devinitorg/iati-policy-markers huggingface dataset:
Farmers-Focused Transformation Myanmar In 2021, Agriterra entered into a ten-year (2021-2030) strategic partnership with the Directorate-General for International Cooperation (DGIS) of the Ministry of Foreign Affairs in the Netherlands, officially titled “New Decade for Cooperative Agribusiness Development”. 
In this new programme – by Agriterra called Farmer-Focused Transformation (FFT) – Agriterra concentrates on its core business of strengthening farmers’ organisations and cooperatives and increasing access to finance by (organised) smallholder farmers. Agriterra's core business aligns with the DGIS objectives of ensuring Dutch knowledge and expertise worldwide to achieve the SDGs and to take advantage of new business opportunities, since the Netherlands can make a difference in agriculture for developing countries thanks to the outstanding Dutch position in this sector.
As such, Agriterra strives for interventions with long-term perspectives that contribute to the development of a modern, vital agricultural sector which is both economically viable and socially just. This can only be achieved through concrete intermediate results in terms of job creation, mobilizing finance and increasing productivity.
Agriterra’s services will maintain a focus on strengthening farmers organisations via three-tracks: farmer-led business, sustainable services and farmer lobby and advocacy. While implementing these three trajectories, Agriterra mainstreams the cross-cutting issues of: gender, youth, and climate.
At the beginning of the FFT programme, FFT operations were carried out in 19 countries. From 2022 onwards, the FFT programme focuses exclusively on 12 countries spread through 4 regions (West-Africa, East-Africa, Great Lakes and South-East Asia). The 12 focus countries for FFT include: Ivory Coast, Burkina Faso, Ghana, Ethiopia, Kenya, Tanzania, Rwanda, DR Congo, Uganda, Philippines, Indonesia & Vietnam. Myanmar was phased out of FFT after 2021. The FFT programme focuses on generating evidence-based outcomes for Farmer 
Organisations via quantifiable KPIs that require systematic tracking and reporting. 
The overall evidence-based goals envisioned for FFT in its first five years (2021-2025) are:
• Goal 1: Support one million farmers through 320 farmers’ organisations. 
• Goal 2: 50 million euro mobilised because of lobby and advocacy proposals. 
• Goal 3: 60 million euro mobilised with 70 FOs linked to financial institutions. 
• Goal 4: 30 new farmer-led enterprises that improve farmers’ access to markets 
and Agri services. 
• Goal 5: 10,000 direct jobs supported. 
• Goal 6: 30,000 people trained (9,000 women and 4,500 youth), with 50 female 
leadership training courses, 30 youth councils and 20 women’s councils. Farmer Organisations and Cooperatives,
Member Farmers
Sustainable and diversified service provision to members <p>Seyemti Adiabo Union is located approximately 30 km west of Shire city on the road towards the Eritrea border. The union was initially formed to provide inputs (mainly fertilizer) to its member PCs. However about 3 years ago the union has also started with output marketing in reaction to demands from mainly the individual farmers that were complaining about good markets for their produce. The union has a strong ambition to upscale the output marketing activities and also become active in various forms of agro-processing in order to add value to the member’s produce and develop a more sustainable source of income for the union. Furthermore  as the area is very suitable for cattle  the union would also like to invest in animal fattening. Most farmers of the member PCs of the union are involved in the production of either maize  sesame  or cattle or a combination of those. The area is also suitable for irrigation farming of mainly tomato. The unions fixed assets consist of a warehouse for 3000 quintals of produce  a large compound with office  and 1 Isuzu truck. The union has recently also bought a mobile trashing machine to provide maize trashing service to the PCs. The union is rather liquid at this moment  it has investment capital available of around 6.4 million Birr. &nbsp;</p> <p>The main objectives of this action plan focused on:&nbsp;</p>
<ol><li>Digitizing the financial management system of the union&nbsp;</li><li>Designing the union road map by conducting five-year strategic plan &nbsp;</li><li>Boosting output marketing of the union via improving the communication of union and primary coops&nbsp;</li></ol> <p>The main objectives of this action plan focused on:&nbsp;</p>
<p>1. Digitizing the financial management system of the union (September)<br>2. Designing the union road map by conducting five-year strategic plan &nbsp;(August)<br>3. Boosting output marketing of the union via improving the communication of union and primary coops (October)</p>
TAF - TA Implementation - Cooperative - Socak Katana - Ivory Coast The “Société Cooperative agricole KATANA” (Socak Katana) is a cooperative under OHADA law  with a Board of Administration. Established in 2015  it is located in Duékoué in the Northern Western region of Côte d’Ivoire.Socak Katana starting with 1275 members  has now 2 783 smallholder farmers organized into 10 sections  which out of 143 are women. 634 additional producers have been included in 2018 (approved by the General Assembly of June 2018). Socak Katana members have a production capacity of around 6 000 tons of cocoa per year  on a total land surface of 8 428 ha but this varies depending on weather conditions  fertilizer applications and incidence of pests and disease. In addition to their member production they procure cocoa beans from small producers and cooperatives around (up to 30% of the total sales).Socak Katana’s main service is to procure raw cocoa from its members  process  transport  storage and export cocoa beans during the cocoa season. The organization provide other services as well including: technical assistance  training  pre-purchase financing. The cocoa business represents 100% of the total revenue of the cooperative. In 2018  they managed to collect and sell 6 240 tons vs 10 000 tons in 2019. MY.COOP training: An awareness and sensitization program is necessart for the cooperative approach in each section. Through the My.Coop training  a better understanding is created around this topic – including an action plan and follow-up trajectory.Strategic Planning: Strategic Planning Workshop with lead members and follow-up coaching trajectory
Enabling youth participation in farmers cooperatives Several of the client organisation in Kenya expressed interest to actively promote young farmers and build their capacity to become leaders and change agents in the cooperative or farmers organisation. In 2016   a youth event was organised in Kenya  a group of 3 young farmer participated in the young dairy farmers event in the Netherlands and several clients have formulated actions focusing on youth empowerment in their action plans.

This project aims to further support this young farmers programme with the main aim to have:
- 2 youth councils established at the end of 2017  and at least 3 more (so 5 in total ) at the end of 2018 
- 5 clients have at least 1 young BoD members at the end of 2017 (about 10%)  and 10 clients have achieved this in 2018 promotion and empowerment of young lead farmers taking up an active role in their organisation
establishment of at least 2 youth councils at cooperatives or farmers organisations
Dairy Development Program FrieslandCampina: Farmer2Farmer project 2018 The world’s largest dairy cooperative  FrieslandCampina  wants to share its more than 130 years of knowledge and experience to increase the profitability of farms in its working area and to create shared value for the farmers and the company. The Dairy Development Program is part of the CSR house and has been implemented for external and internal reasons. External reasons are: pressure from governments to increase local supply  changing consumer preferences  increased competition and the route 2020 CSR policy  which calls for greater local involvement. Internal reasons are: compliance with FrieslandCampina quality standards  which calls for significant quality improvement. 
One element of the Dairy Development Program is the Farmer2Farmer project. A pool of 26 Dutch dairy farmers have been selected  trained and certified for the project  to train and advise dairy farmers in Asia (Vietnam  Indonesia  Malaysia and Thailand) and Africa (Nigeria) on aspects of dairy farming  such as feeding and watering  calf-rearing  milking hygiene and practice  milking machine maintenance  hoof care and housing  barn design. The main goal of the Farmer 2 Farmer program is to improve milk quality and increase milk production on farms in the Asian countries. This project is one element of the Agriterra - Royal FrieslandCampina partnership. The Farmer2Farmer program aims to train and advise dairy farmers in Asia (Vietnam  Indonesia  Malaysia and Thailand) and Africa (Nigeria) on aspects of dairy farming  such as feeding and watering  calf-rearing  milking hygiene and practice  milking machine maintenance  hoof care and housing  barn design. The main goal of the Farmer 2 Farmer program is to improve milk quality and increase milk production on farms in the Asian and African countries.
Young Farmers Leadership Programme Zambia For the growing young population in Zambia  working in the agricultural sector is is often not the first resort. Most youngsters move from rural to urban areas to look for so-called 'white-collar jobs'. Despite of this trend  there is still a group of young people in Zambia that deliberately chooses a future in agriculture. These youngsters are the farmers of the future and therefore  Agriterra starts a 2-year Young Farmers Leadership Programme together with Zambian agricultural associations and cooperatives  targeted at entrepreneurial young men and women (lt,35). The goal of this programme is to enhance the number of youths that held leading positions in Zambian agricultural cooperatives and associations. 
Thorough support and coaching of young Dutch Agripool experts  young farmers will work on their leadership skills  knowledge and developing their talents. The main goal of this training trajectory is to enhance the number of youths that hold leading positions in Zambian agricultural cooperatives and associations through improvedbusiness knowledge and leadership skills
Outcomes
  
Employment creation – 8 youths self employed
  Increased youth involvement at cooperative level
  Increased membership contributions as youth members will be able to affiliate their membership
  Increased income at cooperative level
  Increased business skills among youths
  Active youth council
  Increased awareness on leadership and the importance of role models Concept-Note-Youth Business Trajectory Zambia 2018.doc
Scoping and assessments Zambia 2018 Scoping and assessments of potential new clients in Zambia. In 2018 team aims to add 3-4 new clients to its portfolio. Main focus will be exploring possibilities to work with district and provincial cooperative  if possible including few primary coops affiliated. This approach may results in a larger outrecah and more potential to scale up interventions in the future. In 2018 team aims to add 3-4 new clients to its portfolio. Scoping and assessments of potential new clients in Zambia. In 2018 team aims to add 3-4 new clients to its portfolio.Scoping is mostly done as an ad hoc activity  while being already nearby and contains desk days as well (20 days NBA  2 days EBA). This project foresees a maximum of 6 physical assessments in the shape of missions composed of one agripooler and a business advisor.
Towards cotton value addition and improving the union and PCs governance BHAG: To establish the first farmer owned cotton ginning factory in Ethiopia
Metema union is situated in West Gonder zone  Metema district  Genda Wuha town of Amhara regional state. The union was founded in 1999 by four primary cooperatives with 52  000-birr capital. Currently  it has 37-member cooperatives from three districts and the capital is 17 823 400 ETB  and 17 employees. The union mainly purchases sesame  cotton  and sorghum from its members. It also supplies agricultural inputs  like improved seeds  pesticide  fertilizer and herbicides and consumer goods to the members and non-members. The union is situated in the high potential sesame producing area of Amhara region. It’s known for being one of the potential sesame producing union in Amhara region. In addition to sesame  cotton and sorghum are highly produced most by member farmers. 
  
This union has been a Agriterra client since 2013 a lot has been done during the past years. To mention some of the them: more than 2000 farmers accessed input finance  more than 10 primary cooperatives (PCs)have been professionalized by hiring a manager  the union and PCs linkage strengthened  the union output marketing improved  the union improved its image towards its stakeholder by becoming a reliable business partner. In addition  the union board and management awareness about good cooperative governance and women participation improved etc. Conducting a feasibility study on cotton value additionProviding 12 million ETB input finance loan to 2000 farmersStrengthening the governance and leadership of the union and the primary cooperativesImproving the internal administration and operation management of 10 PCsImprove women involvement in cooperative leadership Cotton is one of the oldest cultivated fiber crops in. Ethiopia. It is grown in most parts of the world.  It is grown throughout Ethiopia at elevations above 1000 meters and below 1400 meters. Cotton production has been exercised in all working areas of Metema union. Hence  the union would like engaged in cotton processing activity this if it is a feasible business. The union general assembly aspires to make the investment in this business venture. Hence  a detailed feasibility study needs be conduct before making a final decision. Thus  the 2018 AP will be geared towards realizing this investment through mobilizing internal capital and strengthening the governance of the union.
Mise en place d'un model economique Oignon (bulbes et semences) ADALTCHI MANOMA est une union de coopératives créée depuis 2013 par trois groupements de producteurs maraichers situés à la périphérie de la ville de Maradi. Tous ces groupements exploitent un périmètre de 50 hectares avec 140 membres individuels. L’UNION ADALTCHI a subi une transformation en entreprise coopérative dont les organes sont: Une Assemblée Générale (AG)  Un Conseil d’Administration (AC) et un Comité de surveillance (CS). Les membres de l’union se concentrent sur la production et la commercialisation de l’oignon  bulbe  semence d’oignon et le chou. La gestion et le suivi des activités de la coopérative sont assurés par un gestionnaire avec plusieurs experts paysans qui garantissent la qualité de la production de semences.Ce projet  " 20 ADAL-8678 " se focalise sur la commercialisation de l'Oignon semences et bulbs" Le VIOLET DE GALMI". L'ambition c est d'arriver a professionaliser l'ensemble des maillons de la chaine de valeur. Créer un partenariat gagnant basé sur  une intelligence économique qui prend en compte   l'inovation en termes de technique de production pour augmenter le rendement  la  qualité du produit et le marketing du reseau. Le projet contibuera à asseoir un modele economique viable et durable au tour de la  production des semences d'oignon " VIOLET DE GALMI" au profit de ADALTCHI MANOMA  et ses membres . De façon specifique  le projet vise à:1. Renforcer les capacités de production de semences "VIOLET DE GALMI" en qualité et en quantité2. Renforcer les capacités de la gestion financiere de la cooperative 3.  Renforcer les capacités de gouvernance(role et responsabilité des elus et membres) 1. Appui à la réalisation  des contrôles internes et  des audits externes2. Appui à la mise en place des outils  et procédures comptables (Manuel des procédures   logiciel de comptabilité  équipements informatiques)3.  Appui l’acquisition des semences de base4. Appui au recrutement d'un gestionnaire
Establishment and sustainability of the demo plot for Knowledge dissemination. <p>For BAMSCOS survival  quality milk production and delivery by the members is key. This fact informed the main focus of collaboration with Agriterra  which is on improving production. BAMSCOS members usually suffer a lot during the dry months as milk fluctuates to even a low of 6000 litres per day viz a viz their target of processing approximately 100 000 litres a day by 2022. This is largely due to over reliance on rain for farming. This trend if it continues poses serious going concern risks to BAMSCOS. Therefore  for tangible gains to be realised and more quality milk produced  farmers have to adopt modern farming practices. As Agriterra continues to provide high quality advice to BAMSCOS in this field  its increasingly becoming clear that there is a huge demand for model/demo farm where all the members/farmers of BAMSCOS can learn from and emulate it. The farm will be showcasing fodder establishment  maintenance  harvesting and preservation.</p>
<p>The demonstration farm will be located close to the currently being constructed milk processing plant  where also the future offices of BAMSCOS will located. The demonstration farm will serve as a learning place for the members and it is expected that in the future also trainings will take place nearby. The demonstration will show irrigated and non-irrigated fodder growing techniques and various quality fodder varieties.&nbsp; Maintenance of the demonstration plot will be taken care of by BAMSCOS.&nbsp; The produced fodder and forage will be sold to the members and the proceeds used to sustain the demo plot.&nbsp;
</p> <p>Act as a farmers' training field school on modern dairy farming technologies .</p>
<p>Increase the adoption rate of modern dairy technologies in the next three years thus leading to improved production by upto 20%.</p>
<p>Reduce the seasonal milk fluctuation by more than 20% in 2020</p> <p>This project is only to establish the demo plot. Follow up to the demo plot will be given in 2018 action plan of BAMSCOS. All costs will be made in 2017.&nbsp;See uploaded project plan for further information.</p>
Trainings and events in Zambia 2020 Registration of all trainings and events in Zambia in 2020 in the following areas:1. Governance amp; Management2. Financial Management amp; Accounting3. Other organisational and institutional aspects Clients will participate in trainings during 2020:1. Governance amp; Management2. Financial Management amp; Accounting3. Other organisational and institutional aspectsAs a result those participating clients will implement the gained knowledge during those trainings in their organisation to positively develop further. 6 organisation trained in Financial Management11 organisations trained in Governance6 organisations will be trained in business development3 organisations will receive training in FACT follow up2 organisations will be trained in sustainable services follow up1 cooperative event involving 15 organisations will be organised
Operationalize dairy processing factory having processing capacity of  10.000 ltrs milk per day <p>The company assessment team in February 2016 concluded that LDMPCUL fulfils the criteria that Agriterra requires in order to start a client relationship with LDMPCUL. The cooperation shall focus on support in professionalising LDMPCUL and its member cooperatives (organisational strengthening); and improving the milk production and quality.&nbsp;</p>
<p>In 2016  Agriterra supported LDMPCUL in developing strategic plan  improving financial management and increase members commitment in cooperative. LDMPCUL has implemented most of the planned activities and shows an active attitude towards follow up of action plans.</p>
<p>In 2017  Agriterra will focus on developing bankable business plan for ongoing construction of the dairy processing facilities. The cooperation will focus on developing capacity of increasing internal capital  follow up financial management and role out of managing your agricultural cooperative training.</p>
<p>The expected output of 2017 will be developed bankable business plan and took initiation to increase internal capital and access from external loan.</p> <p>The goal of this cooperation is to support LDMPCUL in developing their organization capacity so that LDMPCUL will increase members commitment and attract more internal capital from members  and an external loan and/or grants for constructing the processing factory.This will leads to&nbsp;to operationalize the processing plant having processing capacity of 10.000 ltrs milk per day in a profitable manner.</p> <p>The planned activities for 2017 are given below:</p>
<ul><li>Finalize the strategic plan of LDMPCUL including approval by BoD and AGM
  </li><li>Develop three years business plan including product diversifications  marketing strategies  investment need and &nbsp; &nbsp; &nbsp; &nbsp; financial projection plan for dairy processing plant
  </li><li>Conduct workshop to share the business plan with financial institutions  concerned government organizations and support organization
  </li><li>Submit proposal to financial institutions and concerned government organizations
  </li><li>Improve financial management based on action plan made in FM training
  </li><li>Role out of My.coop to 10 active primary cooperatives 
  </li><li>Provide smaller version of the basic FMT to top 5 PCs actively doing business with union
  </li><li>Participation on Agriterra Internal Capitalization Workshop
</li></ul>