netherlands.

- 2 scoping rounds
- 12 cooperative assessments (1 Tigray, 3 Oromia,3 Amhara, 1 Dire Dawa, 4 SNNPR)
- 7 support employee mission
- 3 events with Annet
- exchange Netherlands

Mapping of potential new clients in Ethiopia and assessment of potential new clients
Scopings and Company Assessments - Ethiopia - 2017 In 2017, team Ethiopia aims to renew 30-40% of its current client portfolio. That means that there is room for including around 7 new clients. In order to identify new clients, several scopings and company assessments are planned. 

This project also aims to scope and explore new business arrangements between companies and companies.

Expected results are:
- 7 new clients on board
- 1 company - cooperative business arrangement established

- 3 scoping rounds
- 7 company assessments (3 Tigray, 3 Oromia, 2 Amhara)
- 2 business development assignments (coop-company)

Mapping of potential new clients in Ethiopia and assessment of potential new clients in 2017.
Youth Caravan: involving youth in agribusiness The Youth caravan:
This will be a 6-day agribusiness learning caravan from one point to another, starting from Kampala, through the region and back to the national level as a climax, launching the agribusiness campaign (Feeding the world, changing lives). This caravan will draw participants from all region sfo the country. Other successful value actors from different areas will be sharing their own experiences through question and answer approach. The caravan will involve the media houses as the ear and eyes of the public to appreciate the youth in the development. The caravan will then climax into a national high level policy convention for effective engagement with policy makers. Below therefore is a series of activities that take place at each stage or on each day.


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Agriterra will contribute to the Youth Caravan, organised by AgriProFocus in Uganda, August 2017.
Goal:
  
To build a vibrant youth led agribusiness movement that creates employment, improves income and livelihoods, and promotes inclusive growth for sustainable socio-economic and democratic transformation of Uganda.   
  
To inspire youth into joining expanded employment opportunities in the Agribusiness value chain.  
  To provide a platform for registration, sharing information, knowledge and learning from real life experiences successful youth agripreneurs.  
  To build a platform for collective youth action and opportunity for youth voices accessing policy makers with specific issues in the agribusiness sector.  
  At least 70% Youth linked to agribusiness market opportunities, incubation and mentorship support services, Agri-skills development programs and market opportunities
  Policy makers give audience and respond to issues affecting youth through commitments 
  At least 30% registered on the on-line platform 
Expected Outcomes 
  
At least 90% of the 40 youth participants have an improved mindset and perception towards agribusiness
  At least 70% Youth linked to agribusiness market opportunities, incubation and mentorship support services, Agri-skills development programs and market opportunities
  Policy makers give audience and respond to issues affecting youth through commitments 
  At least 30% registered on the on-line platform
Improved efficiency milk processing (2) 2014 was a great year for Meru Central Dairy. Milk intake almost tripled and Meru Central dairy was also able to sell their new UHT milk in good quantities (see project 6035 for more details).

2015 will be a year to consolidate this growth and to identify new investments needed. 
The Union is in the process of developing a master plan of the entire Union structure in relation to available piece of land. This is to avoid building structure and demolishing them again having the current growth rate in mind.

2015 action plan will continue focusing on extension services, marketing and will adress Meru central Dairy's organisational challenges because of huge increase of business activities in 2014.

Continued but balanced growth of business
Coop Leadership Programme In collaboration with Avicenna Academie voor Leiderschap, Agriterra will develop and enroll a training on cooperative leadership and governance. First pilot will be in Kenya. Thereafter, training module will be adjusted and piloted in the following countries: Uganda, Tanzania, Ethiopia, Indonesia and Peru. This training on governance and leadership is meant to become part of the standard advisory track for all Agriterra clients.

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Develop and enroll a training on cooperative governance
Collaboration with Cotton Association of Zambia CAZ, a member-based organisation in the Zambian cotton sector, has been a client of Agriterra since 2009. The key challenge for CAZ is to become less dependent on donor funds. The CAZ Sustainability Index has been declining in the past 4 years and all parties agree that a drastic change is required to reverse this unhealthy situation.  
At the Organisational Change workshop held in January 2017, the decision was made to reprioritise the current key strategic objectives from the 2014-2018 Strategic Plan into the following new key strategic objectives:Resource Mobilisation
Enhancing Membership (in number and fees)Development of Partnerships (CEEC, input suppliers, donors, etc.)Capacity buildingLobby and Advocacy (Cotton Act, favourable contracts for farmers)The overriding key strategic objective is Resource Mobilisation, which is to be supported by the other strategic objectives. Special attention should be given to resolving issues related to CAZ’s strategic venture of the farmer-owned Ginnery MFGPCo, a vehicle crucial for CAZ to enhance membership and increase own income. 

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Improving DAZ lobby capacity and capacities to strengthen cooperative membership for dairy development
Laying foundation towards licencing by SASRA The core strategy of Lelan SACCO in 2017 is to increase share capital and grow membership and thus building steps towards regulation by SASRA

see uploaded actionplan 2017

Increase share capital from 2.8million to 5million
Grow membership from 1200 to 2200
Reduce defaulted loan (PF) from 8.3million to 5.9million and 
Increase loan book from 21million to 30million
World- Scoping missions and assessments 2016 [14-08-2017] FL: project closed manually in database. No track record of set to active and finished.
Company assessments and scopings in countries Agriterra has no office. 
Crash course and year summit - training sessions with all agri-advice staff members

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1. Improved Financial management : enhance own income; cover overhead 100% by itself2. Sustainable farmer led service provision focusing on better production and entrepreneurship3. Improved access to quality seeds