devinitorg/iati-policy-markers huggingface dataset:
Increased production by members  improved marketing and financial sustainability <p>Partnership between IDRA and Agriterra started in 2010. After shift in Agriterra’s approach of having a business advisor based in Zambia  he conducted an organisation assessment to better understand the performance and proposed way forward of the partnership. The organization assessment report is available in which joint activities and objectives have been elaborated.</p> <p>Increased production by members  improved marketing and financial sustainability for IDRA.</p> <p>Activities in action plan:</p>

<p>1.1 Improved service provision structure to members; action plan available plus financial projections<br>1.2 Continuation of 20 demonstration plots <br>1.3 Provide extension services that are financially sustainable  by ensuring that members who receive extension services market their rice through IDRA<br>2.1 Governance Training<br>2.2 Elaborate new IDRA Strategic Plan incl. marketing plan and financial forecast to become more financially independent.<br>2.3 Enhance financial sustainability of IDRA through internal capitalisation and paid membership services; show added value of IDRA to realize a higher percentage of paid-up members<br>2.4 Improve business plan SINZA Women’s Association<br>2.5 Member meeting to explain what services IDRA provides to its members (and what not)<br>2.6 Facilitation of monthly board meetings<br>3.2 3.1 In-house Basic financial management training –<br>3.3 Financial management / governance training for SACCOs<br>4.1 Workshop Record keeping and services for members (together with CDRA)</p>
Firming cooperative business diversification and member professionalization ABM laquo;Iterambere ryrsquo;Abahinzi-Borozi ba Makera raquo; is a maize and cooperative and started its activities in 2007. IABM has 799 members of whom 64.7% females and 35.3% males. Besides the current members IABM has 976 potential members (supplying maize and seeds to IABM). It is primarily engaged in seed Multiplication and maize processing into flour.Among other activities include the supply of production inputs (seeds  fertilizers and pesticides)  members training / capacity building  commercialization of maize flour  distribution animal feed from the maize factory  and support members to access bank loans.Apart from the maize value chain  IABM members are active horticulture value chain by producing different horticultural crops including but not limited to onions  tomatoes  sweet peppers  peas  cabbages. In 2020 Action Plan  Agriterra and IABM have agreed to extend the maize hybrid seed multiplication project by trying production of prebasic seeds  strengthening capacity of staff and members on maize seed processing mobilise more members into the cooperative introduce data management tool for member relationship management(CRM) conduct an external financial audit and develop a procurement manual. Besides this support  Agriterra will extend its advisory work into irrigation scheme operationalisation and management and taking record keeping at both farmer and cooperatives revel. Agriterra will also train IABM and its members on Marketing  Organic fertilizer making and composting. To foster financial solidity of IABM  Agriterra will give them a strategic financial management. The overall goal of this project to strengthen the cooperatives business diversification and enhance member professionalization towards increased farmer revenue. The project is in line with IABMs strategic plan where the cooperative aims to strengthen its business diversification and professionalization of its members. This project is composed of three main sections: Section one composed of activities to be implemented by the cooperative with advise of the Agriterra Buiness Advisor. These activities include: 1. Expanding training on hybrid seeds production and introduction of prebasic seeds  2.Technical support for cooperative staff and farmers on sorting  grading and packaging maize seeds  3.Participate in agricultural exhibition  Mobilize and train new members with special focus on youth  4.Purchase and introduce data management tool for member relationship management(CRM)  5.Conducting external audit for 2019  and 6. Develop a sound procurement manual.Section two composed of key advisory services of the business advisor towards the cooperative in line with its main goal. These include but not limited to : 1) Support institutionalisation of record keeping at farmer and cooperative level and 2) Advice on irrigation scheme managementSection three composed of key trainings that Agriterra will provide to IABM cooperative. These include: 1) Basic Marketing Training 2)Training on organic farming and composting workshop Strategic 3) Financial Management Training
Improving Organizational structure and supply chain of Niger seed  and oil marketing Admas Farmers’ Cooperative Union was established May  2003 with initial capital of 153 000 ETB by 7 primary cooperatives (PC) and the numbers of farmer members were 1.700 that covered 6 districts of Guraghe zone. Currently  the capital stands at 19.4 million ETB  the number of PCs increased to 114 and the numbers of farmer members increased to 44 050 of which 8.6% are female. The union has been working with Agriterra for the past 4 years  during which it has brought remarkable results  amongst others the raising 3.4 million ETB through internal capitalization in order to install a semi refinery Niger seed plant  market linkage with a brewery for 300 malt barley producing farmers  adoption of improved seed and improving the value chain of Niger seed. The remaining key challenges of the union are the human resource management and succession  financial resources and supply management. To Improving Organizational structure and supply chain of Niger seed  and oil marketing The 2017 action plan will focus on: 
1. Mobilize an additional 5 million ETB through internal capitalization2. Optimize supply chain with special focus on Niger seed3. Optimize the HR of the union by having fulfilled the HR for factory  4. Developing bankable business plan to mobilized at least 20 million ETB for output marketing of Niger seed.
Industrialisation of coconut sector in North Maluku Koperasi Rakyat Halmahera (KOPRA) is a coconut farmer cooperative that was incorporated on 7 December 2018 by the initiative and support of the Province Government of North Maluku to overcome the low price of coconut in the region. The Province Government of North Maluku grant IDR 6 billion (EUR 375 000) to KOPRA to incorporate 7 units coconut cooking oil mini factory with capacity 3 500 pcs coconut per day in Kecamatan/District Sofifi Oba Tidore Kepulauan  Loloda Utara  Galela Selatan  Tobelo Barat  Kao  Bacan Timur Tengah  Taliabu. KOPRA also wants to invest in a 100% farmer owned integrated coconut processing factory with capacity 200 000 pcs coconut per day and total investment of IDR 145 billion (EUR 9 million). KOPRA is looking for support to implement their plans to invest in an integrated coconut processing factory to the Ministry of Cooperatives and SME (MOCSME).Upon request of the Deputy Production and Marketing of the MOCSME for exploring opportunities to support KOPRA  Agriterra conducted cooperative assessment of KOPRA from 05 September to 06 September 2019. The purpose of the assessment was to check how serious KOPRA and the Province Government of North Maluku endeavour in realising the integrated coconut factory in North Maluku and identify direction of potential future collaboration. Incorporation of a 100% farmer owned integrated coconut factory with minimum capacity of 200 000 coconut per day. November-December 2019: Cooperative Governance Training and Financial Management Training2020: 1. Draft Business Plan of Integrated Coconut Factory2. Linking KOPRA to the financier3. Coaching
Increased production and local sales of coffee <p>Action plan 2016 is focusing on improved production  both in quantity and quality. Besides  MCCCU wants to work on and profit from increased local consumption of coffee (marketing local coffee).<br>To achieve increased production per member cooperative society  more agronomists will be hired. <br>These agronomists will work on: Training on good quality coffee  fertilizer  and application of manure  d management of demo farms</p>

<p>Set targets for 2016: <br>1. Improve the quality and the quantity of both the green coffee and the brewed coffee by 20% in 2016  30% in 2017 and 50% in 2018.<br>2. Increase the local consumption of the brewed coffee by 50% in 2016</p> <p>1. Improve the quality and the quantity of both the green coffee and the brewed coffee by 20% in 2016  30% in 2017 and 50% in 2018.<br>2. Increase the local consumption of the brewed coffee by 50% in 2016</p> <p>Activities in action plan:</p>

<p>- Hire more agronomists (extension staff)<br>- Recruit TOTs (Model farmers can be recruited to be TOTs) and jointly train them with the agronomists. <br>- Set production related targets for the trained TOTs to be able to deliver. Come up with a structure on how to monitor them with focus on efficiency and effectiveness.<br>-Operationalise the business plan developed in 2015 by coming up with annual plans for 2016 and 2017. <br>-Build capacity of the Board members at MCCCU to enhance better:<br>a) Management of MCCCU’s many business units through A dashboard <br>b) Team cohesiveness. (MCCCU to elaborate ToR)<br>-Participate in the governance training organized by Agriterra and come up with a plan of approach to governance challenges.<br>-Build the capacity of the management team of MCCCU to be able to support the board run MCCCU more efficiently (exchange visit?) <br>- Install an ERP-like software suitable to MCCCU’s operations as per the needs assessment conduct in 2015 (Clear TOR to be developed with the assistance of Agriterra before implementation)<br>- Elaborate the TOR for the coffee management system suitable for societies<br>-Come up with a financial proposal for negotiating cheaper working capital for inputs<br>-Implementation of the Nov 2015 FM training recommendations<br>-Participate in Agriterra’s strategic financial management training<br>-Conduct a market research and come up with a marketing plan to boost the sales of the grounded and brewed coffee in Kenya<br>-Improve the visibility of the Mt Kenya brand of coffee and thus increase its distribution<br>- Building the capacity of MCCCU to be able to offer farmer services to its affiliated society’s i.e offer an advice on how to build a structure for MCCCU to be able to offer member services to its primary society members.</p>
Scaling up processing for improved business NDFCS was formed in 1963 by a group of dairy farmers around the environs of Kiambu Town with the aim of marketing milk collected from the members. The initial membership of less than 100 members drew members specifically from Ndumberi  Tinganga  Riabai and Kiambu Settled area  sub-locations though they have now been elevated to county wards. The society has 1 081 active members with an average daily production of 13  500 of milk per day. Ndumberi undertakes milk bulking and chilling  milk pasteurization  yoghurt processing  agro-vet shop services for animal feeds  supplements and medicine. The Society additionally builds farmers capacity through training under the extension services. Members are also able to access short term credit pegged on milk supplied. Increase production from 14 300 kgs to 18 000 kgs Ndumberi seeks to increase production as buildup from 14 300 kgs to 18 000 kgs and process the majority of this. This requires a strong and transparent governance a good marketing strategy to ensure that the additional volumes are sold and an increase in member loyalty so the supply of raw milk goes up. The business of Ndumberi is gradually growing likewise additional investments the coop is making. Capital injections through grant for more equipment speeds up this process. At the end of 2019  it is expected that Ndumbere will continue its business on its own  without additional financial support of Agriterra.
Renforcer l'organisation de la coopérative CAPRESSA La société coopérative à conseil d'administration CAPRESSA Agnitié d'Apprompron (COOP-CA-CAPRESSA) - est située en Côte d'Ivoire. La coopérative est composée de 1998 producteurs de cacao  263 femmes et 1337 hommes. La gouvernance de CAPRESSA est satisfaisante  et CAPRESSSA dispose de la plupart des documents  comités et procédures  mais l'équipe recommande néanmoins des améliorations dans la communication de la vision et des valeurs avec les membres  afin de préparer un plan de succession. Les recommandations pour la coopérative en bref : - Améliorer la communication avec les membres - Formation dans les domaines de la transformation du cacao biologique - Capitalisation de la coopérative et banque des membres - Démarrage d'une coopérative de compostage à grande échelle créant des revenus pour les groupes de femmes- Développer un modèle commercial viable pour la production et la distribution de compost Ce projet en 2020 a pour but de permettre à Capressa de se préparer pour atteindre un marché de niche en se focalisant sur le renforcement des connaissances sur les meilleures pratiques du compostage organic au sein de CAPRESSA afin d’améliorer la production au niveau des champs des membres individuels et en conséquence au niveau de toute l’entreprise de la CAPRESSA dont la vision est d’atteindre un marché de niche avec une production de cacao bio par la suite certifié bio dont les pratiques post-récolte sont basées sur le déploiement d’un projet basé sur le compostage organic.Par ailleurs  les ressources humaines impliquées dans cette fabrication et sur l’application des engrais bio à grande échelle  seront :Les femmes des membres de la coopérative organisées en groupement pour leur permettre d’assoir un projet et avoir des revenus qui participeront à l’amélioration des conditions de vie de leur ménage et au soutien familial.Les jeunes de la communauté pour la mise en place d’une unité de service et la création d’emploi jeune vue l’ampleur de l’orpaillage qui sévit dans la zone. L’impact de ce phénomène est le manque de main d’œuvre pour l’entretien des plantations et dégradation de la qualité du produit après les post-récolte.
Re-strengthen base for good business performance (2) <p>Action Plan January – 31st October 2016.<br>Goals: </p>

<p>• Increase total milk intake back to average 20 000 l/day<br>• Restructure finance  make yoghurt into profitable business  improve governance  implement strategic plan.<br>• Develop marketing plan for pasteurised milk and increase its market</p> <p>Restructure finance  make yoghurt into profitable business  improve governance  implement strategic plan.<br>Develop marketing plan for pasteurised milk and increase its market</p> <p>- Exchange visit for model farmers (May) to Lewa PDTC/Wambugu farm <br>- Implementation of extension workplan </p>

<p>ICT<br>- Updating website www.ndumberidairy.com </p>





<p>GOVERNANCE<br>- Evaluate progress on implementation SP and Review (implementation) of the Strategic Plan (2015-2018)<br>- Fine-tuning the board charter. </p>





<p>Coach board on:<br>- implementing plan of approach as elaborated during coop governance program<br>- Board to adopt Finance policy and milk quality manual </p>





<p>Organisational Development<br>- Training of Staff on a) supervisory skills for departmental heads and team cohesiveness<br>- Refresher course for milk graders on member care and ethics (on SNV’s Action plan)<br>- Calculate working capital needs and get three quotations<br>- Introduce a pilot dashboard for Financial Monitoring  include; Membership  milk intakes  Sales performance  Financial KPI’s etc. </p>





<p>- Develop a Marketing plan for target market (mission to access needs)<br>o Branding&gt;for pasteurised milk (packaging e.g. black & white)</p>





<p>- Promotional activities.<br>o Baskets and umbrellas (containing Ndumberi’s colours) included therein. To be issued esp. for the stakeholder meetings<br>o Calendars&gt;at agents shops </p>





<p>- Have Agriterra’s yoghurt MP reviewed and implemented.<br> <br>- Stakeholder forum twice a year<br>Mission for Professionalising milk production and valorisation (Ben Weijers?) </p>





<p>Review of business plan on processing </p>





<p>Mission on marketing</p>
A short-trajectory to be a bankable cooperative The cooperative has 106 members with 122.8 ha of coffee and 39.2 ha of pepper. Tan Nong Nguyen is providing input supply (mainly fertilizer) and access to finance by pre-financing their members for fertilizer and labor cost.  TNN is getting a loan from Rabobank Foundation with the amount of 5 billion VND (~190 000 Euro) in 2018; this has been going well over last 4 years since the establishment under support of Rabobank International Advisory Services (RIAS). RIAS is providing capacity building and trainings on cooperative model and set-up a very dynamic member involvement. The project with RIAS is coming to an end in 2019  Rabobank Foundation is requesting Agriterra to explore the potential for continuation of the support for sustainable development of Tan Nong Nguyen Cooperative.The overarching objective of the project is making TNN bankable in the short-term. A bankable cooperative implies that it has a trustworthy reputation  good management  solid linkage to the market and is able to operate efficiently. Addiionally  it is important to have a swift transition of the Technical Assistance from RIAS to Agriterra  in order to continue to provide this solid support to TNN with the objective to operate without donor support within 3-5 years (self-sustainable).BHAGThe cooperative has the ambition to increase its member to 1000 coffee growers. TNN takes the loan from Rabobank Foundation and provides microloans to its members. At the moment  TNN is facing a challenge to recover overdue and bad loans. They would like to increase internal capital from members and own sources for coffee business. TNN wants to position itself in the market as producing high quality coffee at premium price  achieve 100% loan repayment rate  and increase in internal capital. It is however having no strategic plan nor financial projection to support these ambitions. Increase active members of TNN from 85 to 100 farmers by 30 June 2020  Increase coffee delivered to the cooperative from 40% (146/366 tonnes) to 50% by 30 June 2020  Loan repayment to RaboFoundation (outstanding loan of 2018) : Completely repaid by 30 April 2020 With the project  Agriterra will aim for the following objectives:Improve member awareness and increase amount members and amount of coffee supplied to the cooperative (Trust);Proper loan management and repayment to the RF  lsquo;pave the wayrsquo; for a loan appraisal trajectory at a VN bank (Access to finance) amp; self sustainablibity of the cooperative;Strengthen the capacity of board and management on governance and financial management;Provide support to the cooperative in their specific income generating activity (market linkage); Hand on training and business planning
Improving Coffee and Haricot Beans export marketing activity BHAG:  To become one of the best coffee and haircoat beans exporterDamota Wolayta Farmersrsquo; Cooperative Union Ltd (Damota) was found in 2003 as a secondary union cooperative with initially 26 primary member cooperatives (PC) and a capital of 295 000 Birr. Currently 68 primary cooperatives (with 24 594 farmers) are member. The capital of the union reached 21 655 390 Birr. The union has 32 permeant staffs. The union has an abundant potential for the production of different crops; like coffee  haricot beans  maize etc and fruits like mango  papaya and banana papaya. Currently  the union is export coffee in small quality (average 130 ton per year). The 2020-year action plan will focus mainly on enhancing the unionrsquo;s organizational development and improving the union coffee and haricot beans export marketing activity  specifically:Marketing and branding the union coffee to the internal buyersCrating better enabling marketing environment between the PCs and the unionHiring 5 PC managers/accountsRaising the awareness of the union board and stakeholders about the importance of a professional HR in the unionConducting value carter mission on coffeeImproving the union governance Damota Wilayat union has been showing good track record in the past 3 years. In the future  it has a lot of business ambitions. But the union lacks clear prioritization of business ambitions and value chain developments.  In addition  on union level access to long term finance and working capital is of very large interest. Finance requests are not set up very systematically. furthermore  the union marketing activity  especially exportable goods could be improved and expanded. To fill this gap Agriterra providing a holistic capacity support to the union on the following areas: expanding of coffee marketing activities and the way red haricot beans sold  strengthening the union and its PCs relationship  professionalizing the management practice of the union and its affiliated  selected PCs.
Setting a good foundation for Organizational Growth and Development Ndaroini PLC is a farmer led business whose focus is production and marketing of coffee.The company structure is fairly young with relatively under developed institutional structure ranging from financial management and governance as well as HR services.Therefore majority of the activities planned for this period targets to strengthen the organization structure of Ndaroini PLC by instituting the basic organizational structures. Additionally  a clear strategy will be developed to guide the strategic direction of Ndaroini for the next 3-5 years.Ndaroini is currently engaged in a tri-patriate agreement with Rabo Foundation and Trabocca BV. Trabocca is the offtaker for all of the coffee produced by Ndaroini. Based on this contract  Rabo Foundation has received a working capital loan(USD 250 000) to facilitate the farmers access inputs on credit as well as provide farmers with a coffee picking advance. This is paid with one bullet payment once the coffee payout is received from Ndaroini. As a result of this partnership  RF has engaged Agriterra to provide TA service to build the capacity of Ndaroini to bankability. This will target to enable Ndaroini build its institutional capacity and be able to borrow commercial loans in future. Strategic planAgronomistERP systemInternal control systems This plan focuses on fixing the basic institutional gaps at Ndaroini. For this reason  the first will be targeted on strengthening the institutional capacity on Governance  Financial management and production and agronomy to spur the organization towards sustainable increase in yields. This will form a basis to build bankable business in the coming period.