devinitorg/iati-policy-markers huggingface dataset:
Team Ethiopia <hr>
<p>Team supporting activities  like training or&nbsp;coaching during the year on specific&nbsp;topics. Topics like training on advice skills  coaching one-one on &nbsp;in advance determined subjects  executing team roles and tasks  improving internal process regarding project and mission cycle&nbsp;and actively giving and receiving feedback). Overall goal is enhancing skills  improving cooperation and increasing outcome and productivity&nbsp;</p> <p>This project is made to register special assignments and contracts&nbsp;with&nbsp;a general supporting&nbsp;purpose for the team Ethiopia (e.g. coaching  training advicing&nbsp;skills etc.)</p> <p>This project is made to register special assignments and contracts&nbsp;with&nbsp;a general supporting&nbsp;purpose for the team Ethiopia (e.g. coaching  training advicing&nbsp;skills etc.)</p>
IFAD: E-trade and digital solutions to overcome rural poor increased obstacles to market access and financing related to COVID-19 Pandemic in LAC (Project Set-up) Not available
Scoping  CA and audits Indonesia 2020 Scopings  assessments and audit services in Indonesia in 2020 Mapping of potential new clients  the assessment of potential new clients and conducting audit services for clients in Indonesia  in 2020 Mapping of potential new clients  the assessment of potential new clients and conducting audit services for clients in Indonesia in 2020.
Improve financial management  governance and the business case of Misozi Coffee Ltd Misozi Coffee Company Limited is a Rwandan coffee exporting and marketing company for over 7 000 small holder growers in 8 member cooperatives. Set up in 2007 from Misozi Union  and wholly owned by the eight member cooperatives  Misozi Coffee has grown from a capacity of over 250 tonnes of high quality arabica coffees and forecasts volumes of over 450 tonnes from 2009 serving American  European and Asian consumer markets. Based on the company assessment report  Agriterra’s advisory team and the company management have identified a need for trainings  capacity building  market linkages and linkages to financial institutions.Misozi needs to strengthen its financial sustainability and reduce its donor dependency. There are opportunities to strengthen the added value of Misozi to its members  to increase its membership base and to improve financial management.
Agriterra’s advisory team has identified a need for trainings  capacity building  market linkages and linkages to financial institutions. 
Misozi needs to strengthen its financial sustainability and reduce its donor dependency. There are opportunities to strengthen the added value of Misozi to its members  to increase its membership base and to improve financial management.
  
 
  
Financial management
  
Accounting software + trainings,
  Accounting procedures and manuals need to be documented,
  Financial management trainings for the Board of Directors and General Assembly – ability to analyze financial statements and make forward looking decisions based on the budget.
  To be done on cooperative levels  rather than at Misozi level. Misozi to be responsible for educating farmers on their rights and obligations as cooperative members and to explain what the role of Misozi is.
  Agriterra can conduct a workshop for Misozi to explore its medium/long-term business planning. Focus on diversification of sources of income and financial independence of Misozi  sustainability via savings. 

Governance
  
Business case
Strengthening Tarakwo's route to the market Tarakwo Dairies Company Limited  formerly known as Taragoon Dairies was registered as a self-help group and thereafter converted to a public company on 22nd February 2010. Tarakwo is located in Bayete Trading Centre  Off Eldoret-Nakuru Highway and Tarakwo Division.   Tarakwo Dairies currently collects an average of 11.000 kgs per day. Out of this  1.000 kgs is processed small scale as pasteurised milk and the rest is sold to New KCC and Daima processors. Tarakwo has 3.700 registered members and from whom 1.200 are active members. Tarakwo has an extension department comprising of 18 extension staff. It has an agrovet store at the plant and also provides A.I services to its members.  Tarakwo is supported by a multiple of organisations: EADD  Heifer International on extension  TechnoServe on quality processing  Catholic Relief services on farmer to farmer programme and GAINS on marketing and sales. After the company assessment  a positive response to support Tarakwo was given. In the current year  the key support area will be on improving feasibility of the cooperative in Eldoret through branding and promotion  staff training and review of current market strategy. To increase Tarakwos' milk market share by at least 5% by 2019 Review the existing marketing plan
Staff Training on marketing
Preparation for the Launch Own Dairy Brand in the Market-sweeta Olkalou Dairy(2016) ltd is a public Ltd Company fully owned and led by farmers. The Company has currently developed a 3 year Strategic plan which focus is to transform the business model from milk collection and chilling into a milk processor and at the same time double the milk intake from the current average of 50.000 litres/day to 100.000litres a day in the next three years (goal 2020 is 100.000 liters/day) .To achieve this the Company seeks to engage the services of a Co-packer(Cooperative) in order to launch its brand in the market. After successfully launching the product Olkalou will mobilize capital to invest in own factory plant in order to further increase the reliability of their brand in the market. This 2018 action plan therefore focuses on establishing a long term marketing strategy for Olkalou in order to ensure a successful brand introduction to the market by the end of 2018. Long term goal is to increase daily milk intake from 50.000 l/day to 100.000 l/day at the end of 2020 and process at least 50% of the milk into processed milk (pasteurisation) .
Short term goal: Improve the marketing and branding of processed milk in 2018 to proof that Olkaloau can enter the processed milk market as a player and get ready for investing on more processing facilities in 2019. Business
  Hiring  Marketing Officers
  Enable the  oragnization to set a ground for establisment of own brand in the market
 Business
  Brand  Design Developing
  A  brand created and secured
 Business
  Marketing/promotional  material:banners posters for the distributors Branded  Thirtscaps branding the offices
  Development  of Marketing Materials that will ensure successful launch of own brand in the  market
 Organisational Development
  2days  training and team building activity with the board and Management Staff
  Enhance  team cohesion and mutual understanding between the Board and the management  team
 Organisational Development
  Exchange  visit Kiambaa/Meru Dairy for an exposure visit
  The  board to get challenged to change their mindset concerning moving into  processing
 Services  Advice
Production
  Developing  a Marketing Strategy
  A  longterm Marketing Strategy in place for effective launch of the own Brand
  Event:  TrainingGovernance
  Governance
  A  clear understanding of the Roles and Responsibilities of the Board and the  staff
 Financial management
  FM  Training
  Improve  Effective communication of Financial Information between the Board and the  Financial Staff
 Event: Exchange  visit
Organisational Development
  Exchange  visit Kiambaa or Meru Dairy
  The board to  get challenged to change their mindset concerning moving into processing
EAT FRESH Agriculture remains the backbone of the Tanzanian economy and its vision for the future. About 75% of Tanzanians depend on agriculture for their livelihoods, while 85% of the country’s poor live in rural areas and rely on subsistence agriculture as their primary source of income. Whitin agriculture, the horticulture sector has been the fastest growing sub-sector over the past years. Horticultural produce has always been a part of Tanzania’s diet and mainstay of many Tanzanians. In addition, horticulture presents high rates of women and smallholding farmer inclusiveness, labor absorption and high technology adoption. The Southern Highlands of Tanzania presents many advantages for farming high-value horticulture crops (favorable weather, fertile lands, rivers for irrigation, availability of labor, strategic location for exports), but the value chain is not set up in an organised industry, with lack of technical knowledge and infrastructure.

The East-Africa, Tanzania: a Farmers’ Roadmap of Expanding Successful Horticulture (EAT - FRESH) is a consortium program led by TechForce whose purpose is to Improve the performance of the horticulture sector in the Southern Highlands and to make the Iringa and Njombe regions viable sources for premium horticulture produce by investing in agri-logistics, sustainable fertilizer production, and in smallholder farmer development, enabling inclusive business development, and improving stakeholders’ socio-economic conditions, all through solid collaboration between farmers, industry and government.

As part of the consortium Agriterra will support horticultural farmers organisations of high value vegetables such as French beans, snow peas and avocado through capacity building in horticultural skills, governance and entrepreneurship.
Under the consortium, Agriterra will be responsible for:

Activities

- 50 farmer organisations scoped

- 15 farmer organisations assessed

- 23 trainings delivered (6 MyCoop, 6 record keeping, 2 financial management, 2 youth kick-off, 2 female leadership, 2 supervisory board, 2 ToT on vegetable production)

- 15 farmer organisations which receive services from Agriterra Outputs

- 2,240 people trained

Results

- Youth & women councils set up

- Commercial contracts reached

- Mobilised loans agreed

- Increase in women and youth board participation 

- Creation of jobs at farmer organisation level
Strengthening Value Chain Development of the Federation Ziyang Vegetable Federation is a young federation of 15 cooperatives (10.000 farmers) in Sichuan. The total surface of all cooperatives is 1700 mu. They have several demo bases (150 mu). They grow cabbage  corn  pumpkin and small chilli pepper. 
When they test new vegetables they don’t use fertilizer or pesticides or irrigation  in order to make a natural selection of the strongest variety. All in the benefit of the farmers  to provide good advice and find good species. 
They have a well-organized cold storage  with different capacity. When prices are high they sell to the market  if prices are low  they store. Now the storage was empty because of the high prices.
Because of a strong marketing department and sales philosophy the federation is growing fast. Next step in the growing process to a mature status is organising a good governance structure and solid financial organisation.
Proposed project: The BHAG is to move the cold storage to another location  where also the big trucks can deliver their vegetables. At a better location the cold storage can be used to sell at the right moment. We start with a business planning / governance workshop  There after we want to convince them to attend the financial management training. End of the year we will give them the marketing training. The BHAG is to move the cold storage to another location  where also the big trucks can deliver their vegetables. At a better location the cold storage can be used to sell at the right moment.  The main purpose of the federation is on marketing the products of its members. In order to have more gain more gain from market  the federation has been constantly investing along the value chain: seed and fertilizer procurement for member growers  technical training  warehouse construction and sales channels development. This of course benefit the federation to get products with reasonable quality from member growers. However  it requires a big amount of cash flow. How to balance the cost and benefit and in the meantime keep the members happy is something the federation are struggling about. With this project  the objective of our intervention is to support the federation on a strategy of value chain development. Project Plan 2016  2017
1. Business planning + GovernanceJanuary business planning + management Detailed project plan for new cold storage with responsibilities for 15 chairmen: Budget € 3000 Agriterra  Ziyang € 1500
2. Financial managementOctober: Their financial structure is weak and can be improved. Main items are that the federation needs more checks and balances and better planning and budgets. Budget Agriterra € 1500  Ziyang € 2500
3. Marketing trainingDecember, including e-commerce. Budget: Agriterra € 3000  Ziyang € 2000
Project plan 2018
1. Value Chain Analysis - Key opportunities of value addition will be identified and analysed for the federation
2. Support on developing strategic marketing plan. Currently the federation focuses mainly on wholesaling markets. What are the other channels?
3. Improving member commitment - What activity to take to improve them member commitment
Realizing efficient operation of new dairy factory Kamadhenu Dairy Development Cooperative (KDDC) is a farmer-led organization in the eastern part of Nepal with a dual membership model. Membership is open for primary cooperatives (45) and also for individuals (230). The members of the cooperative are from the entire dairy value chain: producer farmers  cooperatives for milk supply  KDDC's staff members  distributor staffs  retailers as well as consumers. About 10 000 (small) dairy farmers are indirect members of the cooperative and deliver milk either directly to KDDC or through their primary cooperatives. The cooperative provides two main services to the members: dairy processing and financial services. Since April 2016  a new Board of Directors and Audit Committee was elected. The daily operation is managed by a management team with both experienced and junior managers. The current product portfolio includes milk  yogurt  ghee  paneer  khoa and butter  selling around an average 14 000 litres per day  with some seasonal fluctuations. Market opportunities are good. The capacity of the current factory is 15 000 litres as well as is located in the middle of the town and also is not large enough to handle the increasing demand of the dairy products. The cooperative is planning to construct a new dairy factory in a location away from crowded human dwelling with a processing capacity of 50 000 liters/day to fulfill the growing demand for milk products within the end of June 2018. A clear strategy and focus on the implementation of the strategy will help KDDC to run the new factory smoothly and also in smart marketing of the dairy products after 1 year time. The BHAG for KDDC is to increase the processing capacity of the dairy factory from 15 000 liter to 30 000 liter of milk per day by supporting them in marketing and financial management realized at the end of 2018. In existing condition  KDDC has processing plant of 15 000 capacity in the middle of the town. Also  KDDC has enough raw material  milk  for processing and also there is a big market for dairy in the Eastern part of Nepal. Constructing of new processing plant will help KDDC to grow its market in dairy sector. Visiting of a big dairy plant  like Amul  will help KDDC to get an idea of processing  marketing and branding. Also with the increase in processing capacity  it is also important to become competent in the marketing. Working together with Agriterra  KDDC will develop its marketing capacity.
Developing multi-purpose cooperative located in Central Java <p>KSU Qaryah Thayyibah (Koperasi Serba Usaha Qaryah Thayyibah / KSU QTha) is a multi-purpose cooperative located in Salatiga  Central Java Province  Indonesia. KSU QTha was founded by Serikat Paguyuban Petani Qaryah Thayyibah (SPPQT) which aims to develop economic condition of the farmers especially the SPPQT members. Currently  KSU QTha focuses on 2 (two) products  i.e. rice and coffee. <br>The cooperative is not yet advanced enough to be eligible to become an Agriterra client. Although the structure on paper is there  the actual situation is different. Staff is not in place yet and the organisation works with volunteers (farmers who would like to do something extra). The financial administration is done manually  and will use simple bookkeeping system starting in January 2016.<br>As a new cooperative  KSU QTha faces many challenges  including but not limited to lack of human resources  lack of access to market  and limited financial resources. Due to the limited working capital  currently KSU QTha can only absorb very limited (less than 10%) products produced by the members.</p> <p>Assist the young cooperative KSU Agro Utama QTha in their development towards good financial management and governance.</p> <p>As the cooperative still young and small  they need to develop internally  which is difficult to support by outsiders. For the development of the cooperative  KSU QTha has developed an action plan (see the attachment). </p>
<p>Still some activities are requested to the cooperative before we will fully support  including but not limited to:<br>1. Clear overview of what (feasible) activities the cooperative will offer<br>2. The membership construction is a bit confusion. How to support the members and not directly the whole GTPs<br>3. Have a clear overview of the members and their expectations<br>4. Limited working capital will make it difficult to quickly develop the cooperative  though also come with creative ideas what should be possible<br>5. Preferably hire a professional manager with experience in marketing.</p>
<p>In order to support the development process  Agriterra will facilitate with:<br>• Financial management training: to update knowledge about financial management; <br>• Training for board  supervisory board and staff about task and responsibilities;<br>• Contact network to help to find entrepreneurial manager;<br>• Ongoing coaching</p>
Member reward and contribution system review at Busacco Buyanja Sacco currently gives her members holding more than 3 shares as a minimum  a 50% value of shares held as a dividend This makes share capital very expensive  wielding tremendous pressure on annual retained earnings. Should the bank not generate enough cash flows to cover half the value of its share capital  the risk exposure and obligations to members can be enormous which could jeopardise the very existence of the Sacco. This denies the Sacco a healthy source of institutional capital which could mean cheaper loan financing and better service delivery to member. The Hefty dividends are enjoyed by a few members holding huge share capital accounts. To advice Sacco on a more sustainable approach to their dividend policy and member contributions.   2018 Goal 
Strengthen Internal Processes by streamline manuals Buyanja Sacco is located
in Rukungiri District  Buyanja town Council in the western part of Uganda.
Her 4 415 members are largely smallholder farmers in dairy  fruit  Coffee  bananas  and vegetable value chains. a vibrant Sacco with challenges which once sold will create a model Sacco for others to emulate in the region and beyond. 
The
main project objectives are 
1)
Advise the Sacco on a more sustainable approach to member contributions and reward/dividend policy. 
2) Discuss and adopt a more member focused strategy to benefit all members and operate in line with its vision and mission. 
 

The
Measurable indicators would be 
1)
A new dividend policy developed  documented and adopted by Board.   
2) Revised Objectives (SMART) I line with vision and Mission of Busacco.

 
In
Conclusion  The dividend policy is the main focus and area of interest that Agriterra and Busacco will be working on to come out with a more sustainable approach for the longer term survival of the sacco. This will call on the commitment and buy in of the board and management to realise a change in the current policy.
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. Mapping of potential new clients in Ethiopia and assessment of potential new clients - 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
Ethiopia - Governance and Leadership 2018 Governance and leadership are the heart and motor of cooperatives. That is why Agriterra developed several products and trainings on this topic:
•       Cooperative Governance training
•       Supervisory board training
•       Member commitment
•       Gender  female leadership
•       Youth
•       HR management Strengthened governance and leadership of farmer organisations and cooperatives in Ethiopia Conduct:
- 2 Governance trainings
- 1 Supervisory board training
- 1 Woman leadership training
- 1 Youth workshop
COVID-19 Support Hours Congo Agriterra aims to distinguish itself from other donor organisations by supporting our clients with useful business advice during the COVID-19 Crisis. This support aims to a. challenge our clients to think ahead and limit the impact of the crisis. b. Unburden the management and c. to facilitate communication between cooperatives for peer2peer learning. This support aims to a. challenge our clients to think ahead and limit the impact of the crisis. b. Unburden the management and c. to facilitate communication between cooperatives for peer2peer learning Awareness Creation for ClientsHelp Desk Service/Online Platform/’Workplace for Clients’Webinars with Agripoolers/Local BA’s
Increased milk volumes and improved internal controls MFCS is a fully farmer-owned cooperative with a major business   of collecting  bulking and chilling milk. The cooperative also indulges in   sharing  bulking and marketing wool for members. The cooperative was   conceptualized and registered in 1974. It is situated in West Pokot County    Lelan division  in a rugged landscape  about 25 Kms off Kitale-Kapenguria   road  62Kms from Kitale. It recorded an average of 6 000kg/day of milk in   2014. The core startegy for Muruny is to further increase milk volumes from 4500   in 2017 to 6000 in 2018 and strengthen organisational structure by ensuring   clear internal controls are instututed and adhered to. Increase milk volumes from 4 500kg/day to 6 000kg/day in 2018 The project targets,
Mobilisation of 200 new registered membersHold 3 regional sensitization meetingsReview of organisational by lawsMaintain monthly cashflow projections and monthly financial reports to be reviewed by the board and managementHiring a ManagerEstablishing 3 demo farms within the regional areasDevelopment of Youth Council bylaws Training of the youth councilTrainings on record keeping  my-coop and financial management
Scoping and Cooperative Assessments Burkina Faso Agriterra Burkina Faso aims to increase its number of clients in Burkina Faso with 5 new clients  making a total of 7 minimal. For that  2 scoping rounds  followed by 2 CA rounds are foreseen by the Agriterra BF team in 2020 -to determine the most strategic and promising quot;filiegrave;resquot; in Burkina Faso  and build on the already selected ones (Kariteacute;  Mangos and Cereals) - 5-to identify existing and functional cooperatives active in the identified filiegrave;res - 8-to assess the current state and future ambitions of the identified and eligible cooperatives in a Cooperative Assessment process -5