devinitorg/iati-policy-markers huggingface dataset:
Laying the foundation towards efficient milk processing in 2018 and beyond. Baringo Agricultural Marketing Services Cooperative Society limited (BAMSCOS) is an umbrella organization formed in August 2012 by fifteen (15) agricultural marketing cooperatives in Baringo County. Thirteen (13) of these cooperatives were dealing with marketing of members’ milk while two (2) were involved in coffee and honey activities. As at the end of 2016  BAMSCOS has grown its membership upto eighteen (18) dairy primary cooperative societies with intensified activities. They’ve therefore transformed into basically a dairy union with great emphasis on milk processing as evidenced by the recent acquisition of land and subsequent construction of the processing facility. In terms of individual membership  BAMSCOS serves approximately twelve thousand members if 2016 figures are to be relied upon with an opportunity to even grow it further.
  
For 2017 and beyond  BAMSCOS has an intention of laying a strong foundation in terms of milk deliveries and the capacity to process so that when that time comes  they will be having the right fundaments to tackle the challenges oftenly associated with milk processing. Activities to do with strengthening of member services and professionalizing the processing plant are being given priority as well as the capacity of board and management. 1. Set up a working extension department by the end of 2017
2. Improve financial management BAMSCOS affiliates in 2017 by training at least 9 such affiliates.
3. Set up management structures supportive of the intended management structures
Scopings  assessments and audit services in Ghana Scoping and assessments of potential new clients and provision of audit services in Ghana. In 2020  Team Ghana aims to build a client portfolio of 9 clients in Ghana and complete the setting up Agriterra Ghana's office. Main focus will be exploring possibilities to work with primary cooperatives with a business focus. Mapping of potential new clients  the assessment of potential new clients and conducting audit services for clients in Ghana in 2020 Scoping and assessments of potential new clients and provision of audit services in Ghana. In 2020  Team Ghana aims to build a client portfolio of 9 clients in Ghana. Main focus will be exploring possibilities to work with primary cooperatives with a business focus.
Strengthening financial transparency and developing the business case IABM is a maize seed producer and processes maize into maize flour and animal feed. The cooperative was registered officially in 2009 and its mission is to increase member’s income through cooperative actions. IABM has 764 members and an additional 1 011 potential members  who both supply the maize grains to the IABM factory.
IABM has invested in a corn mill in 2016 which is currently operating at approximately 60% of capacity. The main activity of IABM was however the multiplication of maize seeds. The multiplication is done by members  whom sell the multiplied seeds to IABM. The cooperative then sells the produce to RAB. IABM can produce more than 300 metric tons of maize seeds (OPV) per year and can process 80 metric tons of maize grain into maize flour per year. Seeds which are not certified are being processed into flour. 
IABM expects to increase the maize yield in 2017 from 3.5mt/ha to 5t/ha. In terms of diversifying the sources of revenues IABM prepares to construct a storage for selling agro inputs and agriculture materials  construct a training centre and restart its mushroom tubes and mushroom production activities which stopped when the maize factory was implemented. IABM also targets to produce hybrid maize seeds. IABM wants to become a recognized actor in distribution of quality seeds  by ensuring respect of standards required by the Rwanda Agricultural Board  who is encouraging cooperatives to become certified seeds selling points. 
Agriterra and IABM have agreed to work on professionalizing the marketing activities of IABM and improve the production capacity of its members and the linkages with other cooperatives who can potentially supply their maize to IABM. IABM wants to expand its membership base and work on its transparency by getting external audits and presenting these to the AGM. To improve financial management  the staff will be trained on the new accounting software. We aim to strengthen the transparency and to develop the business case of IABM
Tanzania 2017 - Scoping  Company Assessment Missions Agriterra is a network organization of Dutch agri-employers’ organizations and companies. It has a vision that farmers’ associations and cooperatives can have a positive influence on development through speeding up the process  and ensuring a more equal distribution of income and an enhancement of democratic decision making and relations. This vision has become almost undisputed  the mechanisms are understood  and the mission derived from it  the strengthening of farmers’ organizations  is the only logical one. The approaches (advocacy  entrepreneurship and bankable co-ops) have brought an excellent focus onto the work of Agriterra. This has been achieved over two decades in which the strategy of Agriterra was to obtain funds for farmers’ organizations through inclusion in official development cooperation. In this way  Agriterra has been able to fulfill its mission.
Agriterra's new strategy  that runs from 2016 - 2020 takes advantage of challenges in the business environment  builds on the strengths of Agriterra’s past performance and addresses the weaknesses that emerged from an internal analysis. Agriterra’s focus is no longer on capturing funds to grant to farmers’ organizations. Instead  it focuses on transfer of knowledge by offering them the hands-on expertise needed to take advantage of the funds available from different sources  and to produce financial strategies that underpin their priorities for action in favour of members’ interests. Expertise that is sourced from a vast network of agribusiness and farmers' organisations in the Netherlands and abroad.
The adjusted strategy of Agriterra required to take a close view on the quality of the current client portfolio. For this reason screening of all clients took place and as a result it was decided that more than 50% of the clients needed to be phased out  leaving a rather limited group of clients that did meet the conditions for future support.
Next to Kenya  Uganda  Ethiopia  Peru  Tanzania and Indonesia Agriterra is also preparing local presence in Zambia  Burundi  Rwanda  DRC  Nepal  Vietnam  China and Bolivia. These countries have been selected as program countries for Agriterra for the coming years. 80% of resources (financial and human) will be targeting farmer organisations and cooperatives in these countries. 
The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessment to the country of TANZANIA. This in order to build up a client portfolio of producer organisations and cooperatives with sound development potential and that are in demand of the services Agriterra is able to render. The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessment to the country of TANZANIA. This in order to build up a client portfolio of producer organisations and cooperatives with sound development potential and that are in demand of the services Agriterra is able to render.
Viabilisation  du business à travers les groupements de la LSC La LSC compte bien structurer ses membres afin d'asseoir des coopératives fortes qui gagnent des revenus à travers les filères manioc et champignon.  Elle a organisé au cours de l'année 2017 une formation sur la commercialisation en commun en faveur des responsables des coopératives. Ceux-ci devront continuellement organiser le business à travers les coopératives. Elle compte développer des affaires au sein de ses différents groupements. Elle envisage renforcer les capacités dans la gestion financière. Les activités de ce projet sont une continuité du plan 2017 qui s'est focalisé sur les apspects internes de l'organisation et l'amélioration de la gestion financière. Les activités principales sont les suivantes : 
- Faire l'audit des états financiers de 2017 et présenter à l'AG ,
- Organiser les journées porte ouverte pour la mobilisation des parts sociales ,
- Organiser le coaching du comptable sur la production des états financiers ,
- Former les membres sur les techniques de transformation du manioc ,
- Visite d'étude des responsables de la LSC à KINASI Compagny et au Mushroom center à Kamoni/Kigali sur la transformation du manioc ,
- Révision des manuels des procédures administratives et financières et code de bonne conduite ,
- Organiser une séance d'amendement et adoption des textes des statuts dans l'AG ,
- Mettre en place un plan marketing pour le manioc et le champignon
Au niveau d'Agriterra  un appui-conseil sera fourni dans le cadre de la recherce du crédit. Les membres du CA vont bénéficier d'une formation sur le MY.COOP afin d'améliorer la qualité des services aux membres. En outre  la coopérative va élaborer son plan stratégique et son plan d'affaires pour le manioc et champignon. Enfin  le conseil de surveillance va participer à une formation sur le "    advisory board" afin d'améliorer la qualité du contrôle au sein de l'orgnaisation.
Leading profitable coffee producer Based on the business results of 2019  annual plan 2020 and the Cooperative assessment in 2017  the market research in 2017  the Value creator and business strategy mission in 2018 and other training events (my.coop training  business plan  marketing topics) supported by Agriterra pointed out that Ea Kiet cooperative has high ambition to growth organizationally and economically to be leading profitable producer in coffee bean for export in Dak Lak and key coffee powder and roasted coffee bean supplier in domestic market. As recommended  in 2020  Ea Kiet Coop should realize 3 year business plan and detailed business plan for entering the domestic coffee consumption market  especially Fertilizer business plan and roasted coffee business plan. Realize 3 years Strategic Business plan 2019-2021 being leading profitable producers in coffee bean for export in Dak Lak and key coffee powder and roasted coffee bean suppliers in domestic market Project plan 2019: 1. Implementation of action plan of business plan of fertilizer service2. implementation of action plan of business plan of roasted coffee business3. follow-up action plan after advisory mission A.14. improve member commitment; youth council establishment and operation; women participation in the BOD or BOM; the number of BOD members or women in BOD increase in 5 year General Member Meeting in 20194. Internal capitalization and external auditing advisory mission5. participation in governance or contemporary workshop training event and Participation in Internal Capitalization training organised by AgriiterraProject plan 2020: 1. Improvement business results of EKC (marketing  product quality  business plan  feasibility study  networking  …)2. Improvement organisation structure and transparency financial management  human resource management to ensure the trust and commitment of members ...3. follow-up action plan after advisory mission A.1 and youth council operation support4. participation in governance training event and women leadership training and youth master class organised by Agriterra
TA Implementation-Indirect Investments for Insotec MFI The Technical Assistance Fund (TAF) was created by IFAD as a separate mechanism linked to the ABC Fund  which provides advisory services to agricultural organizations  SMEs and financial institutions. Rabo Partnerships is part of the Technical Assistance Fund (TAF)  led by Stichting Agriterra  and provides advisory services to the financial institutions investees.In Ecuador  Insotec was seen as an opportunity and BCP organised a remote Due Diligence (DD) to see whether Insotec could become a lender of the ABC Fund. Rabo Partnerships joined the DD team to assess the TA needs as well as carry out the ESG assessment using IFAD’s ESG tool for FIs.Insotec is a Micro Finance Institute (‘MFI’) and focuses on providing microcredits for Ecuador’s rural sector  particularly to small-scale farmers  with the objective of improving the financial inclusion of low-income or vulnerable populations in the country. As of April 30  2020  73% of the loans were located in rural areas and 55% of the loans were for agricultural activities. The entity serves around 18.000 clients.After the Due Diligence was carried out by a joint team of Bamboo Finance and Rabo Partnerships the investment committee approved a loan to Insotec for USD 3 000 000. Insotec will also receive Technical Assistance from Rabo Partnerships during the lending period. Set Long Term GoalsFormulate an Environmental AmbitionsEnvironmental Goal Setting 2020-2024Environmental Policy The Project will be implemented in a period of four months time  beginning from August to December 2020. The Main deliverables will be:Environmental Ambition DocumentEnvironmental PolicyEnd-of-mission report  including an outline of the findings  activities performed and recommendations for Insotec
Cooperative scopings and assessments in Niger Le cadrage (scoping) des coopératives de pomme de terre effectuée par Agriterra en date du 22 Novembre 2019 a fait le choix de trois coopératives (Markaza  Tounfa et Alhamdou lillah). Cette analyse scoping a suscité le besoin d’approfondir la compréhension de ces coopératives et de leurs ambitions commerciales. C’est pourquoi  les conseillers ont émis le désir d’organiser une analyse (assessment) des deux coopératives (TOUNFA et MARKAZA). En effet  effectuer cette analyse est la prochaine étape qui donnera la possibilité de définir une trajectoire de collaboration éventuelle entre ces deux Coopératives de pomme de terre de Bonkoukou et Agriterra. Cette analyse est enregistrée sous le numéro de projet 20at-8450. L'analyse sera menée par l’équipe Agriterra Niger  un expert agripool local et conjointement avec les techniciens sur place et les CA de ces deux coopératives Analyser le dossier commercial actuel et futur de chacune de ces coopératives en termes de chaîne de valeur  services fournis aux membres  rentabilité  concurrence  marketing et risques.Analyser la performance financière et mener un bilan de santé de la gestion financière de chaque coopérative.Effectuer une appréciation de leur performance actuelle en termes de gouvernance  à l'aide de l’outil bilan de santé de la gouvernanceExaminer leur réputation en discutant avec les dirigeants (Conseil d’Administration  le personnel  les membres et les autres parties prenantes des deux coopératives).Faire des recommandations à ces coopératives sur la façon d'améliorer les sujets mentionnés ci-dessus. Identifier et déterminer l’ OFGA (BHAG)  les forces et faiblesses des deux coopérative (TOUNFA et MARKAZA)  la viabilité économique leur dossier commercial  la réputation  la santé financière et le mode de gouvernance. Si l’équipe d’analyse estime que ces dossiers ont un avenir durable et viable  les opportunités de collaboration avec Agriterra seront évaluées.
Building Lobby Capacity (FACT) in Asia <p>Agriterra is actively involved in the promotion of farmers’ organisations’ lobby and advocacy work in developing countries through its Farmers Advocacy Consultation Tool (FACT). One of Agriterra’s key objectives is to increase farmers’ influence towards key decision makers with respect to a better enabling environment for farmers to strengthen their position in the sector.

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<p>Agriterra is building the lobbying capacity of Federations and Unions in Asia using the FACT-methodology. Through the FACT-methodology  the capacity of these farmer organisations is strengthened to raise key lobbying issues to decision-makers in the interest of their members.</p> <p>The capacity of farmer organisations in Asia is strengthened to raise key lobbying issues to decision-makers in the interest of their members.</p>
Strengthen rice production and developing marketing strategies CHAURU is a  young  active primary cooperative specialized in irrigation. Because most farmers grow rice on the irrigated fields CHAURU may easily be mistaken to be rice cooperative. Established in 2003 out of a government Irrigation Scheme CHAURU provides several services to farmers. CHAURU has about 860 members depending on the water provided to grow their crops.
CHAURU is an irrigation cooperative. This means the core business is about irrigation  about maintaining the channels and pumps  about having enough water to grow crops. Their member commitment is also derived from being an irrigation cooperative. There is a necessity for famers to work together within CHAURU because if they don’t do so  nobody is getting any water to grow crops.
Collaboration with Agriterra  aim to increase production and also working on their vision of marketing and processing the rice from its members. CHAURU's goal is to improve the member commitment and service provision to members  processing and add value to rice and establishing market links for their rice. CHAURU is primary cooperative established June 2003 in Chalinze district Coast Region is the rural primary co operative society dealing with rice farming through irrigation.in this first year 2018 of collaboration  Agriterra agreed with CHAURU to have no budget only Advisory mission - development of strategic plan   and training- cooperative governance training and basic financial management.  2019: no direct fund to client  only advisory services  activities planned are market intern  rice VC  roles and responsibilities to board and management  BFM and exchange visit.2020: 3 advisory services planned  market aggregation  sustainable services and market support staff 4 training to attend  BFM  youth  procurement issues and FACT and also 1 exchange visit
Développement Organisationnel et Commercial d'UPPA Huet Lrsquo;Union Provinciale des Professionnels Agricoles de Houet (UPPA/H) est une Union des Coopeacute;ratives de producteurs et transformateurs de ceacute;reacute;ales. Elle a eacute;teacute; creeacute;eacute; en Juillet 1998 ; elle compte aujourdrsquo;hui 25000 membres reacute;unis au sein de 483 groupements de producteurs et transformateurs de ceacute;reacute;ales agrave; la base. Parmi les 25000 membres  on compte 10000 hommes et 15 000 femmes. Lrsquo;UPPA/H est membre de la Feacute;deacute;ration des professionnelles Agricoles du Burkina (FEPAB) et de cet fait a deacute;jagrave; beacute;neacute;ficieacute; de lrsquo;appui drsquo;Agriterra agrave; travers la collaboration auparavant drsquo;Agriterra avec la FEPAB.En Novembre 2019 une eacute;quipe dAgriterra a effectueacute; une Analyse Coopeacute;rative de lUPPA  avec comme recommendation de commencer un partenariat  se concentrant sur:Organiser et renforcer les coopeacute;ratives de base pour plus de dynamismeProceacute;der agrave; une planification des activiteacute;s dans la vision de lrsquo;organisation (Plan strateacute;gique et opeacute;rationnel) Renforcer lrsquo;administration comptable et financiegrave;re (Budgeacute;tisation  rapportage financier  audit indeacute;pendant)Proceacute;der agrave; une eacute;tude de marcheacute; pour affiner une bonne strateacute;gie commerciale Lutter contre lrsquo;aflatoxine et srsquo;adapter aux changements climatiquesEn deacute;veloppant le plan daction pour 2020  UPPA et Agriterra ont planifieacute; :-effectuer un audit pour 2020-elaborer un plan strateacute;gique-recruter un comptable adjointe en utilisant les opportuniteacute;s de JOBS JOBS JOBS-introduction dun logiciel-accompagner les organisations membres de base en se transformer en Coopeacute;rative Simplifieacute; selon le loi OHADA-Reforcer les organisations membres en gouvernance et fonctionnement-Recherche des nouveaux marcheacute;s-certificationAgriterra a propose UPPA participe dans les formations suivantes:-MyCoop-Gestion Financiere de Base-Commercialisation-Female Leadership Organiser et renforcer les coopératives de base pour plus de dynamisme LObjectif de ce projet et de -renforcer la gouvernance de lUPPA par le developpement dun plan strateacute;gique et le renforcement de la gestion financiere-renforcer ladhesion des membres par la formalisation des status des membres suivant le loi OHADA-Identification des nouveaux marcheacute;sLUPPA est une union des cooperatives membres  se concentrant sur la transformation  et commercialisation de :-Mais-Sorgho-Soja
Training  Events and Exchanges/Uganda 2020/ Different Agriterra clients will partake in events and exchanges for 2020. Some of this training  events or exchanges are: Basic marketing  Basic financial management  FACT etc. This is expected to develop the cooperative business and make them professional partners. This training/events/exchanges take place combining more than one cooperative  thus to properly plan execute and follow up; this project will be used. 4 Events. 6 cooperatives will be engaged in the above training and events. The number of participants will be 48 from the management and board.
Increasing production  improving governance and optimising financial management  plannning In 2016  planned support to Magoye Dairy focused on increasing production. Given challenges in recruiting an extension officer due to lack of transport  extension support was limited to developing an extension strategy. Additional support was provided to strengthen FM and governance. In 2017  in collaboration with SNV  Agriterra will roll out extension services to realise increased volumes in 2017  as well as further strengthen governance  FM and planning. Increasing production  improving governance and optimising financial management  plannning Short-term BHAG (2017): Increase milk production by 20% through a self-sustaining extension support model  supported by good governance and a stable Financial Management and ME reporting system.                                                                                                                 Long-term BHAG (2021): Increase milk production by 100%  produce processed products and provide diversified product and services to members and the public by 2021.     

Production: following the extension strategy developed in 2016  Agriterra will pay the 2017 salary of the newly-recruited Extension Officer (EO) while Magoye will contribute the motorbike and SNV will support the training and support equipment of the EO.                             Financial Management: the FM training in 2016 showed that Magoye's FM system needs improvement. In 2017  Agriterra will provide accounting services to the bookkeeper in order to bring the system up to standard.                                                                                           Governance: The AGM elected a nearly completely new board. Agriterra's governance training will go in depth to address key governance (information) gaps  monthly board meetings will promote strategic decision-making and a planning training will help Board  Management steer the cooperative. A Youth Council will be sensitised.                                                               Organisational Development: Management and staff should be held accountable through clear job descriptions and targets  while milk and financial flows should be transparent through a record keeping system.                                                                                                       Cooperation: Agriterra works closely with SNV to realise synergy and complementarity in support to Magoye.
TIDE II General activity description text Objectives for the activity Statement of groups targeted to benefit