devinitorg/iati-policy-markers huggingface dataset:
Improved human capabilities and governance leading to growth Dak Lak Provincial Cooperative Alliance established in 1993 and the first Congress in 1995. Currently  Dak Lak CA has 255 cooperatives operating Including: 140 agricultural cooperatives 33 industrial and small-scale industrial cooperatives 37 cooperative trade services 10 construction cooperatives 24 transport cooperatives and 12 people's credit funds.1. Ambition (BHAG) (future) the Dak Lak Provincial Cooperative Alliance- Increase members- Increase Support to its members via other donors  INGOs  as Dak Lak is poor province with high number of ethnic minority population- Provide services and do business for income generation 2. Main challenges- Be limited by policies in governmental assets management- Lack of qualified staff in doing business- Limited qualification of existing staff in providing professional services to its members
For the last years DLCA has tried to implement many various activities to provide services for existing Cooperatives and establishing new cooperatives in Dak Lak provinces.
DLCA developed the proposal on “Improved human capabilities and governance leading to growth”. DLCA would like to request Agriterra for its supporting to implement this proposal. DLCA should continue to improve the availability and quality of existing services (public services with goverment budget) to be capable to provide services tailor made paid by its members (credit and savings  acounting and finance management  marketing/market matching  governance....) through preparation of reforming Coop Development Fund Business strategy to be approved by the Local government Rolling out Mycoop and Financial Management trainings. Business plan mission for consulting center of DLCA (July)Exchange visit of successful consulting center and Cooperative development Fund (July) TOT My.Coop (May and July)Rolling out My.coop (Aug  Sep  Oct)Implementation of Coops Development plan in Dak Lak province  (May - Dec)Coaching and advising Agriterra clients in Dak Lak in action plan 2018Review year results and action planning for 2019 (Sep-Dec)
Farmers-Focused Transformation Ethiopia 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. 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
Farmers-Focused Transformation Congo DR 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. 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
Defining the next growth trajectory to farmer-lending with enhanced efficiency The partnership between Agriterra and Joinas SACCO started in the year 2014 when the Company Assessment was conducted.The main focus for the partnership was to professionalize the organization through Business Planning.Efficiency was also a key point of focus for the organization. A strategic plan was elaborated and latter an annual BP. A dashboard has been rolled out successfully and its now fully implemented into the system. The SACCO was successfully linked to Rabo Foundation where they accessed a low interest loan facility of KES 10million(2015) to be advanced to the farmers. At this point  the SACCO can be considered a smoking chimney. The current year will therefore focus on defining the next growth trajectory in farmer lending as well as strengthening the internal systems to attain efficiency. - defining the next growth trajectory in farmer lending as well as 
- strengthening the internal systems to attain efficiency. prepare   a succession plan for BoD
       Review Risk management policy and training in risk management
       supervisory board training
       review SP and prepare Business Plan for 2018
       BoD sensititation on improving AGM attendance (being low):   delegate system to be made possible
       Dairy member focused services in order to improve farm   productivity/profitability
       Strategic Financial Management
       training to credit officers/staff to conduct a project/loan   request analysis  together with the   farmer
       Conduct a system Audit for the Software
       Member education days
       Staff Training-Marketing and customer care
       Staff appraisal
Consolidación de los Servicios a la Membresía En diciembre de 2018  a requerimiento de la Agencia Empresarial Holandesa (RVO)  Agriterra realizoacute; una prospeccioacute;n a la Asociacion Departamental de Avicultores de Tarija (ADAT) a fin de proponer liacute;neas de accioacute;n que respondan a las iniciativas planteadas por los directores de esta organizacioacute;n dirigidas a consolidar los servicios de apoyo a la produccioacute;n de los productores de ganado aviar de Tarija. En ese sentido  en base a la visita realizada  se ha preparado el siguiente Plan de Accioacute;n cuyo Objetivo Principal es contar con un estudio de factibilidad para el emplazamiento de un complejo de almacenamiento de granos en Tarija a fin de proveer grano a sus socios en mejores condiciones de precio. El plan de accioacute;n seraacute; ejecutado por Agriterra y el presupuesto del mismo (Anexo 2) seraacute; financiado por RVO con aporte de ADAT.Lenght of the project: 1st December 2019 to 30th November 2020. Las actividades a realizar durante el periacute;odo del proyecto son las siguientes:Anaacute;lisis OrganizacionalPlan Estrateacute;gico 2019-2023 Consolidacioacute;n de la gestioacute;n contable.Estudio de factibilidad de un complejo de almacenamiento de granos Asesoramiento empresarial de Agriterra Taller de Gestioacute;n Financiera Baacute;sica Gira de intercambio para conocer experiencias locales exitosas.
Covid-19 Support hours Peru 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
Increase income of farmer members and improve own financial sustainability through marketing of value added products SFACFL Makwanpur provides services to its members with the main aim to improve the income of the farmers. In 2017 the coordination between Agriterra DAF and ENZA resulted in initiation of marketing of three products: turmeric maize flour and honey with the brand name of "Kisan ko" (literally means farmers') on behalf of six primary cooperative with the expectation of better price to farmers and generating more income to DAF. With technical support from ENZA Zaden DAF also supported three member cooperatives to improve local seeds of broad leaf mustard hot pepper and black beans. DAF has a goal of moving from donor dependency to generating sustainable own source of income through internal capitalization and marketing. With this goal in mind the focus on 2018 will be to scale up the marketing of agricultural products and seeds which benefits large number of farmers. Agriterra will support the federation through Business plan development for the retail outlets marketing and promotional activities via business development manager including the collaboration with ENZA to improve quality of seeds on broad leaf mustard black beans and hot pepper. The goal of the project is that the federation becomes financially sustainable through the marketing and sales of Turmeric Honey and maize flour. The expected outcome at the end of 2018 is that SFACFL Makwanpur is able to sell at least 10 tons of Turmeric 8 tons of honey and 20 tons of maize and the initiation of seeds marketing. In order to support the goal of financial sustainability and improved agribusiness servicess to its members Agriterra and DAF in collaboration of ENZA will carry out the following activities in 2018:
1. Support from Agriterra to BDM who will act as market representative for DAF and creat market linkages with multiple wholesellers retailers cooperatives and traders and play the lead role to carry out several promotional activities2. Assist DAF to develop business plan for their retail outlet with clear targest required investment and projection of future cash flows3. Agripool assignments that include coaching and technical advice to seed growers farmers at Bajrabarahi Goganane and Namtaar and Workshop on business plan development marketing and investment need required per cooperatives for materials working capital branding and marketing
 4. Support in processing packaging and marketing of seeds.
Strategic and business planning of Rongxian Dongqi Grains Planting Coop Rongxian Dongqi Grains Planting Cooperative (hereinafter as “the coop”) locates in Rongxian County of Sichuan Province  about 180 km south of Chengdu  the capital of Sichuan Province. The coop organizes the members – at this moment 3150 - to produce raw rice  sorghum  potatoes  peanuts  corn and so on  and has been doing experiments to raise Australian lobster  frogs and fishes in the rice paddies.
  
The members are divided into 27 different groups by admin sectors and different grain production. The members invest lands and labour into the different grain productions of the cooperative. Each group is managed by a regional manager who can distribute production materials  technical services  marketing and so on.
  
The Coop is highly organized  has good management and because of the system of region managers  a mutual beneficial and significant relationship with their members has been built. Almost the full production of the members is supplied to the Coop. In 2019 they want to provide a loan-and savings-service  to the members.
  
The Coop is now mostly producer  therefore does not supply end products to the market. They deliver almost all of their production to Sichuan DaNongHe Agriculture Development Co. Ltd.(hereinafter as “Danonghe”). The intertwining with Danonghe is major and causes the Coop to be (financially) dependent from Danonghe.
  
Danonghe processes the unpolished rice to an end product for the regional market and can be seen as an innovative and well positioned party.
  
The Coop is one of the most important and reliable suppliers of unpolished rice for Danonghe. Because of this Danonghe is prepared to subsidize the price difference that the coop pays to its members in relation to what the coop receives from the government for its production. Through intertwining and collaboration the Coop has been able to build a strong position in the past 5 years. However without the – structural – subsidies by Danonghe  the Coop suffers a loss. 1.Finalizing  visualizing the strategic planning for the next five years  2.Marketing and creating value in the chain  3. In and external capitalization  4.Production from conventional to green/organic (meeting EU standards etc.) As suggested by the CA agripooler  Agriterra can be of added value for the Coop by supplying expertise  knowledge and network in the field of: 
  
Finalizing  visualizing the strategic planning
  Marketing and creating value in the chain
  In and external capitalisation 
  Production from conventional to green/organic (meeting EU standards etc.)
Boosting sourcing for the flour factory and increasing its profitability <p>Merkbe Union embraces 106 member cooperatives and has been engaged in wheat flour mill for the last 3 years. The union currently has about 22 Primary cooperatives  more than 4 neighboring unions which could be potential sources of wheat supply. The annual average flour production is currently limited to 51 900 quintals for numerous reasons  issue of sourcing being the main one. For long time Merkeb has been relaying on Government sourced wheat and inflow from members has always taken the list portion  as Merkeb dominated by quick and easy supply. For this reason  the factory running hours is much under its full potential. <br>This action plan is thus developed focusing on: increasing wheat supply through contract farming and create strong market linkage with affiliated PCs  Koga Union  other wheat producing unions. Improving the flour factory operational efficiency  equip it with operational manual. <br>Merkeb has been supported through the C4C projecet program for the last 3 consecutive years  having reached the termination period of the project (Oct-31) with few months left  the activities has been brief with proper exiting activities included.</p> <p>-Increase Wheat supply to 40 000 Quintals from PCs and counterpart unions. <br>-Increase profitability of the flour factory. <br>-Professionalizing the flour factory internal operations <br>-Exit and project closure.</p> <p>Increase Wheat supply to 40 000 Quintals from PCs and counterpart unions. <br>Increase profitability of the flour factory. <br>Professionalizing the flour factory internal operations <br>Exit and project closure.</p>
Latin America - Taller FACT Este proyecto se dirige a las actividades de fortalecimiento del cabildeo de las cooperativas y organizaciones y de sus directivos y personal en Peru y Bolivia  siguiendo la trayectoria completa de la metodología FACT. Fortalecer la capacidad de cabildeo de las cooperativas y organizaciones y de sus directivos y personal en Perú y Bolivia En el 2018 se seguirá la trayectoria iniciada con el taller introductorio FACT llevado a cabo en el 2017. La trayectoria consiste en un taller de lecciones aprendidas con aquellos clientes que hayan puesto en práctica la metodología FACT. También se organizará un taller para formadores en las cuales participaran aquellas personas dentro de las organizaciones participantes que hayan sido parte del taller 1 y 2 y que cuenten con las competencias para seguir replicando la metodología.
Planificación estratégica y gestión de calidad The Integral Agricultural Cooperative San Juan de Yapacaní Ltda. - CAISY Ltda. Is a cooperative of the first degree  constituted on July 20  1971. Its origins go back to the year 1957  with the first Japanese migration to Bolivian territory. The cooperative has gone through different production processes  currently has a stable production of rice and eggs  which are its star products. CAISY markets its products in different markets nationwide  with the head office in San Juan de Yapacaní and regional offices in the cities of Santa Cruz de la Sierra and La Paz. Current customers of CAISY  ranging from supermarket chains to neighborhood stores  which arrive through their own distribution and also from external distributors.
The cooperative has 99 associates to which it provides different services such as the provision of raw material  provision of BB chicks  feed for chickens  technical and veterinary services  storage and distribution of final products.
The relationship with Agriterra begins in 2018  which will focus on strategic thinking and the preparation of human capital for the implementation of quality processes within your company. Until November 2018  to structure the strategic business thinking of CAISY  the priorities for the growth of the cooperative in the next five years (2019-2023) and prepare the human capital for the implementation of the ISO 22000 quality management system The Action Plan will last 4 months. The actions:
1. Stategic plan 2018-2023
2. Manual of Functions and Manual of Internal Procedures (Phase I) - La Paz and Santa Cruz Offices
3.Training and accreditation of 2 quality internal auditors
4. Exchange to poultry and rice agroindustrial cooperatives (6 people)
To produce the best quality wheat flour  pasta  macaroni and biscuit in Ethiopia In 2020- the feasibility of food complex will be finalized separately  First phase (Flour factory)  second phase (Pasta and Macroni)  third phase (Busicut).The expected output is the feasibility study will be finalized and the union will start the purchasing process of first phase investment flour factory.The main activities on 2020 is:1. Strengthening the union management and board leadership competence2. Conducting the feasibility study to identifying the financial break down of the flour  past and macaroni and Biscuit food complex investment costs separately Selection and purchasing of the machinery will start.The feasibility study will validated On this year project the main activity is  finalizing feasibility study and strengthening the union management.The union will start the next step selection and purchasing of the machinery.The union members will benefited from this value addition projects.