devinitorg/iati-policy-markers huggingface dataset:
Strengthening PCS and expanding value addition efforts BHAG: To establish wheat flour pasta  macaroni and biscuits factory. Melik Siltiersquo;s Farmersrsquo; cooperative union started its operation in 2004 with 13 Primary Cooperatives(PCs)  with 3.000 members  of which 2.385 male  713 female  with a start capital 65.000 ETB. The number of primary cooperatives in 2019 reached 84 PCs  with a total number of member farmers of 98806 of which 72349 are male and female; 26457 members. Currently  the capital of the union is 41.939477.52 ETB. The union mainly purchases wheat  maize  and haricot beans. It also supplies agricultural inputs  like improved seeds  pesticide  fertilizer herbicides  solar penal and consumer goods. Moreover  the union produce animal feed products  provided mechanization services and has been engaged in small value addition activity on maize; for 3 years there is a lsquo;Homegrown school feeding programrsquo; the union is grinding maize with its small machine and supplies to for 15 schools. The main goal of 2020 is working towards realizing the wheat value addition investment and strengthening PCs by:- 1. Strengthening 24 PCs  2.Mobilizing 50 million ETB   3.Improving the union financial administration practice 2020 AP is focused on:-                                                                                                                                                                                            1. 1. Strengthening 24 PCs  a continuation of 2019 AP  support the PCs in financial management and professionalise the PCs by using the hired youth manager and Accountants.                                                                                                                                                             2.Mobilizing 50 million ETB continuation of Internal capitalisation of 2019                                                                                                       3.Improving the union financial administration practice
Acodea  Setting up an Agriagency in Spain (investment) <p>Spain AgriCord and Agriterra want to do investments in the Spanish agri-agency ACODEA  and have ACODEA work as a franchisee of Agriterra work for a part of the Agriterra targets. This means that ACODEA in Spain recruits experts  staff assumes jobs and they also work with some customers in Latin America and arrange visits to and from that continent. </p>
<p>In the period 2014-2018 ACODEA will work with a budget of 2.3 million in projects within the Agriterra program  with an ever-increasing number of experts (up to 77 in 2018) and annually organize an increasing number of delegation visits from Latin America to Spain. The forecasted budgets for missions and visits are repectively: 1 3 million euro and 700 thousand Euro. </p>
<p>The costs associated with advice or project management are carried by Agriterra or AgriCord  depending who approveal of the budget of each project. This is business as usuall. Most will be visible within the program of Agriterra. The costs related to the supervision of the projects and the support from Agriterra  to the extent where they exceed the normal completion of the above tasks are divided between Agriterra and AgriCord</p> <p>Setting up an Agriagency in Spain</p>
Improving output marketing performances of wheat and establishing sound market linkages <p>Dida Farmers’ Cooperative Union is a union with 58 member cooperatives (29 211 smallholder farmers as a member) working in seven districts of Oromia region in Ethiopia. The union has four business lines in its portfolio: Agricultural commodity trading  Supply of agricultural inputs (seed  fertilizer  PP bag and agro-chemicals)  Farm Mechanization and Gas station (Kerosene and Naphthalene). </p>

<p>Agriterra has contributed to the enrollments of a feasibility study and business plan development for edible oil semi-refinery plant investment. However  the union has prioritized purchasing a combiner harvester  above investing in a edible oil-semi-refinery factory. No significant internal capitalization has been conducted to establish linseed edible oil semi-refinery plant. For the same reason  efforts related to internal capitalization was stopped already.</p>



<p>In the earlier two years  2013 and 2014  the union's output marketing performances have never been more than 600 quintals for linseed. The union had no history of wheat output marketing in those years under the circumstances where the area is known for wheat production. On top of that  the profitability of wheat per hectare ranks first followed by linseed and Niger seed. Hence  there was a limited focus of the union and member participation in output marketing  especially when it comes to wheat.</p>



<p>With changing union management system coupled with Agriterra Advisory services  the union started to output market 2000 quintal for linseed  1000 quintal Niger seed  3000 quintal of wheat.</p> <p>The main focus areas of the 2016 Action plan are <br>1) Strengthening organizational performances  especially in relation to governance and financial management<br>2) Market linkage for more than 16 000 quintals of wheat made between Dida FCU and EGTE.<br>3) Increasing the output marketing performances by more than 20%</p> <p>The main focua areas of the 2016 Action plan are 1) Strengthening organizational performances  3) Increasing the output marketing performances by more than 10%.</p>

<p>Activities proposed at the organization level:</p>



<p> - Cooperative Governance  leadership and member participation<br> - Conduct financial management training<br> - Follow ups on Governance coaching tracks action points.<br> - Undertake a one day workshop to identify and implement investment options</p>



<p>Activities proposed at the Market level:</p>



<p>- Business forum between Ethiopian Grain Trade Enterprise and Dida Farmers' Cooperatives<br>- Organize a one day discussion session among the 37 PC representatives so as to adopt and expand commission based marketing strategy. <br>- Participation on Purchase and Marketing trainings Market linkage facilitation with different buyiers<br>- Undertake frequnt coaching on business plan development and 3 million birr working capital access</p>
Increase and improve coffee production The Usambara Cooperative Union (UCU) is a second level organisation that commercialises tea and fair trade-certified  washed Arabica coffee in the Northern part of Tanzania (Usambara mountain region). UCU was founded on 5 October 1994  by three primary societies comprising of some six hundred farmers. In the course of that same year  more joined to a total of twelve societies to participate in their first coffee harvest which started in July of 1995.Currently 14 primary cooperatives are member of the Union UCU  approximately representing 2400 individual farmers.
Tea represented approximately 20% of the sales and coffee 80%. Unfortunately the tea processing company closed and farmers as well as the union lacks tea market outlet. In addition  the Union has its own ‘projects’ or ‘departments’  serving to get more income and to increase food security for its members. The profit from these projects is used to capitalize the cooperative and for depreciation of vehicles.  1. Trees Department (for fire wood)  previously grown by the Tea Authority for processing factory  now sold to a Tanga textile factory. It is grown on a farm (Kwehangala) which is property of the Union 2. Maize Department (for consumption of its members) which is bought from other small farmers  stocked and sold to individual farmers upon request through the primary societies when there is shortage of food3. Transport Department (of own coffee and leased to individual vegetable traders).
UCU survived difficult times from 2013 to 2015: a drop in coffee prices after collection at farmers caused a debt at the bank which pre-financed the campaignfurthermore the manager who held most of the institutional memory of the union passed away in 2014. UCU wants to regain its members trust and improve its economic performance'. - improve members data base and production/delivery records- improve coffee production  quality at the 14 member primary coops- analyse cost-benefit of existing certification (fair trade + organic)- assess economic viability of other sources of income- explore and prepare for direct coffee sale 2017  This year with UCU we look forward to check with coffee business  this way we have activities of assisting them for paying salaries for 6 months on field officers  making cost benefit analysis of the coffee business  paying auditing for financial  also youth event for UCU is important with regards having youth manager.
2018: more emphise on this year is check marketing - coffee business  making cost benefit analysis of their business in general
Sustainable service provision to members;  cooperative marketing and improved access to quality seeds <p>SFACFL Makwanpur (federation of Agricultural cooperatives) promotes commercial farming among its members  focusing on the innovators and lead farmers of the district. Building the entrepreneurial skills of these farmers will set an example for other farmers  showing them practicaly how to produce in a sustainable way for the market. Focus will be on record keeping at the farm level  bench marking through study groups and collective or cooperative marketing. Focus will be on 8 member cooperatives  those having better access to markets. At the same time  the federation will improve its financial position: if farmers realise and feel the benefits of the services provided by the federation  they will start contributing to pay for certain services. The federation aims to improve its internal income generation with at least 20% (compared to last year) this year.</p> <p>1. Improved Financial sustainability of the federation by offering quality services and developing a business case on seeds</p>

<p>2. Services to members to improve commercial farming and cooperative marketing (focus on 8 primary cooperatives)</p>





<p>3. Improved lobby/ advocacy for access to finance</p> <p>Proposed activities for 2016:</p>

<p>1. Improved Financial sustainability of the federation by offering quality services and developing a business case on seeds<br>- Prepare a businessplan/operational plan on services by the Federation  with earning models related to services<br>- basic financial management training<br>- Propagation and distribution of of improved seed (maize  rice) following a sustainable business plan</p>





<p>2. Services to members to improve commercial farming and cooperative marketing (focus on 8 primary coopertiaves)<br>- Record keeping introduced to 1600 farmers<br>- benchmarking ToT for lead farmers/ field staff<br>- Farmer Field Schools for 320 farmers<br>- Marketing sub committees trained and making marketing plans.<br>- My.coop training on coop marketing and input supply<br>- Local seed improvement of hot pepper and broad leaf mustard</p>





<p>3. Improved lobby/ advocacy for access to finance<br>- participate in FACT trajectory (organised by NACCFL)<br>- improved proposals --&gt; resulting in approved funding/cooperation</p>
create reliable milk market for Members The BHAG of the Bokra FCU is create reliable milk market by improving milk processing management.       Bokra Framers Cooperatives Union is located in Southern Zone  Endmehonie Wereda  MiechewTown of TIGRAY regional state. The union was established in year 2005 with 11 founding member primary cooperatives (MPCs) with total membership of 11 273 individual members Miechew Town at Endmehonie Wereda. Currently the number of MPCs increased to 24 and the smallholder member farmers under MPCs increased to 20 859 with 10 918 (52%) Female members with average membership per PC of 867. Initial capital was 380 000ETB has rose to13 134 768.62ETB  its Asset Grown to 58 491 593.47ETB. in 2010EC the Union has generated 777 504.92ETB and 70% of it has allocated for dividend distribution. Bokra FCU has Agro-Processing projects operating under capacity (bull;Milk Processing with 5 000Liters milk Processing per day capacity currently Processing only 300Liters milk per day  bull;Animal feed Processing with 145 quintal Processing per day capacity  currently Processing only 20% of its capacity  bull;Flour factory with  420quintal Processing per day  installation stage 90% completed waiting for Power  etc.)       Agriterra and Bokra FCU made a choise to develop an action plan and work together to improve milk processing management with an objective of creating reliable milk market starting from October 2019 to 2024. 1. Improve HR productivity and service delivery of the primary cooperatives through improving the processing management including collected milk recording  milk product costing  processed milk pricing  and milk marketing.2. Improve PCs relationship with the union  Establish PC support unit and improve their management capacity.3. Create reliable milk market for milk producer smallholder member farmers by improving milk processing plant management Agriterra and Bokra FCU developed an action plan to work together to improve milk processing management with an objective of creating reliable milk market starting from October 2019 to 2024.
Bolivia events  training's Las formaciones e intercambios de experiencias de los clientes de Bolivia son parte de este proyecto. Formar y permitir el intercambio de experiencia entre los clientes de Bolivia Una formación en gestión financiera básica para 3 organizaciones de Bolivia y 1 de Peru Actividades para las organizaciones ganaderas:- Gira virtual en tres fases: a) gobernanza cooperativa b) prestación de servicios c) valor agregado- Evento virtual en el marco de COVID 19 para ganaderos lecheros (50 personas)- Evento equipoLAC - Regularización de la oficina de Bolivia- Pasantia 3 estudiantes ESADA en Bolivia para experimentar el trabajo de un asesor empresarial - Se incluyen en este proyectos actividades pendientes de clientes en el 2019: como POA CERCAT
Sustainable Water for Inclusive Akagera Valley Improvement (SWIAVI) <p>Preparation and establishing of sugarcane farmer cooperatives in Masaka area in Rwanda</p>
Strengthening lobbying activities and financial sustainability. The Young Farmers’ Federation of Uganda (UNYFA) was established in January 2016 and launched in June 2017 as an umbrella body for young farmers in Uganda. UNYFA is driven by desire to have a holistically transformed youth in agriculture for a sustainable economy in Uganda. It seek to ensure that young farmers are able to have their voice heard on issues that are important to them; have their views genuinely considered when decisions are being made. To streamline its future existence through a guiding document  UNYFA crafted its five-year strategic plan (2018-2022). The central theme of the strategic plan is lobby and advocacy; this action plans mirrors the strategic plan. Up on implementation  this AP will contribute in enabling UNYFA achieve one milestone through strategic plan journey. Secondly  UNYFA is an association which is highly dependent on donor money for its existence  this action plan will attempt to address the financial sustainability of UNYFA. Several Exchanges will also take place among the youth groups to introduce climate challenges and possible solutions from different climate smart programs currently running. 1) Publish four policy papers and present at the farmers forum for enforcement2) diversify the revenue stream of UNYFA by conducting one feasibility study 3) conduct youth exchange focusing on market linkage and climate change. 4) 2 agreements sighed with business champions and privates. 5) 20 youth leaders will be trained on climate smart activities through exchange programs Upon completion  this AP will contribute to enabling UNYFA to achieve one milestone through the strategic plan journey. Secondly  UNYFA is an association which is highly dependent on donor money for its existence  this action plan will attempt to address the financial sustainability of UNYFA. Several Exchanges will also take place among the youth groups to introduce climate challenges and possible solutions from different climate-smart programs currently running.
Improving production  governance and financial management practices towards sustainability For this particular project  Abakundakawa cooperative in partnership with Agriterra wants to improve its production  governance and financial management practices and mobilize more youth into the cooperatives to ensure sustainability. Particulary  Abakundakawa will be trained on producing and interpreting financial statements  supported to conduct external audits  trained to produce organic fertilizers  supported to mobilize in the cooperative and training its youth on the cooperative principles and values. Agriterra will strengthen Abakundakawa's governance and financial management by giving them Mycoop and basic financial management trainings respectively. The project aims to improve organic coffee production and strengthening the cooperative's governance and financial management  and increasing the number of youth for the cooperative's sustainability. This project is subdivided into two parts  one is about the activities that will be implemented by Abakundakawa with support(financial  advice) of Agriterra and another is made of Advisory services of Agriterra provided to the cooperatives.
The first set of activities include:Training on producing  interpreting financial statements conducting external audits for 2015  2016  and 2017 organic fertilizer production  mobilization of youth in coffee production through cooperative  and training youth members on cooperatives principles and values  while the second set of activities include MyCoop training and advice on financial management.
Publicity  publications and media Agriterra can no longer rely on simple word-of-mouth communication to establish contacts with potential farmers’ organisations and cooperatives. We will therefore extend our reach by effective marketing to target prospects in developing countries and at home. Agriterra will use social media and the internet  and well-prepared staff. The use of spoken and filmed messages will be extended and marketing material will be prepared by professionals. 
Agriterra’s marketing will position its services as the natural ones to take  for both clients and companies (where the latter are farmer-led) from the worldwide movement of organised farmers of which Agriterra is a part. In addition  marketing should accomplish  by emphasising past results  that working with Agriterra is precisely the best way to get results. In developing countries the communication focus will be on farmer-to-farmer  experience-based knowledge exchange  combined with farmers’ renowned common sense. We can offer access to large markets  to state-of-the-art technological solutions and high quality professional knowledge associated with a better life. To extend our reach by effective marketing to target prospects in developing countries and at home
jobsjobsjobs Ethiopia Agriterra will implement its Jobs  Jobs  Jobs approach in African countries  i.e. Burundi  D.R. Congo  Ethiopia  Rwanda  South Sudan  Uganda and Zambia. 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.  In Ethiopia  more than 50 primary cooperatives under 8 unions will benefit from that support.  The selected unions are clients of Agriterra Ethiopia who are working in various value chains. Basing on the need and the gaps identified in selected primary cooperatives  the young professional that will be recruited will provide services related to fields of interest  e.g. business development  extension services  Marketing services  management and accounting. - To create 60 jobs for young professional jobs seekers who fit the cooperative requirement for the position. -  Increase youth participation in cooperative- Strengthening primary cooperatives and show the value of young employees. - Hiring young professionals for selected priamry cooperatives under 8 Agriterra client unions in cost-sharing base- Provide different training and workshops based on Agriterra youth trajectory.
Training and Education Agriterra staff (Internal) This project is for Internal use only. All costs are paid by the internal budget of Agriterra
Becoming a key safety and speciality consumption rice and rice seed supplier of Nam Dinh province The company assessment in 2017 pointed out that Toan Thang cooperative has ambition to grow organizationally and economically to provide input and out put services and part-time job creation to its members and become a key supplier of consumption rice and rice seed in Nam  Dinh province. Toan Thang Coop needs to develope a healthy financial management  transparent governance and most important an ambitious but realistic strategic business plan with fitted marketing strategy. Toan Thang Coop members committment will also need to be improved thought various MyCoop meetings/trainings. Becoming a key safety and speciality consumption rice and rice seed supplier of Nam Dinh province Toan Thang Coop needs to develope a healthy financial management  transparent governance and most important an ambitious but realistic strategic business plan with fitted marketing strategy. Toan Thang Coop members committment will also need to be improved thought various MyCoop meetings/trainings.