devinitorg/iati-policy-markers huggingface dataset:
Increase profitability and achieve business goal 2020 Agriterra have worked closely with Go Noi over the last three year to develop a business strategy toward 2020. In order to boost the business  new product of micro-finance/credit loan was developed and launched in 2018  it had initially showed positive result. As continuation  for 2019  Go Noi shall focus in implementing their business plan  increase sale of new products and increase profitability  realising ambitious goal reaching Loan/Saving ratio of 70%. In 2019  Go Noi have achieved their business goals to increase profit by 220% reaching 1626 members  increase total equity to VND 64.6 billion of which Member Equity of VND 2.5 billion. Under the StateBank of Vietnam  it is required that total equity of a SACCO should not exceed 20 times of the total member equity. Since they have exceeded their maximum of total equity  at this stage  it is very important for Go Noi to increase their member equity. An advisory assignment on internal capitalisation is crucial for them to  accelerate their future growth. Increase profitability and achieve business goal 2020 :  Increase sale of credit loan products by 20%; Reaching ambition of  Loan/Saving 70%.  Increase number of members in all 3 communes This is the second year of managing the new credit loan product  it's important for Go Noi to learn more on how to run and deal with defaut loans; managing credit loan and micro-finance project in long term. An exchange visit shall be organised (eg. Visiting Quang Binh SACCO).Additionally  an advisory mission on dealing with defaut loans; microfinance in long-term for SACCO is also highly requested by GCF in order to facilitate the sale and managing the new credit fund.
Scoping and assessment visits to Ghana and Ivory Coast in 2017 / 2018 <p>Fact finding  scoping and assessment mission to Ghana&nbsp;and&nbsp;Ivory Coast&nbsp;</p> <p>Fact finding  scoping and assessment mission to Ghana and&nbsp;Ivory Coast&nbsp;</p> <p>Fact finding  scoping and assessment mission to Ghana&nbsp;and&nbsp;Ivory Coast&nbsp;</p>
Vers la viabilisation et la rentabilisation des coopératives membres pour l'essor du business L'union COCOCA a son siège établit dans la ville de Bujumbura au Burundi et avec 39 coopératives de base au sein des provinces dont 25517 membres physiques. Elle a  une grande ambition de croissance au sein de la filière café au Burundi. Elle compte renatabiliser et viabiliser ses coopératives primaires à la base pour donner de la force à l'union qui se trouve au sommet. En effet  ces coopératives devront développer des capacités nécessaires de gestion et augmenter les capacités productives pour une autonomisation L'union COCOCA compte 25517  membres caféiculteurs physiques et 39 coopératives de base. Elle a une grande ambition de croissance au sein de la filière café au Burundi. Elle compte professionaliser et viabiliser ses coopératives primaires à la base. En effet  ces coopératives devront développer des capacités nécessaires de gestion et augmenter les capacités productives pour une autonomisation. Agriterra va accompagner cette marche vers la rentabilisation et la viabilisation des coopératives. Le plan d'action porte essentiellement sur les aspects de la gouvernance  de la gestion financière mais aussi du business de COCOCA. Il s'agit de :
- Appuyer les coopératives à la base à la production des états financiers et audit (formation sur la gestion financière et appui à l'audit) ,
- Reviser les textes de COCOCA selon la loi OHADA et la nouvelle loi coopérative du pays (ROI et statuts) ,
- Organiser la rencontre avec CNAC sur la définition du cadre de collaboration ,
- Organiser une visite d'échange entre les coopératives sur la gouvernance et gestion financière ,
- Organiser une visite d'echange entre les coopératives sur la gouvernance et gestion financière
Increased Maize Value Chain Efficiency in Rwanda Africa Improved Foods (AIF) produces fortified foods for infants and breast-feeding women in Rwanda and aims to source at least 50% of its raw materials domestically. However  at present the poor quality of local maize (aflatoxin contamination) prevents the company to reach its objective. The project aims to eliminate aflatoxin from Rwanda’s maize value chain by making the value chain more efficient. This will lead to improved food quality  less postharvest losses  increased farmer incomes and reduced malnutrition. The goal of the project is to connect local maize producer organisations to the supply chain of Africa Improved Foods  a fortified food producer in Kigali which is currently facing difficulties with finding quality maize in Rwanda. This is an RVO funded SDGP project. Consortium: Africa Improved Foods  Kumwe Harvest  Agriterra  Sight and Life and MINAGRI
In brief  this is what we propose to do as Agriterra:
  Scoping of 64-70 maize      cooperatives during inception phase
  Assessment of 20 maize      cooperatives during inception phase
  Contracting of 15 maize      cooperatives during inception phase
  15 coops trained on MyCoop
  15 coops trained on record      keeping and farming as a business
  10 coops trained on FM
  10 coops trained on SB
  10 coops trained on Youth 
  4 coops organize member      mobilization events
  5 coops trained on female      leadership
Farmers-Focused Transformation Bolivia 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
Developing internal cooperative and demonstration farm <p>Bayongbong is established in 1973 and started working in the dairy farming in 1981. Currently there are 2 000 members. The main activity of the cooperative is the collection of fresh milk and the transport to the Frisian Flag factory in Jakarta. Other activities are credit facilities for members  a feed mill unit  and a small shop.<br>During 2014 and 2015 Bayongbong has received support from Agriterra in developing of the feed and improving the (un)fertile animals  which were regarded as the main problems. Also the organisation received support in developing a strategic plan as well as training extension workers. Unfortunately the cooperative has to cope with many external and internal problems. This made it difficult to focus on the day-to-day management. As result not much follow-up of the missions was given and changes stayed behind of expectations. <br>For this reason it is decided to put the support on hold so the cooperative can first focus on the information and support provided before. Still the colonial farm Olan will receive an intern which will support the cooperative to develop regulations and agreements with the farmers who make use of the upgraded shed. Also one of the extension workers will attend a training on adult learning communication.</p> <p>1) Agreement between cooperative and farmers about the use of the farm Olan<br>2) Good working relation between the farmers and sustainable continuation of the farm<br>3) Improved skills in communication of information to adults</p> <p>As KUD Bayongbong will focus the coming period on the recommendations received in 2015  the action plan will be limited to a few activities: <br>1) an intern who will support the cooperative in developing regulations and agreements with the farmers who use the upgraded Olan farm. <br>2) one extension worker will attend an adult learning communication training <br>3) a delegation of Bayonbong will participate in a new regulation and tax workshop in Jakarta<br>4) The board of Bayongbong will participate in the Coop Governance Training in Bogor</p>
Taking financial services closer to the farmers through SACCO Agencies <p>During the Strategic planning  Imenti SACCO committed to offering specialized financial services to the farmers. This was due to the increasing sustainability of the farmers supplying their milk to Meru Central Dairy Union. To achieve this objective  Imenti will focus on enhancing accessibility of financial services by opening agencies in the primary cooperatives so that the farmers can be able to access these key services in a cheap and more convenient way especially for those in the rural areas with no accessibility to the bank.&nbsp;</p> <p>The key goal is to take affordable and efficient financial services to the farmers through establishment of Sacco Agency.</p> <ul><li>Mapping all the dairy cooperatives that currently do not have a financial provider/SACCO</li><li>Establishment of SACCO Agency in atleast two primary cooperatives in Meru region</li><li>Conduct Financial Literacy session to atleast 500 farmers from the cooperatives</li><li>Conduct a stakeholders event together with the Board of primary cooperatives</li><li>Review the SP(Agriterra involved)</li><li>Develop an annual BP based on the SP-guided by a consultant</li><li>Engage 2 field officers to increase contact with members</li><li>Develop an annual training program for the board and the staff</li><li>Conduct a training on Early warning signals and risk management to staff</li><li>Develop marketing materials for Agency Banking</li><li>Develop a risk register</li><li>Board training on youth participation and succession planning</li><li>Follow-up Governance plan of approach</li><li>Exchange visit</li></ul>
Optimisation of the milk processing plant Kiambaa Dairy farmers cooperative society was founded in 1963 to collect  bulk and sell her members' milk. In 2018  they started processing their members' milk and marketing it to hotels  supermarkets  shops  kiosk etc within Nairobi and Kiambu. This processing plant has a capacity of a 25000 litres a day for an 8 hour shift. In a 2019 assessment carried out by experts sent by Agriterra  it was evident that Kiambaa dairy is still under-utilising their factory's processing capacity as they were then receiving an average of 17 500 litres a day and only processing 13 500 litres based on what the market demands. As per the above stated figures  it shows that Kiambaa Needs to focus on two things for them to optimise their milk processing plant; grow their market share and increase milk deliveries to the factory. This is the focus for the dairy cooperative for the next few years as they strive to put meaning to their members' investments. The main goals and objectives of this project are:1. To elaborate a new SMART objective.2. To grow the market share of their processed milk products to be able to utilise their installed capacity of up to 25000 Litres per 8 hour shift. 3. To grow the milk deliveries from members to be able to fully utilise the installed capacity of up to 25000 litres per 8 hour shift TopicActionProject ActivitiesBusinessDevelop and Execute a new strategic plan BusinessDevelop and execute a SMART Sales and Marketing plan Services AdviceProductionMember services workshop
ABC Fund TAF Inception phase and component 1 IFAD and the EU have joined forces to set up the Agri-Business Capital Fund. The ABC Fund’s capital structure includes three tranches (A  B and C)  each offering a different risk return profile aimed at attracting various investor classes. An initial capital endowment of US$60 million in grant funding will be contributed by various donors (European Commission (EC)  Luxembourg  and AGRA) as first-loss equity (C-class)  which is expected to leverage around three times the amount in additional funding (A and B class)  or about US$180 million. The Fund design includes a TAF aimed at building the capacity of rural SMEs  Farmer Organizations (FOs) and Financial Intermediaries.
The ABC fund is managed by Bamboo Capital and currently has USD 60 million in committed capital. The fund is meant to serve cooperatives and rural SMEs in mainly Sub-Saharan Africa (later to expand globally) by providing direct investments and smaller investments through local banks. The TAF grant is earmarked to provide technical assistance to cooperatives  rural SME's and banks that will receive financing from the Agri-Business Capital fund.
The inception phase of the programme will decide (together with the fund manager) operational procedures  workflow  standard documents  TA needs assessment of potential investees  practical TA service delivery  contracting modalities  standardised documentation  the ME framework  etc. 
Managing a grant is a lot of work  and only part of the total grant will be for cooperative development services. But this grant has a lot of potential for us. While the initial grant is only for the first 3 years  the grant is renewable as fund is envisaged to have a fund life of 15 years. In addition  the fund is planned to grow to $ 260M  with the ideal TAF size at 15%-20% of total fund size. The goal of this project is to get the Technical Assistance Facility (TAF) of the ABC Fund up and running. During the inception phase we will establish a constructive working relationship with the Fund manager of the ABC Fund  being Bamboo Capital Partners and Injaro Investments. The inception phase will result in the elaboration and approval of a (i) operational manual for the TAF) and (ii) and ME framework for the TAF and the ABC Fund.
Myanmar Cooperative Development Project The government of the Republic of Myanmar  Cooperative Department and Agriterra agreed on the following and has signed MOU in June 2018.
Key objectives
Increase trust in agricultural cooperative modelCreate inclusive member ownership and commitment (including women and youth involvement)Create market linkages and achieve scaleImprove access to financeStrengthen management- and board capacity To accelerate the Myanmar Cooperative Development Plan from 2018-2021 by signing MoU with Cooperative Department The Cooperative Department has the ambition to create a mindset change amongst all farmers in all provinces of Myanmar to view cooperatives as enterprises  to inspire farmers to form and join cooperative enterprises. To realize these ambitions  the Cooperative Department aims to have 50 MyCoop Master trainers trained as soon as possible  who will train MyCoop trainers in Myanmar’s 15 States and Regions. Consequently  these trainers are expected to train cooperatives in their States and Regions.

  Given this ambition  the Cooperative Department has requested Agriterra to train 50 Candidate Master Trainers instead of the original plan to train 10 Candidate Master Trainers in 2018. For further planning into coming years  the detail discussion will be taken place into detail at Joint Implementation Committee and Steering Committee Meeting.
Latin America Scoping missions  assessments The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessments in Latin America 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. Se espera realizar análisis organizacional de 7 nuevas organizaciones (3 en Perú y 4 en Bolivia). Este proyecto se dirige a las actividades de prospección y análisis organizacional de nuevas organizaciones en Perú y Bolivia. Para las actividades en Nicaragua  ACODEA ha creado otro proyecto.
Se espera realizar análisis organizacional de 7 nuevas organizaciones (3 en Perú y 4 en Bolivia).
y realizar un escoping de un universo más grande de organizaciones y cooperativas en Peru y Bolivia.
Permitiendo ampliar la cartera de clientes para el equipo LATAM en estos dos países.
Mise en marché collective de riz paddy Créée en 1971 puis réhabilitée en 1983  la coopérative de producteurs de riz de Karma est composée de quatre (4) groupements mutualistes de production (GMP) membres totalisant cinq cent trente-cinq (535) exploitants à la base dont vingt une (21) femmes. Cette coopérative s’est transformée en société coopérative dénommée ‘Yoh Madarou’ conformément aux dispositions de la loi OHADA  à la date du 21 janvier 2019 et les quatre (4) GMP sont aujourd’hui devenus quatre (4)  sections.La superficie exploitable est de 123 ha et dont 115 67 ha exploitée à la dernière campagne. La gestion et l’administration de la coopérative Yoh Madarou sont assurées  par trois  organes statutaires à savoir : L’Assemblée Générale (AG) organe de décision est composée sept (7) délégués par section membre  le Conseil d’Administration (CA)  organe d’exécution est composé de onze (11) membres et le comité de surveillance  organe de contrôle composé de trois (3) membres.La coopérative dispose de cinq (5) employés permanents  dont un comptable (niveau 3ème)  un magasinier (niveau 6è)  deux (2) pompistes et un irrigueur.  L’AG se réunit 4 fois par an et le conseil d’administration se tient quatre (4) fois par mois (tous les lundi).Yoh Madarou est une coopérative qui produit essentiellement du riz avec 2 campagnes par an. Les services rendus par la coopérative à ses membres sont payés en paddy. Une partie de ce paddy est commercialisée par la coopérative. Ainsi  en 2018 elle a pu vendre 318 sacs de 72 kg soit environ 23 tonnes.L’objectif fort (BHAG) de Yoh Madarou  est la création des revenus durables à tous les membres de la coopérative par la transformation du riz paddy à terme en installant une minirizerie pour la satisfaction de la demande locale en riz blanc. Recruter un (e) gestionnaireAdapter et adopter le manuel de procédure de coopérativeOrganiser l'audit des états financiers de 2019Mission d'information sensibilisation sur l'utilisation des variétés améliorées à travers les pépinières collectives
Vers la professionnalisation de COOSOPRODA: Phase 2 COOSOPRODA  is one of the five rice project cooperatives carried out in partnership with Bralima and Agriterra. 2019 was the first year of partnership with Agriterra and from this partnership COOSOPRODA  benefited from the support-advice of Agriterra through its Business Advisors and multiple trainings notably in the following fields: cooperative management (my.coop 1 and 2)  governance and financial management. However  towards the path of professionalization  much remains to be done  namely making the organs of COOSOPRODA  painfully functional  improving the keeping of accounts  including young people and women in its organs. This is what this project will entail. The first objective of COOSOPRODA remains the delivery of the entire quantity assigned to it in the delivery plan to Bralima  ie 360 tonnes for the year 2020. The second objective remains the professionalization of its activity. Organiser un audit des états financiers de 2019 Organisation des rencontres entre les membres des organes (CA  CS et AG)Installation des champs écoles paysans Suivre l'adoption de la GIFS dans les champs des membres. Restitution des formations sur la gestion financière  gestion de la coopérative  gouvernance avec les agents et autres membres de la coopérative. Organiser des rencontres d'affaires sur le contrat Bralima au début pour fixer les objectifs et à la fin des livraison pour l'évaluation du niveau de réalisation de ces derniers Sensibilisation des jeunes à intégrer les organes de la coopération et tenir les rencontres avec les membres des organes puis revisiter les textes afin de rendre cette intégration légale
Strengthening the agri-base of the SACCO Background proposed actions and choices made: CPF INEZA (Cooperative of Progress and Financing) is a SACCO with members classified as follows: 2761 females  4078 males and 711. It is based in the Southern Province  Muhanga and Kamonyi Districts. it’s a growing SACCO. Agriterra has decided to partner with SACCOs in rural areas to resolve the issue of lack of finance for farmers. It is in this regard that  in November 2019  the team from Agriterra assessed CPF INEZA. Impamba is a successful SACCO which has entered the growth stage of its development trajectory  but this growth could be accelerated if the SACCO could strengthen its internal capital position  its savings  its credit product portfolio and its internal procedures. By supporting Impamba in this trajectory  external financing will be easier accessible for the SACCO. The goal is to support the COOPEC to strengthen its agri-base.Powered by Froala Editor Develop a SMART business plans 2020 -2024 (Main and Runda Mugina and Rutobwe)Review and design of Agricultural loan productsUpdating of procedure manual and loan and saving policiesExchange visit at Coopec  ImpambaBusiness advisory servicesEvent: Training Training on credit  agricultural project assessmentWorkshop on product development