devinitorg/iati-policy-markers huggingface dataset:
Internal capitalization follow-up to realize edible oil factory BHAG: To be the best edible oil supplying FCU in the country Haragu multipurpose Farmers? cooperative union was established in 2001 in Guduru district in Kombolcha town. The union located 275 km away from the capital city Addis Ababa to the west and 67 km from zonal town Shambu. The union is operating in four districts namely Abay chomen  Ababo Guduru  Guduru and Jima Rare. The union founded by ten primary cooperatives with initial capital of 120 000 Birr and by individual farmers of 7196 (6 784-male and 412-female). The union have been working with Agriterra since 2015  and bring remarkable changes specially to engage in Niger Seed Agro-processing able to mobilize 4.5-million-birr internal capital for establishing Niger seed edible oil semi refinery plant  engaged in seed multiplication business and solve the seed shortage in the working area of the union  improve the agronomical practice of the members and enhance the product and productivity  increasing their members from 57 to 66 etc. The 2020 AP will be focused on the following specific objectives 1. Mobilizing 20 million ETB internal equity for realizing of semi refinery edible oil pant 2. Promoting the investment to members 3. Well materialized the Peachtree software and digitalizing the financial management system of the union and                 4. Professionalizing the union in leading internal capitalization To achieve BHAG. Strengthening primary cooperatives and improve member commitment via MY Coop trainingPowered by Froala Editor 1. Mobilizing 20 million ETB internal equity for realizing of semi refinery edible oil pant 2. Promoting the investment to members 3. Well materialized the Peach tree software and digitalizing the financial management system of the union and                 4. Professionalizing the union in leading internal capitalization To achieve BHG.
Towards realizing farmer service center and expanding value addition efforts BHAG: To be the best union in Ethiopia in service provision to member farmers
  
Melik Siltie’s Farmers’ cooperative union started its operation in 2004 with 13 Primary Cooperatives(PCs)  with 3.000 members  of which 2.385 male  713 female  with a start capital 65.000 ETB. The number of primary cooperatives in 2018 reached to 77 PCs  with a total number of member farmers of 93.067 of which 71.847 are male and female 21.219 members. Currently the capital of the union is 36.422.825 ETB. The union mainly purchases wheat  maize  and haricot beans. It also supplies agricultural inputs  like improved seeds  pesticide  fertilizer herbicides  solar penal and consumer goods. Moreover  the union produce animal feed products  provided mechanization services and has been engaged in small value addition activity on maize for 3 years there is a ‘Home grown school feeding program’ the union is grinding maize with its small machine and supplies to for 15 schools. In the 2017 action plan organizational strengthening (Technical Capacity buildings  supports in organizational operation system performances  and improved business practices) activities are done and the union staffs and board skills has been improved. The main goal is to make the union to realizing farmer service center and expanding value addition efforts The union working area is also well known for its highest potential in wheat  paper and haricot beans respectively in southern region of the country. Therefore  in 2019 the union would like to engage in what value addition activity and would like to produce wheat flour  pasta  macaroni and biscuit. In addition  the union would like to export haricot beans in 2017 to abroad. Furthermore  the union would like to establish farmer service center and provide a holistic service to its member. In general  the union is one of the growing cooperatives unions in SNNP region. The 2018 action plan will focus:
? Conducting feasibility study on wheat flour  pasta  macaroni and biscuit value addition activity.
? Mobilizing 10 million ETB equity capital through internal capitalization.
? Establishing Farmer Service Centre
  
? Starting exporting of haricot beans to foreign countries
Increase member involvement through the association activities to increase revenue and membership base The project will focus on increasing revenue for the association through member involvement and provision of extension services. It will also tackle the issue of youth and gender inclusiveness to help youth participation in the development of the district through the association. They will be coaching in financial management to help the organisation put internal controls and assess the business's potentil to grow. The mian objcetive of CDFA is to diversify their income sources and increasing their capital base and reducing on donor dependency. The association also realizes the need to increase its membership base and involving youths and women as it has an impact on their revenue. However  the association sees the need to provide more member services to its members as a way of proving its relevance need for members to affiliate.                                                                                                                            
 BHAG 2021: A financially self-sustaining organisation providing quality services to 4 750 members towards a profitable agribusiness  by focusing on improved crop production  promoting mixed-farming and improved marketing.                                                                                                                                          Objectives: Increasing membership to 4750 and becoming a financially self sustaining organisation 2019 PlanPlanned activities include My.Coop  Aggregation training  Youth workshop  FM coaching  development of extension strategy2020 PlanExchange Business visit to PDFA   Advanced Record Keeping (Might be skipped due to Covid  Financial management training  Governance training and Youth council masterclass and development of extension strategy for 2020
Expandiendo el mercado local En los meses que quedan (15 agosto - 15 diciembre) se quiere desarrollar un pequeño plan de acción que refleje los compromisos pendientes de ANAQPUI dentro de las actividades del proyecto  potencie el área comercial de la planta de El Alto y através de los servicios de Agriterra fortalezca la visión estratégica y la elaboración de presupuesto para dejar de ser una organización reactiva y empezar a ser una organización proactiva. Mejorar los mecanismos de control interno y potenciar las ventas de productos de valor añadido elaborados en la planta de El Alto con ventas de proximidad. Actividades del proyecto
Contratación de GerenteContratación de personal de cobranzasElaboración de Manual de ProcedimientosElaboración de EEFF semestralesImpementación del módulo de exportaciones en CIAPBase de datos de clientes actualizada en CIAPInicio del proceso de adquisición de las balanzas de pesaje para silosCompra de vehículo para distribución de la producción de El AltoInversión para reforzar el departamento comercial de El Alto
Servicios de Agriterra
Asistencia al taller de márketingElaboración del Plan Estratégico InstitucionalAsesoría agripooler para la elaboración de POAs y flujos de caja
Increasing member commitment and production capacity THIS ACTIVITY WILL NO LONGER BE UPDATED ON IATI. 


UCORIBU is an aggregator of rice of 10 affiliated cooperatives in
the Southern province of Rwanda. It has a joint venture with the Australian
company Intercity Millers (ICM). In 2006-2007 the government offered to
privatize its rice factory and UCORIBU mobilized its members to gather the
required capital of 100 000 000 RWF. 53 000 000 RWF was mobilized by a limited
amount of members who got 40% of the shares in their name. ICM acquired 60%.
The remaining 47 000 000 RWF was payed of in the following years with the
revenues of the factory. The Union therefor as 2 speeds: it represents 13 000
members through 10 cooperatives who benefit from the joint venture as their
buyer and through annual bonuses. The other group are the members that have
invested directly in the joint venture in 2006-2007 when the value of one
share was 18 000 RWF. People could however also invest smaller amounts which
had direct consequences for their dividends.
UCORIBU is active in rice collectionbulking processing briquette production rice flour and animal feed. The
Union hence provides quality seeds to the cooperatives and provides guarantees
to farmers looking to access fertilizers on credit.
In the action plan we are working on member
commitment by organizing visits of farmers to the factory improving financial
transparency and organizing coaching activities to increase rice productivity.
Agriterra will support UCORIBU in strengthening the Union and it's member
cooperatives supervisory oversight capacity governance and financial
management and streamlining the role of youth in member coopearatives. Increase member commitment productivity and reduce side-selling. The project is about increasing member commitment and increased rice productivity of member cooperative farmers of UCORIBU. With Agriterra support the set objective will be reached through implementation of the following activities: 1)Establishing demonstration plots for 10 cooperative members of UCORIBU through FFS 2)Evaluation of 2017 and 2018 strategic joint action planning event for UCORIBU and its cooperative leaders and staff 3)visit of farmers to Gikonko Rice factory 4)Developing information sheets (leaflets/fliers) containing AGM decisions and season updates and distribute them to members 5)external audit for 2017 UCORIBU and its 10 member cooperatives. The jointly implemented activities between Agriterra and the client will involve 13014 members in total of which 3886 women and 5265 youth. Besides these activities Agriterra will support UCORIBU and its 10 member cooperatives with Agriterra's financial management training for 10 UCORIBU member cooperatives Mycoop Training for UCORIBU and its 10 member cooperatives Supervisory board training of UCORIBU and its 10 member cooperatives Workshop on Youth inclusiveness and facilitate their exchange visit to Tanzania to learn the hill side rice production. The advisory services and training will involve 159 direct participants of which 50 women and 62 youth.
Scopings and Assessments Philippines Agriterra supports farmer-led businesses: companies where farmers are either directly or indirectly in control. This control is in place either because the business is a membership organisation or because agricultural organisations are the shareholders. These agribusinesses – usually cooperatives – become our clients because they know that Agriterra can make a contribution to their aim: a strong  competitive market position.
Agriterra uses strict entry and exit criteria for clients. To become a client  cooperatives must have at least 1 000 members (possible to deviate if growth potential can be proven)  be able to show a track record in business  have realistic ambitions for growth  recognize the need for finance (working capital and term loans) and be prepared to change. 
Clients who show little progress  have a vision that differs from Agriterra’s long-term view  show no genuine desire to professionalize the business  or prove resistant to change  perpetrate fraud or malpractice in financial management or suffer from serious governance issues that hamper proper business performance are reasons for an exit as Agriterra client. Besides that  a client can also exit for positive reasons such as having successfully implemented a business plan.  
Agriterra has the ambition to quickly build up a client portfolio in the Philippines. Aim is to grow from 0 to 5 clients in 2017. The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessments in Philippines 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.
Developing Value Adding Salt Processing Facility Koperasi PUGAR Ronggolawe Makmur (KPRM) is a salt farmersrsquo; cooperative established in 2015 by salt farmers in Tuban  facilitated by Indonesian Ministry of Marine and Fisheries through a national salt development program (Pemberdayaan Usaha Garam Rakyat = PUGAR). In 2018  they receive grants from Indonesia Ministry of Marine and Fisheries in form of a warehouse complex with a small office  several vehicles for transporting salt  and salt farming equipments. In August 2019  they have 26 members  and 3 board members. Total salt area owned by members is 25 hectares with average productivity rate of 100 ndash; 120 ton/acre/year. The cooperative buys raw salt from farmers and sell it to companies and wholesalers. They also provide input in form of geomembrane (plastic to cover salt ponds) and plastic sacks. The cooperative distributes dividend to their members each year in the GAM  they also maintain transparency and fairness in doing business with farmers. GOALS 2019:NOGOALSINDICATORS1.Develop value adding activities1. Establishment of salt processing facility.2. Sell product(s) with at least 100% more margin than raw sea salt.2.Improve cooperative management1. Get unqualified opinion from auditor.2. Hire professional management team.3. Board members no longer involved in day-to-day activities.  GOALS 2020:1. Establish coops salt factory.2. Create and execute internal capitalization strategy.3. Strong management  indicated by unqualified opinion from 2018 and 2019 audit. Currently  the cooperative is still selling raw unprocessed salt which has volatile price and very low margin for farmers. Agriterra and the cooperative has agreed to develop value adding activities  to produce industrial/chemical grade raw salt which has significantly more value and margin. They will also do various activities to improve the management.Indicators for this project are: 1)  establishment of salt processing facility  as indicator for value adding activities. 2) unqualified auditor report  as indicator for management improvements.
Defining the business model and starting up the business. <p>In the Kisoro area the potato is one of the major crops. A new factory (Kisoro Potato Processing Industries Ltd) has been built by a Ugandan investor  supported by funding from the Netherlands embassy. They will process potatoes into frozen french fries. For this purpose Kisoro District Potato Growers Co-Operative Union has been created; a union of 12 cooperatives of potato growers in the district. A Memorandum of Understanding has already been signed between the union and the factory. The biggest challenge is the production of suitable varieties.</p>
<p>There is a delay in starting up the production process in this factory. Agriterra will support the Union with their organization  and will support a lot of small farmers in a typical potato area. Kisoro is now also searching for other potential buyers. The main goal for 2016 is starting up the business. The focus for the project this year is:<br>- financial management (assisting accountant)<br>- business planning (exchange visit  mission on business planning)<br>- internal capitalisation<br>- setting up farmer field schools</p> <p>Goals 2016:<br>- improved financial management system <br>- business planning (exchange visit  mission on business planning)<br>- internal capitalisation<br>- setting up farmer field schools</p>  <p>Goals 2017:&nbsp;</p>
<p>- improving financial management with a training and developing a manual</p>
<p>- improving governance with a training and developing a manual</p>
<p>- improving internal capitalisation by sensitizing farmers by having a Road show</p>
<p>- set up 12 farmer field schools and training farmers on PHH and cost/ benefit analysis</p> <p>The Union and the factory have got a future. But to reach this  they need proper seed  of varieties with processing qualities because none of the traditional varieties are suitable for processing. Yield will increase by using suitable new and certified varieties. </p>
<p>Furthermore the farmers need training on cultivation  storage etc. The availability of warehouses is important for the factory for continuation of the process. IFDC has already done a great job with improving roads  but there are still parts in the Kisoro area which are difficult to reach  especially in the wet season. </p>
<p>The Union needs official board members and there is a special need to bring technical members on the board. The administration of the cooperatives will become even more important when the factory starts processing. In 2016 a lot of actions concern financial management. </p>
<p>Agriterra will support the Union with their organization  and will support a lot of small farmers in a typical potato area. There is a lot of potential in this Union and in this region.</p>
Strengthening cooperatives in Quang Nam - ECODIT phase 1 This  grant is directed towards the ecologically and economically sustainable establishment and growth of cooperatives’ businesses in key commodities in the USAID Green Annamites Project areas  and  in the future replicability of the intervention. For this  the grant will ensure the managerial  governance and technical capacities of the coops and technical capacity of their farmer members. Together – and focusing on replicability – QNCA (and Hue Cooperative Alliance (HCA)) will acquire the capacities for further rolling out of similar initiatives. Furthermore government will also be aligned and will experience the necessary enabling environment for cooperative development according to international standards.
Project 8052 is for the inception phase of the project: assessments of cooperatives and value chains in the area; analysis of stakeholders and potential business partners; defining the workplan together with ECODIT and AGriterra team; and capacity building plan for QNCA.
This grant builds upon the Quang Nam Cooperative Development Plan developed by Agriterra  QNCA  DGRV and the PPC  for which an MoU was signed in March 2018. Furthermore  based on initial field analysis in 2017-18  a blended approach is proposed by working with existing cooperatives  setting up new cooperatives and strengthening QNCA and HCA to achieve the needed  outcomes and impact resulting from the project in Quang Nam and Hue province. For Hue province the focus will be mainly on capacitating the Hue Cooperative Alliance and support a small group of forestry associations into cooperatives. In the course of the project the potential in Hue province for upscaling and providing technical assistance in cooperative building needs to be assessed with the ECODIT project team. The overall goal is the sustainable establishment and growth of cooperatives’ businesses in the Quang Nam around the Green Annamites area; leading to profitable and solvent farmer-led businesses. Project Agreement ECODIT_8JuneVersion

https://agriterraindewolken.sh...
Development of added value products for the members The cooperative of KAN Jabung started in 1979 under the name of Koperasi Unit Desa Jabung as a cooperative for sugar cane farmers. Because these farmers were left out of the development  Government started a programme to replace sugar cane with dairy farming in order to increase the farmers income. About 80 peoples received credit to buy 5 dairy cows  that is how the dairy business started in KAN Jabung. In 1985 this cooperative was dissolved because of mismanagement. The founder farmers revitalized the cooperative and renamed it KAN Jabung. Thanks to the partnership with Canadian Cooperative Association (CCA) the number of member dairy farmers increased rapidly so in 2018 there are 2.082 members in dairy farming and 98 members in sugar cane farming from five regions that are Lawang  Singosari  Jabung  Pakis and Tumpang in Malang regency. Currently there are 199 employees working at KAN Jabung. The cooperative KAN Jabung can be seen as the holding to at least 8 different business units (BUrsquo;s). In this assessment we focused on the BU of dairy being the core business. We will discuss the other BUrsquo;s (sugar cane  feed  trading and banking) especially where there is (potential) synergy with the BU dairy. 98 5% of all collected fresh milk is sold and transported directly to Nestleacute;  Indolakto and Ultrajaya. The other 1 5% is processed into yoghurt  pasteurized milk and other innovative dairy products. To be able to pay a higher price to the members the Board of Members and the Management Team wish to expand the amount of milk processed.The added value of being a member is versatile  not only do farmers receive a competitive price for their milk  80% of the dairy farmers buy JAB feed  this is concentrate feed of high quality made in the feed factory of KAN Jabung. Members can get a loan from KAN Jabung and a training programme is set up. Members can buy on credit if they buy goods in the retail outlets of KAN Jabung (JAB mart).    KAN Jabung is looking for support to substantiate their plans to expand their dairy business by adding more value to the fresh milk. Government of Malang has contacted Agriterra to ask whether Agriterra would consider setting up a partnership with KAN Jabung. The dairy business is the most prominent business and contributes a major portion to the financial sustainability of the cooperative. It supports directly to the economic development of members. KAN Jabung has strategy to optimize the focus on dairy business and so obtain a synergy between the other business units. Agriterra aim is to facilitate the cooperative to be more profesional and to focus on value added to the dairy product. FIRST STEP (October ndash; December 2018): Support organizational capacity in governance  financial management and supervisory boardSECOND STEP (2019): Support in dairy business development and management information system. THIRD STEP (2020): Support in yogurt business development  strengthening youth inclusion and coop successors planning  and develop proper manure management (sustainable services).