devinitorg/iati-policy-markers huggingface dataset:
Improve members' income through organic coffee export business <p>Burka Galeti union has a strategic plan and well targeted business both at the union and members’ PC level. In the coming three years  animal fattening  honey processing  coffee and pulse crop export business are among the major plans to improve better services to its members. For Agriterra collaboration speciality coffee export business case is prioritized. The BHAG of the union is to be the one of the best speciality coffee exporting cooperative union in the country by 2020. Harrar coffee  particularly that of burka galeti union is speciality coffee with high preferences in export market and is known for its winey and fruity  floral-toned acidity&mdash;bright in the cup)  even intense&mdash;and with a rich and pungent  heady aroma that is wonderfully reminiscent of blackberries. The farmers are however suffering from unsatisfactory margins from the product output marketing. in 2017 and the way forward  the union would like to work with Agriterra in getting more access to high price fetching export markets for coffee and beans while accessing organizational strengthening supports from Agriterra. The main organizational strengthening supports asked for is professionalization of the union accounting system and financial managements. On the other hand  the union would like to have a joint interventions at the primary cooperatives levels in empowering women and youths both socially and economically.&nbsp;</p> <p>The main plan of the union among the other includes opening of export office along the port proximity  having export manager and acquiring organic certificate in a short terms.&nbsp;</p> <p>The main activities that is going to be undertaken during 2017 as per discussion with the union board members and management officials are as follows:</p>
<ul><li>Coffee Export market management training
  </li><li>Conduct financial management trainings
  </li><li>Participation in governance coaching track
  </li><li>Conduct peach tree training and follow ups</li></ul>
<ul><li>Export market manager recruitments</li></ul>
Increasing production  improving governance and optimising financial management  planning In 2016  planned support to Choma Dairy focused on expanding volume and scale. Given challenges in recruiting an extension officer due to lack of transport  extension support was limited to developing an extension strategy. Additional support was provided to strengthen FM and governance. In 2017  in collaboration with SNV  Agriterra will roll out extension services to realise increased volumes in 2017  as well as further strengthen governance  FM and planning. Increasing production  improving governance and optimising financial management  planning Short-term BHAG (2017): Increase milk production by 20% through a self-sustaining extension support model  supported by good governance and a stable Financial Management and ME reporting system.                                                                                                                 Long-term BHAG (2021): Increase milk production by 100% and increase processing of milk and marketing of milk and milk products by 50%.

Production: following the extension strategy developed in 2016  Agriterra will pay the 2017 salary of the newly-recruited Extension Officer (EO) while Choma will contribute the motorbike and SNV will support the training and support equipment of the EO.                                         Financial Management: the FM training in 2016 showed that Choma's FM system is suboptimal. In 2017  Agriterra will provide accounting services to the bookkeeper in order to bring the system up to standard. Audits and financial reporting are a key concern.   
Governance: The AGM elected a nearly completely new board. Agriterra's governance training will go in depth to address key governance (information) gaps  monthly board meetings will promote strategic decision-making and a planning training will help Board  Management steer the cooperative. A Youth Council will be sensitised.                                                 Organisational Development: Management and staff should be held accountable through clear job descriptions and targets  while milk and financial flows should be transparent through a record keeping system.                                                                                           Cooperation: Agriterra works closely with SNV to realise synergy and complementarity in support to CDDCU.
E-Granary innovative mobile platform for market oriented E-extension services to farmers EAFF has piloted the implementation of the e-granary as a virtual aggregation platform (warehouse) in Kenya in partnership with a mobile-based financial service provider (Mobile Decisioning Holdings Ltd - MODE). To this purpose  a data-base of physical aggregation centres and profiles of buyers within different regions has been built and is regularly updated. EAFF currently has a Memorandum of Understanding (MoU) with East Africa Exchange (EAX) and East Africa Grain Council (EAGC) (g-soko) to serve as trading platforms but will pursue partnerships with other off-takers  especially those procuring at the EAFF members aggregation centres. Through the e-Granary in Kenya different value chains have been piloted on the platform  realizing about 20 000 farmers in four regions of which 56% are women and 41% are youth (below 35 years of age). The provision of agriculture extension and agriculture insurance will be provided via the mobile platform from 2017. 
  
The aim of this project is to replicate the experience of Kenya and pilot it into other countries of the East Africa region  namely Uganda initially, and with funds permitting other members of EAFF. Using e-Granary innovative mobile platform to deliver market oriented e- extension services to farmers in East Africa through south-south technical co-operation work plan E-Granary platform:
1. Increased access to extension services:
2. Enhanced capacity of farmers on agriculture extension and 
    agriculture advisory services 
3. Increased public awareness and knowledge on the  success of e-extension
Boosting output marketing to optimize agroprocessing. <p>Amedber primary cooperative (PC) is found in Fogera district South Gondar Zone of Amhara region Ethiopia. The PC is a member of Merkeb Union and was founded in 1977. Today the PC has a total of 2460 (2210 male and 250 female) member farmers and owns capital worth 4.9 million ETB. The PC is mainly involved in input distribution (fertilizer  pesticides  seed  consumable goods)  agro processing (Niger seed and grain)  and output marketing (Niger seed  Rape seed  Faba beans  and Chickpea). Last seasons (2016-2017) output marketing results were 655 quintal Niger seed  100 quintal Rape seed  38 quintal pea  and 250 quintal Chickpea. The PC owns a small and old Niger seed processing facility which processes the Niger seed. The processed crude oil is distributed for its members and to the inhabitants in the nearby towns. The PC is in the process of changing the oil machine by new and efficient machine and Plans to pack produces and get certified.</p> <p>•Increase collection of Niger seed from 500 quintals in
2016/17 to 1000 quintal in 2017/18.&nbsp;</p>
<p>• Increase the amount of working capital for buying Niger
seed (current available amount is only 500 000 Birr). &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; • Explore the
possibility of getting certificate from the national quality conformity
authority. &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; •
Increase membership to increase Niger seed intake. &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; • Train 300 model farmer members on pre-and-post agricultural practices to
increase both quality and volume of Niger seed intake. &nbsp;&nbsp;</p> <p>- Agronomic training to farmers&nbsp;</p>
<p>- Governance and leadership training&nbsp;</p>
<p>-Financial management and accounting training&nbsp;</p>
<p>-B2B session and other market linkage activities</p>
<p>-Enhancing internal operations&nbsp;</p>
Renforcement des capacités productives   commerciales et managériales des coopératives rizicoles les actions contenues dans ce projet ont été definies pour que les coopératives rizicoles du territoire de Beni augmentent leurs productions et accedent aux marché plus rémunérateurs. Les membres de différentes coopératives pourrant réaliser une analyse approfondie de leurs besoin commun en vue d'envisager une structure appropriée pour y faire face. Les riziculteurs connaissent et appliquent les bonnes techniques culturalesDes recommandations claires sont donnés aux riziculteurs pour rendre optimum la productivité des champsQuantités de semence produits sont certifiéesLes producteurs semenciers accedent a la semences de base (centres de recherches)Augmentation des ventesAugmentation des ventes et nombre de contrats signésDes recommandations sont fournis pour plus d'efficacité et les fiches d'évaluation existentLes besoins communs des coopératives sont analysésAugmentation du nombre de jeunes riziculteursPowered by Froala Editor Suivi technique des champs de riz Evaluation des plans de production du riz au sein des coopérativesSuivi et certification des champs semenciers par senasemConnecter les producteurs de semence aux fournisseurs de semence de qualitéEvaluation et actualisation des plans marketing des coopérativesConquetes des nouveaux marchésEvaluations trimestrielles des gérants et des chargés de collecte de rizConcertations trimestrielles des coopérativesSensibilisation des jeunes riziculteurs sur le mouvement coopératif
Improvement in board members  management team for strengthen the services to members Tucocpricos is established in May 2006 and has flown from another organization which are doing the same. The members were not satisfied with the state of affairs and therefore started their own cooperative. Tucocpricos is adding value in facilitating the harvest of sugar cane and selling it to the factory. Besides sugar cane  the cooperative is also facilitating in the storage of crops. The cooperative wants to add more value to their members and therefore investments are required. They want to invest in machines so they can better facilitate in harvesting and in a warehouse and office. The cooperation bought land already and also a sugar cane loader which helps them to increase the sugar cane yield in terms of weight. The goal is to improve the capacity of board member and increase awareness of value chain of other crops apart from sugar cane  ultimately for can able to build and acquire loan for investments and increasing the benefits for the farmers.strength management available in place to take day to day activities of cooperative. 2020: as  first year of collaboration with Agriterra  TUCO will attend trainings and two advice missions of preparation of Strategic Plan and MC and support on management staffs.
Improvement of member commitment and  revenues to members Mwamko Amcos is a cooperative engaged in sunflower processing and selling of sunflower oil. Mwamko is also doing seed multiplication to members and none members. Mentioned activities have been source of income for the cooperative and members. However  the challenges Mwamko has been able to buy a machine to increase capacity of processing. Mwamko is located in southern regions of Tanzania  Mbeya in Chunya district. MWAMKO AMCOS goal is to improvement member commitment and revenues to members In 2020  according to MWAMKO Action Plan  the collaboration will start with a  Training Farmers in Record Keeping  Strategic Plan preparation  Member commitment and strengthening of the organisation through Financial management amp; governance training
JobsJobsJobs Kenya Agriterra will implement its Jobs  Jobs  Jobs approach in Kenya being an offshoot beneficiary. Ambitious young professionals will be offered the opportunity to gain work experience in rural farmer-led businesses at known Agriterra partners. Agriterra will co-finance the salary costs of the cooperatives that have enrolled into the program and will guide the young professional and the cooperative in the development  implementation and evaluation of the personal development plan of the young professional.Agriterra Kenya seeks to collaborate with an approximate of 10 cooperatives with an effective total of 26 jobs to be provided to young professionals. Supported value chains are mainly in coffee  Dairy and also in CRAFT programme. The support will be through separate Business Advisors with which they will participate in recruitment and monitoring of progress of the results expected from the young professionals.Basing on the need and the gaps identified in selected cooperatives  the young professional that will be recruited will provide services related to particular fields of interest  e.g. business development  extension services  agronomic services  management and accounting. 1. Improve the business operations and performance of 10 selected cooperatives.2. Employment for at least 26 young professionals; The project targets at least 10 coops. The idea is to hire professionals of age 35 and below.Agriterra will jointly participate in the recruitment process and jointly develop job descriptions and help the young experts in developing workplans. The coops will be responsible in reporting quarterly and monthly where deemed necessary by the respective BAs. The report from the cooperative includes the growth in productivity  income and that which is directly attributed to the roles of the young professionals. An annual audit will be undertaken by Agriterra concerning this respective project on the expenses. The project targets to support the coops in a maximum of 3 years where necessary. However  the obligation of coops interested in the programme is that they fully are responsible for the salaries of the experts in the third year. Contracts are therefore drawn to take into consideration this and the entire project details.The cooperatives hire these experts based on need. Its therefore imperative that as the project seeks to create jobs for young people (inclusivity)  the people to be hired are deemed below 35 years of age.
Improve youth participation and lobby for two-tier coop structure Union of Monetary Cooperative (UMCO) is providing financial services to member cooperatives. If the coop is giving out loans to primary level in kind (fertilizer  piscicide  fishing net  engine for boat  etc.)  interest rate is 2% per month and 24% per year. Starting from this year (2019)  it starts to provide fertilizer to coops. The quality of farm products depend on quality of input to the farm  they would like to provide fertilizers instead of money.Cooperative Scoping has been done on 03 July 2019 and company assessment was recommended. UMCO offers services to member cooperatives which are Township Level Cooperatives. Main services provided are microfinance and input supply. To increase youth participation in the board of UMCO. To lobby with the government for better business enabling environment for the coops. UMCO currently has 88 Township Level Cooperatives as its members. They are planning to increase the commitment of the members by introducing annual membership fees rather than one time membership fees. The board members of UMCO is very senior and experienced and they plan to introduce more youth involvement in the cooperative and also in the board. Some of the board members of the cooperatives have experienced in drafting the 1992 Cooperative Law and eager to work on the lobbying some of the policies to have enabling business environment for the cooperatives.
Mise à niveau de la gestion financière de la Cooperative AMKA <p>AMKA est une coopérative de producteurs de café (arabica) d’environ 1313 membres qui a débuté en 2012 par le regroupement des petits producteurs caféiculteurs. Les revenus des producteurs de café provenaient de la production de bananes  jusqu'à ce qu’ils ont été menacés par un flétrissement bactérien. Seul le café est resté pour soutenir la vie du producteur agricole. Cependant  les plantations de café  anciennement propriété des Belges  étaient déjà abandonnées et il n’y avait pas de marché rémunérateur. Les gens sont pauvres et cela a constitué le contexte de base pour la création de la coopérative AMKA dont l’objectif est dès lors de relever le niveau socioéconomique du caféiculteur.<br>Pour y arriver  il a fallu refaire les plantations de café et accompagner les petits producteurs et les placer à un certain niveau en produisant un café de bonne qualité et en quantité suffisante. En 2014  la coopérative a enregistré une petite production de deux containers  soit 38 4 tonnes de café marchand. En 2015  la coopérative est inscrite au Commerce équitable (Fair Trade). En 2016  du moins pour le premier semestre de l’année  la production s’annonce très favorable avec des achats déjà effectués de plus de 700 tonnes de cerises  soit environ 140 tonnes de parche. La collecte de la production reste appuyée par COMEQUI  une ASBL Belge. <br>Dans le cadre du travail  la coopérative est associée à la Station de lavage KAHAWA LUTUMBA. Il s’agit d’une société qui fait payer le service de lavage. La coopérative AMKA y est associée en raison de 5 000 $ des parts sociales. Outre cette société de lavage  la coopérative AMKA a comme partenaire privilégié l’association COMEQUI. COMEQUI a mis à la disposition d’AMKA un fonds de roulement de 200.000 Euro qui permet de payer auprès des caféiculteurs.<br>La coopérative AMKA a l’ambition de faire croître les activités de l’entreprise. Ils veulent investir dans des outils de suivi de la production et de station de lavage  augmenter leur fonds de roulement pour acheter tout le café disponible des membres  commencer avec l’exportation directement et professionnaliser la gestion de la coopérative.<br>Les conclusions générales montrent que la gestion financière est encore faible alors qu’elle est le moteur (cœur) d’une coopérative. Les actions prioritaires sont alors mettre à niveau la gestion financière d’ici 2016 et Organiser les Audits (2014-2015) avant la fin 2016.<br> </p> <p>Mise à niveau de la gestion financière de la coopérative AMKA</p>
<p>1.Redressement des états financiers (comptabilité); <br>2. Organisation de l'audit interne (commission de contrôle); <br>3. Organisation de l'audit externe</p>
Transition for inclusive development in Eastern DRC (TRIDE) **General objective: ** Alleviation of insecurity and instability by promoting economic development and access to markets and land in Eastern DRC.

 **Key-objectives:** • 
Outcome 1: Access to land by smallholders is increased, security of tenure for smallholders is improved and land-related conflicts are reduced; 
• Outcome 2: Integrated Water Resources Management is strengthened to promote resilient agricultural systems in North and South Kivu; 
• Outcome 3: The local economy is revitalized through inclusive and profitable value chains and the development of market systems. • (Vulnerable) smallholder farmers and their families in rural villages,
• Market actors,
• (Local) Public authorities.
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. 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 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
Monitoring and evaluation of TAF-ABC Fund Comp 4 The ABC Fund Manager and the Recipient will jointly develop an impact framework to monitor
investees and contribute to monitoring and reporting on the provided TA inputs and outcomes at the
level of the investees (the quot;Impact Frameworkquot;). This Impact Framework will provide the means for:Develop tools to scope and identify TA needs of SMEs  FOs  producer/processing  cooperatives and  where applicable  Fis;
Monitoring and evaluating direct and indirect investee performance;
Analysing and disseminating lessons learned; and standards to share with relevant ABC Fund stakeholders. 
Facilitating knowledge management for capacity building and promoting good practices and Be able to measure the impact of the ABC fund and TAF. Share this information with stakeholders and others. During the first year we will carry out review of the impact framework and impact studies. Define knowledge sharing events.
Trainings and events project Nepal All trainings and events that are involving more than one client in Nepal in 2020. Trainings and events for clients in Nepal in 2020. Trainings and events for clients in Nepal in 2020.
Administrative project - Agriterra local advisory services In all countries where Agriterra is based  national business advisors will be contracted. For administrative reasons these contracts are added to this project. All financial details will only be available in Exact. Placing adverticements  setting up interviews  selecting candidates  negotiating salaries  making contracts.
Business development - Latin America 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 Professional farmer cooperatives and organisations  bankable cooperatives who are resulting in profitability  solvency and higher incomes for members. Professional farmer cooperatives and organisations  bankable cooperatives who are resulting in profitability  solvency and higher incomes for members.