devinitorg/iati-policy-markers huggingface dataset:
Strenghtening Potato Cooperatives in Musanze Rwanda Agriterra has been working with farmers organizations in Rwanda, including IMBARAGA, since 1998. All projects aimed to “empower farmers’ organizations” to be able to provide quality services to their members in order to support them to improve their livelihoods and get out of poverty. In the districts Musanze, Nyabihu and Burera, the legacy of the previous projects supported by Agriterra is still visible.
Recently Agriterra revised its intervention strategies, putting more focus on improving farmers’ cooperatives’ “economic capacities”. Irish potato is among the most profitable crops in Rwanda and Agriterra wants to remain active in this value chain. Many cooperatives are involved in the Irish potato value chains especially in seeds and the production of consumption potatoes. Generally however, these cooperatives are particularly small in terms of members in comparison with other value chains. Membership often does not exceed 25 farmers, but their outreach is often large looking at non-member supplying farmers. In collaboration with IMBARAGA, through this mission, Agriterra expects to be able to support these small cooperatives in an efficient manner in order to assist them to become flourishing commercial cooperatives with extended membership bases. 

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Cooperative Development in the Irish Potato value chain in Musanze. The partners aim to strenghten the governance and management of the identified cooperatives and the informal GPS’s will be supported in their trajectory to become formal cooperatives.
Expansión de servicios ganaderos y saneamiento de las cuentas El proyecto focalizará sus esfuerzos en el fortalecimiento del portafolio de servicios desarrollado con apoyo de Agriterra el año 2017. En particular, apuesta por la expansión del nuevo servicio de correduría de seguros ganaderos, ampliando su cobertura, negociando mejores condiciones y prestaciones con las entidades financieras e incorporando fuerzas de venta para promoción y colocación de seguros. Asimismo, continúa apoyando al saneamiento de las cuentas de FEGABENI. Por último, mejora los canales e instrumentos de comunicación interna y hacia las asociaciones provinciales a través de medios electrónicos y físicos.  

Mejoramiento de la comunicación hacia los asociados (Estrategia 3 PEI): El boletín               FEGABENI mensual y con financiamiento del 100% de esponsoreoCobertura mediante redes sociales, internet y medios escritos al 90% socios                         carnetizados
  Desarrollo de publicaciones técnicas para el sector (Estrategia): Compendio ganadero
  Base de datos del trabajador del campo alimentada con al menos 1.000 nombres
  Seguro ganadero (Estrategia 23 PEI): Un mínimo de 250 pólizas colocadas
  Ampliación del sistema de contabilidad: Adquisición de módulos de proyectos del                 programa contable y equipo PC de computación
  Saneamiento de cuentas de orden de los Estados Financieros: Se ha reducido en al               menos 30% las cuentas de orden del ejercicio 2018
  Asesoría en Seguros Agropecuarios: Diagnóstico y asesoramiento integral en la gestión y       desarrollo de mercados para el seguro ganadero
  Capacitación a la Comisión de fiscalización: 4 miembros del Comisión de fiscalización         capacitados en el Curso de apoyo a Consejos de Vigilancia


BHAG:  Incrementar los ingresos en al menos 15% a través de la prestación de actuales y nuevos servicios para el sector ganadero y los Estados Financieros del ejercicio 2018 muestran un resultado de Bs 0,00 o superior
Irrigation system for demo plot roughage feed production Kieni targets to improve quantity and quality of roughage feed to milking cows. To increase milk yield on a daily basis, cows need to be fed well, also in periods of drought. Kieni takes up buying and producing roughage and supplies this to the primary cooperatives, which in turn will sell these feeds to their members.

One specific component of this plan is the establishment of a demonstration hay production sites (a plot near Kieni’s collection centre (see photo above) to gain experience in modern quality hay production and to disseminate this knowledge to its members. An important aspect is irrigation of the grasslands for hay, as this region can be affected by droughts.

Therefore, Kieni started the construction of a gravity water supply system (pipeline of 6 kilometres) to be able to irrigate the 10 acre plot around its premises (see also photo above). 

The pipeline is already finalised by own financial means of Kieni Dairy. The objective of this project is to invest in the demonstration plot in order to show best practices and train members on hay production and quality feed for cows.

The objective of this project is to invest in the demonstration plot (in particular irrigation system) in order to show best practices and train members on hay production and quality feed for cows.
Making cooperatives bankable - Improving financial management of cooperatives Financial management is a critical part of any organisation. Everyone who works towards achieving the objectives of an agricultural cooperative plays an important role in assuring the effective and appropriate use of its financial resources. However, basic financial management capacities are usually limited, and consequently, financial management is often excluded from carrying out the operating plans of these cooperatives.

This is an internal Agriterra project to strengthen an organisation's financial management capacity so that they can:
* adopt financial management systems suitable for running the organisation.
* manage and control financial resources efficiently and effectively.
* promote transparency and the good faith of the entire staff.

The project covers training of clients in financial management, monitoring and advisory missions on financial management and project audits.

Financial management is a critical part of any organisation. Everyone who works towards achieving the objectives of an agricultural cooperative plays an important role in assuring the effective and appropriate use of its financial resources. However, basic financial management capacities are usually limited, and consequently, financial management is often excluded from carrying out the operating plans of these cooperatives.

This is an internal Agriterra project to strengthen an organisation's financial management capacity so that they can:
* adopt financial management systems suitable for running the organisation.
* manage and control financial resources efficiently and effectively.
* promote transparency and the good faith of the entire staff.

The project covers training of clients in financial management, monitoring and advisory missions on financial management and project audits.

To strengthen the organisation's financial management capacity of clients so that they can:
* adopt financial management systems suitable for running the organisation.
* manage and control financial resources efficiently and effectively.
* promote transparency and the good faith of the entire staff.
Improving Production and supply of Niger sees and Sesame This action plan is designed focusing on: enhancing production and supply of Niger Seed, sesame, increase output marketing of both, capacitating the organization and an exit strategy for the project/C4C. In the previous action plan period the union has executed 98% of all activities planned, the current action plan with diversified activities took in to consideration the union's previous execution capability and the motivation to shoulder 63.9% of the cost contribution. Tsehay Union annual operation in monetary term has reached 760 Million, the number of member PCs has also increased to 120, and the union seek to use software to efficiently manage its diverse internal operations and members business, which is currently handled manually. Through the internal capitalization scheme, the union has collected 30% of the required capital to set up oil refinery factory, additional activities for mobilizing funds will also extend as part of this action plan. As the project’s time period with back donors is limited, in the absence of continuation, an exit strategy is included in the plan. Objective: Increase Niger seed supply to 10,000, Sesame to 20,000 quintals. Mobilize 1.65 million ETB.

The proposal of this project is focussing on a couple of main elements indicated below. In order to improve the overall performance of Tsehay, the 2016 Agriterra/C4C action plan will focus on: Increasing internal capital, increasing output marketing of Niger seed and Sesame, and phase out the C4C project.

Increase Niger seed supply to 10,000, Sesame to 20,000 quintals. Mobilize 1.65 million ETB.
Improving Organizational structure and supply chain of Niger seed and malt barley Admas Farmers’ Cooperative Union was established May, 2003 with initial capital of 153,000 ETB by 7 primary cooperatives and the numbers of farmer members were 1.7 thousand that covered 6 district of Guraghe zone. Currently, the capital raise to 19.4 million ETB, the number of primary cooperatives increased to 114 and the numbers of farmer members increased to more than 44,050 of which 8.6% are female members. The union have been working with Agriterra for 4 years, and bring remarkable results, such as raising 3.4 million ETB through internal capital to install a semi refinery Niger seed plant, market linkage with brewery for 300 malt barley producers’ farmers, adoption of improved seed and improving the value chain of Niger seed etc. The main challenges of the union are the human resource management and succession, financial resources and supply side.

The 2016 action plan will focus on: 1. Mobilize an additional 2 million ETB through internal capitalization2. Optimizing supply chain with special focus on Niger seed and malt barley and market at least 2000 quintal malt barley and 14,000 quintal Niger seed3. Optimized the HR of the union by having fulfilled the HR for factory, hiring of deputy manager and professionalizing 15 coops managers4. Developing bankable business plan to mobilized at least 5 million ETB for output marketing of Niger seed. 5. Getting the factory operational

1. Mobilize an additional 2 million ETB through internal capitalization2. Optimizing supply chain with special focus on Niger seed and malt barley and market at least 2000 quintal malt barley and 14,000 quintal Niger seed3. Optimized the HR of the union by having fulfilled the HR for factory, hiring of deputy manager and professionalizing 15 coops managers4. Developing bankable business plan to mobilized at least 5 million ETB for output marketing of Niger seed. 5. Getting the factory operational
Reinforcing the financial management and strengthening the cooperative organisation of Dukundamatungo Dukundamatungo is a small dairy cooperative whose main activity is milk collection and sale. The cooperative was officially registered in 2009 after being started in 1997 as an association. Dukundamatungo presently has a membership base of 145 individual members, 2 delivering cooperatives and 1 association in the western part of Rwamagana. Besides these members quite some other farmers deliver milk to Dukundamatungo. In 2015 Dukundamatungo collected 1,007,677 litres of milk and has ambitions to further grow in milk collection. Typically, not all milk is delivered and the quality does not always reach the minimum standards to be accepted.
Agriterra has observed proper financial management practices and good bookkeeping at Dukundamatungo and the partners have agreed to start the activities of 2017 with an external audit for 2016. Furthermore, to visualize and calculate the strategic ideas in a strategic plan and to concretely sketch the business idea of producing and selling fermented milk in a business plan. The organisation is in need of a broader membership base and will hence do activities to mobilize new members.

Plan for 2018:
       Market   research
       Develop a business plan
       Invest in accounting software
       Updating the internal rules 
       Get external financial audit for 2016 and 2017 and present it at   AGM
       Frequent support of local accountant (2 days/month) in verifying   accounting books + preparing monthly reports (and financial statements) 
       Increase membership base through information event
       Hire new extension officer
       Exchange visit to IAKIB
       Exchange visit to Nyanza 
       Training  the accountant   on new accounting software
  

Reinforcing the financial management, strengthening the cooperative organisation of Dukundamatungo and development of a value addition strategy.
Admin Project hosting BA Agriterra DR Congo See Hosting agreement

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Hosting Agreement to support / services to Agriterra activities by FOPAC NK
Set-up model dairy and fattening demonstration farm Cher-Cher Oda Bultum Farmers Cooperatives Union started with 62 primary cooperatives in 2005. It’s main areas of service are input and output marketing. Currently, the Union has 128 primary cooperatives and it is constantly looking for new ways to improve the value to its members. Initiatives are taken around feed concentrate, coffee roasting, and dairy processing.43.576 farmers are connected to the Union. The business case that the union presented to Agriterra for collaboration is dairy business development in which case the Union is planning to improve the income from members' milk production by collecting and processing the milk and selling it in nearby and distant urban markets.  Agriterra agreed to work with the union on three stages. The first stage is to work on activities that have direct impacts on individual farmers, i.e dairy developments activities at household level and unions organizational strengthening. 

The plan of 2018 action plan are as follows: 1. Introducing improved variety of dairy cow to the members though AI2. Modernizing farm designed and looking technologies option for the farm3. Digitalizing the financial management system via adopting the Peach-tree computer software4. Improving the Dairy and feed production practices at farmers level

To set-up model dairy husbandry and fattening project to increase the income of Chercher Oda Bultum FCU members from dairy and dairy products
Task 5b - Preparing for internationalization of Agripool The concept to benefit from the knowledge and experience of employees and members of farmers' organisations and cooperatives has proven to be of added value in the advisory practice of agri agencies. 

Agripool is the header under which Agriterra has been recruiting, selecting, training, preparing for missions, deploying, evaluating and disseminating the results. Experts stem from rural people's organizations, both from the Netherlands and other OECD countries as from developing countries. 

In order to give a further boost in terms of availability and quality of the so called 'Agripoolers', Agriterra will carry out the project 'transition towards a new Agripool' (project 6082), which focuses on the Agriterra context and that can be seen as the first trajectory in the direction in which other (international) parties can join or benefit from. The new agripool will also provide services (travel, insurance, safety) for international missions of employees and consultants linked to Agriterra projects.

In this second trajectory, (tentative start second half of 2014)  it will be investigated if and how other agri agencies and / or other (international) parties related to farmers' organisations, can join the new Agripool in other to recruit agripoolers for their projects and/or make use of the services of Agripool; and, we will look into what is needed to tailer the concept to everybody's needs and expectations of new participants in the Agripool.

Objective:
To get a good view on interest, extend and demands of parties other than Agriterra with regard to the use of the Agripool concept.

Proposed activities:
- Presentation of the concept at Agricord members / international parties
- Survey among Agricord members (current practice, constituencies, potential, needs and wants,)  to grasp expectations.
- Call for proposals to work out plan how to tailer and implement the concept for interested parties

Envisioned output and outcome
Input for a project mandate and business case on which Agricord members can decide whether or not to have the Agripool concept tailered for extended use.

Involvement of other agri agencies:
supply input for survey

Contribute to reduction of rural poverty, hunger and malnutrition in Latin America, Agrica and Asia through enhancement of family farming
Professionalizing the SACCO to provide better services to its members, which enables growth RSTGA SACCO has been established in 2008 and has 2,133 members, 1 office and 1 branch. 
RSTGA SACCO was established as a result of the efforts of Rungwe Smallholders Tea Development Trust Fund which operates under Rungwe Smallholder Tea Growers Association, being the agent for development of the tea growers in the region. Before the SACCO was formalized the development trust fund facilitated farmers in the formation of savings and credit groups. After having facilitated these groups for 3 years the amount of farmers reached the stage that a more professional organization was needed for serving the financial needs of tea growers in Rungwe, and in 2008 RSTGA SACCO was founded and registered. 

 RSTGA SACCO is currently providing savings and credit services to its members. Savings services are mostly used by members in order to be able to comply with the conditions for getting a loan. Most loans are agricultural production loans, most of them related to farmer inputs e.g. seeds and fertilizer and occasionally working capital. 

 Targets set by RSTGA SACCO when it was formalised in 2008 were very ambitious. The aim was to reach 15,000 members of RSTGA tea producers within 5 years and have 8 branches all over Rungwe. Now, after 4 years this target appears to be too ambitious and the expectations have been tampered even though serious growth and reaching 10,000 members, of which the majority are small holder tea farmers, in the coming 5 years may not be beyond the horizon. The SACCO foresees a big growth in membership in the coming 2 years. 

 The demand for loans is currently higher than what the SACCO can offer, the loan size does not allow for bigger investments. With the SACCOs growth ambitions the demand for credit will even increase. RSTGA SACCO seeks to expand it outreach to members and wants to provide them with more savings and credit services.

Although the ambitious plans of the SACCO of 2008 had been downgraded already, the yar 2013 proved that the SACCO still has some fundamental improvements to make before it can attract more members. 2 different mission identified that the basics were not in order yet. Most urgent recommendation of 2013 was to improve the financial administration immediately. In addition, 2014 is neede to make sure all the basic requirements of a savings and credit society are as they should. Only then, they can take the benefit of the more than 8.000 members of the neighbouring tea cooperative as potential new clients.

- Professionalize financial management
- Professionalize SACCO
- Increase competitiveness of the SACCO
Prospección, análisis organizativos y auditorías Nicaragua Mapeo, identificación y análisis de cooperativas y organizaciones de productores susceptibles de integrar la cartera de clientes de Acodea en Nicaragua, y auditoría de los planes de acción.

Se realizarán misiones de prospección, análisis organizativo y auditoría a lo largo del año.

2017: 4 nuevos clientes:
- 1 misión de prospección (5 organizaciones)
- 4 análisis organizativos
- 1 misión de auditoría de proyectos (6 proyectos)
. - 1 misión de auditoría (6 organizaciones)
capacity building of tea farmers organisations CTCF is a new client for Agriterra. This recently established organization is working in close coordination with TEASEC (same office) but both organizations have their own objectives. Agriterra decided at the end of 2011 to stop the cooperation with TEASEC and start supporting  CTCF, being a  truly membership base organization.

The main objective of CTCF is lobby and advocacy, followed by organisational strengthening service provision to its member Cooperatives. Cooperative movement is positively supported by the government of Nepal, but there is a lack of financial and training support. CTCF will further build the management/ entrepreneurial capacities of primary tea cooperatives and support through effective lobby and advocacy for conducive policies and access to subisdies/loans of the government / other donors. Maintaining in a systematic way the tea database and membership database will further support/strengthen their lobby and advocacy as they can show facts.
 
The lobby and advocacy should contribute to some concrete results such as access to subisdies and loans; agreement to change the national tea policy in favour of small holders; establishing a branch office of National Cooperative bank in Ilam etc. The PGPP training will support CTCF to prepare good policy propositions and do effective lobby.

Organisational strengthening of CTCF as well as district and primary level coops, will result in increased membership (56 -> 65 primary cooperatives); better functioning coops with higher sales of green leaves; primary coops will get access to government loans and subsidies to build collection centres; vermin-compost  units and mini processing units.

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The main objective of CTCF is lobby and advocacy, followed by organisational strengthening service provision to its member Cooperatives. 

The project has 3 main objectives 
1.	Capacity building of Central Tea Cooperative Federation(CTCF), District Cooperative Federations and groups or Cooperatives on lobby and advocacy
2.	Entrepreneurship and marketing support targeting especially for young tea farmers
3.	To establish effective supervision and monitoring system in tea sector for regular dissemination of information.
Contributing to the future of coffee from Sidikalang Dairi Organic Farmers association, also known as PODA, started in 2004 as credit cooperative. As expanded into 108 groups, marketing of the coffee was a big problem for the members of the credit cooperative. For that reason a marketing cooperative was established in 2009. The marketing cooperative is responsible for buying the coffee of the farmers, processing it and selling it to traders.

During the existance of the cooperative, not much attention was yet spend on developing the organisation. As a result the board didn't make a strategic plan nor are they well aware of their role. There is an urgent need for capital to make the investments in a green house and working capital.

* Train board on cooperative principles
* Develop a strategic plan
* Better access to finance with business plan