devinitorg/iati-policy-markers huggingface dataset:
Improved financial services to farmers (2) <p>2015 will be third year of partnership between Wakulima SACCO and Agriterra. In 2016  more focus will be on improving the core business of Wakulima SACCO. In last quarter of 2015  a workshop on Capitalisation issues & benchmarking KPI's was conducted. Further monitoring will be based on the newly developed dashboard.</p> <p>Improve financial services to dairy farmers  among others mobile banking.</p> <p>Activities planned in action plan 2016:</p>

<p>-Analyse and reschedule the current loan products<br>-Member education days per region<br>- Training of staff on customer care  credit management.<br>-Implement Performance management for staff: set targets for staff and regularly monitoring<br>Review and SP (Agriterra to be involved)<br>-Implementing the dashboard key performance indicators<br>-Monthly cash flow projections and compare with actuals<br>-FM training to staff<br>-Conduct member meetings together with the dairy cooperative and create awareness on the dairy products<br>-Develop Promotional plan for mobile banking <br>- Mission on marketing: member needs and loan products<br>- Benchmarking event for mobile banking marketing activities<br>- Training of the BOD on Governance</p>
Cooperative Development in Irish Potato (CODEPO) After Agriterra revised its intervention strategy by putting more focus on improving farmersrsquo; cooperativesrsquo; ldquo;economic capacitiesrdquo;  the CODEPO approach was designed in 2016  implemented in 2017  2018 and 2019 and this approach will be continued in 2020. Irish potato is among the most profitable crops in Rwanda and many cooperatives are involved in the Irish potato value chains  especially in seeds and the production of consumption potatoes. However  these cooperatives are often particularly small in terms of members in comparison with other value chains. In collaboration with IMBARAGA  Agriterra expects to be able to support ten to fifteen potato cooperatives in an efficient manner in order to assist them to become flourishing commercial cooperatives with extended membership bases. The general objective for the CODEPO project is the strengthening of the farmer-led businesses selected in the project in their efforts to realise their Big Hairy Audacious Goals related to their functioning as cooperatives operating in the economic interest of their members. Specifically in 2020 objectives are  improved members agricultural practices  Learning from more advanced potato growers  Regular record keeping and financial reporting   Practical knowledge to members on different levels of potato growing  Know the amount of available plant nutrients in the soil + Appropriate use of fertilizes  Practical knowledge to members on compost making In 2020  the project activities include among others:  onsite trainings on good agricultural practices  Exchange visits on seed multiplication   Onsite training on use of books of accounts and financial reporting   Establishing demo plots  Soil analysis  Compost making  etc.Onsite training on good agricultural practices  Exchange visits on seed multiplication   Onsite training on use of books of accounts and financial reporting   Establishing demo plots  Soil analysis  Compost making  etc. The services  include agricultural advisory services  Business advisory services   Financial management related advice while trainings include 3 My.Coop trainings  2 Youth workshops and one Female leadership training.
Improved Market Position for Wino SACCOS WINO SACCOS was created in 1990 by the Swedish foreign aid service as one of 3 entities (WIDA - ngo / WINO - SACCOS / WAMCS - AMCOS).
Collaboration with Agriterra stated 2017 Wino SACCOS wants to grow and increase its capital and members and become more resilient to competition from other (commercial) banks. main goal for 2019 is make use of banking system. As 20718 focus was on advisory mission  this year of 2019 Wino SACCOS  will work more on establish their activities online platform by installation and use customised Banking system

2017-2018 Wino SACCOS was only focus on trainings (governance  marketing  financial management) and 1 agripool mission in 2017. WINO SACCOS is a relatively strong SACCOS with sufficient funds of its own. The demand to Agriterra was specifically to receive some trainings in order to grow and proffesionalize. WINO SACCOS will also help to strengthen its AMCOS brother WAMCS.
Reinforcing the financial management and strengthening the cooperative organisation of Dukundamatungo <p>Dukundamatungo is a small dairy cooperative whose main activity is milk collection and sale. The cooperative was officially registered in 2009 after being started in 1997 as an association. Dukundamatungo presently has a membership base of 145 individual members  2 delivering cooperatives and 1 association in the western part of Rwamagana. Besides these members quite some other farmers deliver milk to Dukundamatungo. In 2015 Dukundamatungo collected 1 007 677 litres of milk and has ambitions to further grow in milk collection. Typically  not all milk is delivered and the quality does not always reach the minimum standards to be accepted.</p>
<p>Agriterra has observed proper financial management practices and good bookkeeping at Dukundamatungo and the partners have agreed to start the activities of 2017 with an external audit for 2016. Furthermore  to visualize and calculate the strategic ideas in a strategic plan and to concretely sketch the business idea of producing and selling fermented milk in a business plan. The organisation is in need of a broader membership base and will hence do activities to mobilize new members.</p> <p>Reinforcing the financial management &nbsp;strengthening the cooperative organisation&nbsp;of Dukundamatungo and development of a value addition strategy.</p> <p><strong>Plan for 2018:</strong></p>
<table>    <tbody><tr>   <td>Market   research
  </td></tr>  <tr>   <td>Develop a business plan
  </td></tr>  <tr>   <td>Invest in accounting software
  </td></tr>  <tr>   <td>Updating the internal rules&nbsp;
  </td></tr>  <tr>   <td>Get external financial audit for 2016 and 2017 and present it at   AGM
  </td></tr>  <tr>   <td>Frequent support of local accountant (2 days/month) in verifying   accounting books + preparing monthly reports (and financial statements)&nbsp;
  </td></tr>  <tr>   <td>Increase membership base through information event
  </td></tr>  <tr>   <td>Hire new extension officer
  </td></tr>  <tr>   <td>Exchange visit to IAKIB
  </td></tr>  <tr>   <td>Exchange visit to Nyanza&nbsp;
  </td></tr>  <tr>   <td>Training&nbsp; the accountant   on new accounting software
  </td></tr></tbody></table>
Increasing the commercial production of fish in a sustainable and environmental friendly manner Rupa Lake Restoration and Fishery cooperative (RLRFC) was established on 14th March 2002 with 36 members with the objective of rehabilitating the Rupa Lake to its prior state generation of income for its members through sustainable fishing and conservation of local diversity. Currently the cooperative has 772 members and 19 staffs and is producing 51000 kgs of fish yearly. The cooperative has its own nursery and hatchery where they hatch 3 species by themselves and bring in 6 other species from their 40 members who have their own cage culture fishery research center and Chitwan. In addition to this the cooperative has started saving and credit service since last 3 years. The cooperative has a strong brand name in the market but is unable to capitalize on it because their supply is not meeting the demand. The cooperative attributes this low production to the weak fingerlings and the practice of not feeding the fish. Their fingerlings have 75% mortality rate that usually occurs during transportation to the lake from various sources shifting the fingerlings from hatchery to nursery and consumption of the fingerlings by indigenous fish. The cooperative also avoids feeding the fish in the lake because they are afraid it might have negative impact on the bio-diversity although no studies have been performed and they aren't restricted by government to practice feeding. The cooperative currently lacks direction in absence of a strategic/business plan. After the assessment the BHAG developed is increasing the production by 100% i.e. from 50000 to 100000 kgs in 2 years’ time while protecting the bio-diversity of Rupa Lake. The biggest challenge that the cooperative is facing is on strategic direction and increasing the production therefore RLRFC and Agriterra will mainly focus in this action plan on developing a business strategy and increasing production to meet market demand. The BHAG developed with RLRFC is increasing the production by 100% from 50.000 to 100.000 kgs in 2 years’ time while protecting the bio-diversity of Rupa Lake. For the year 2018 the project plan is to work with RLRFC on:
 Developing a 3 year strategic plan Student research on feeding practice its effect on productivity and bio-diversity and study on current amount of fish in the lake as well as future potential to increase the amount in a sustainable wayAgripool  assignment focussing on ways to reduce the mortality rate of fingerlings and  increase productionParticipation  in Agriterra Internal Capitalization workshopImplementation of action plans as a result of different actions and At the end of 2018 analyze the audited financial report of the cooperative to identify changes in the performance as a result of coordination with Agriterra
Dairy Development Program FrieslandCampina - Deployment of active dairy farming experts <p>The world’s largest dairy cooperative  FrieslandCampina  wants to share its more than 130 years of knowledge and experience to increase the profitability of farms in its working area and to create shared value for the farmers and the company. The Dairy Development Program is part of the CSR house and has been implemented for external and internal reasons. External reasons are: pressure from governments to increase local supply  changing consumer preferences  increased competition and the route 2020 CSR policy  which calls for greater local involvement. Internal reasons are: compliance with FrieslandCampina quality standards  which calls for significant quality improvement. </p>
<p>One element of the Dairy Development Program is the Farmer2Farmer project. In 2013 and 2014 in total 15 Dutch dairy farmers have been selected for the project  to train and advise dairy farmers in Asia (Vietnam  Indonesia  Malaysia and Thailand) on aspects of dairy farming  such as feeding and watering  calf-rearing  milking hygiene and practice  milking machine maintenance  hoof care and housing & barn design. The main goal of the Farmer 2 Farmer program is to improve milk quality and increase milk production on farms in the Asian countries. This project is one element of the Agriterra - Royal FrieslandCampina partnership.</p> <p>The Farmer2Farmer program aims to train and advise dairy farmers in Asia (Vietnam  Indonesia  Malaysia and Thailand) and East Africa on aspects of dairy farming  such as feeding and watering  calf-rearing  milking hygiene and practice  milking machine maintenance  hoof care and housing & barn design. The main goal of the Farmer 2 Farmer program is to improve milk quality and increase milk production on farms in the Asian countries.</p> <p>Following the same Farmer2Farmer concept in 2016 3 advisory missions will be realized: 1 mission to Malaysia  1 mission to Thailand and 1 to Indonesia. Key Performance Indicators for 2016 will be 1) number of farmers trained  2) Milk productivity per cow and 3) Average score on GDFP. To measure productivity and GDFP  a sample of 50 farms per country will be used to give an indication. All mission related expenses will be covered by FrieslandCampina.</p>
Institutional capacity development for taking cooperative to next level of value addition Shree Milijuli Agricultural Producer Cooperative Limited (SMAPCL) is a primary cooperative established on January 5  2009  located in Aabukhaireni-1  Baradi  Tanahu  Nepal. The cooperative has 600 members and 5 staff till mid of April  2019. SMAPCL is involved in 4 business activity; 1. Collection centre  2. SACCO  3. Trichoderma production and 4. Farmer’s service centre providing inputs and Veterinary services. The cooperative doesn’t buy the vegetables from the members but instead offer a central collection centre where the farmers can bring in their produce and negotiate with the traders themselves for the price. In the future the cooperative wants to be able to buy the vegetables from its members  build a stall where they can bring traders to sell it and buy a vehicle so that they can bring the vegetables from farmer’s fields to a central location and also deliver vegetables to wholesalers and retailers. They are going to build a cold store and want to build a grading and packaging facility where they can add value to the farmer’s products and sell it.
  
For the first year of collaboration i.e. 2019 Agriterra in coordination with SMACPL will work towards:
Improving the basic financial management of the cooperative andImproving the governance structure
 
For the second year few things already planned are:
Planning for internal capitalization andPilot collection and marketing of the vegetables from small percentage of the farmer members.
 
For the following years activities will be determined based on the results of first two years of collaboration. The goal for the first year is to understand the supply and demand conditions from the cooperative's members and wholesale/retail market respectively while developing the institutional capacity of SMAPCL through trainings.  For the collaboration in 2020 Agriterra and SMAPCL wants to focus on developing a business plan for their proposed sales outlet and facilitate learning from other cooperatives who are active on the vegetable business value chain. Project ActivitiesP.1BusinessMapping of 100 commercial vegetable farmers and market mapping by Nepali studentUnderstand the supply side of vegetables from commercial farmer membersP.2BusinessOne day presentation of the results from P.1Understand the current scenario of vegetable supply and demandP.3Organisational DevelopmentMid-project ReviewUpdated on the progress and challenges faced by the cooperativeP.4BusinessExchange visit to Aadhunik Agricultural Cooperative Limited  KathmanduLearn the business model of AACLP.5Financial managementSubmit Financial Audit Report of Nepalese Fiscal Year and discuss it with AgriterraIdentified the improvements and challenges in the business compared to the previous year
trainings and events project in Kenya in 2019 registration of all training and events in Kenya in 2019  that involve 2 or more clients at a time registration of all training and events in Kenya in 2019  that involve 2 or more clients at a time see planning of team Kenya 2019
Tanzania 2018 - 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.
Towards fruit value addition and enhancing the marketing performance of the PCs BHAG: To establish the first farmer owned multi fruit juice factory in Ethiopia Gamo Gofa Farmers Vegetable amp; Fruit Marketing Cooperative Union PLC (GGCU). The union is in the city center of Arba Minch town  Gamu Gofa Zone  SNNP-Region. Currently the members of primary cooperatives affiliated to the union are 29 of which 4471 are males and 736 are females  and the capital increased to 20 million Ethiopian Birr. Currently the union has involved in vegetables and fruits marketing and input distribution starting from its establishment. Within the period  the union has also provided improved fruits seed to its member primary cooperatives in cooperation with regional government. Moreover  due to expansion of agricultural extension service  the awareness of farmers has increased in utilizing improved seed  and fertilizer and other inputs. The 2020-year action plan will focus mainly on mobilizing internal capitalization and realizing the plan investment activity  specifically:Mobilizing 20-million-birr equity capitalRaising the awareness of the union board and management about farmers lobby and advocacy and resolving the union VAT issueCrating better enabling marketing environment between the PCs and the union The union has been Agriterra client since January 2017.  The union has been engaged in the marketing activities of banana  apple and manage fruits. Although the union have an enormous production potential  the union only collect and sells 5-7% of its members produces. Agriterra has been working with this union since 2017. With past 3-year cation plans Agriterra has assist a lot the union to improve its internal operation and administration practices  to put in place good governance and financial administration system and to improve the relationship between the union and PCs. In addition  Agriterra has assist the union to improve its market outlets and thereby to improve the union marketing performance by opening market outlet in different cities and place and by directly linking the union with consumer cooperative who are working in Addis Ababa. Furthermore  in 2019-year consultant has been hired and visibility study has been conducted on fruit value addition. The envisioned project will ultimately produce a variety of fruit juice using local fruits like Mango  Banana and Apple. Gamo Gofa farmers fruits Processing Plant will begin producing Multifruit juice (Mango  Banana and apple) It will pack its products in Drums and 500ml.
Ethiopia - Business development 2018 This project contains all business development related activities. Which are focused on finding 
customers who believe in our value and are willing to pay for our services. Develop a pipeline of alternative funding. Target for 2018 is 300K euro. Define a business development strategy and execute during 2018. Start to execute some projects and make sure to fill a pipeline of projects for 2019.
Myanmar Scopings and company assessments Scoping  company assessments and organisation assessments conducted in Myanmar The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessment to the country of Myanmar. 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. During 2017 several introduction  research and scoping mission in Myanmar will be conducted.
Start up Impact@origin progam <p>Tinjure Tea Cooperative produces high quality orthodox special tea and is seeking access to the European Market. MAAS International is a potential client for this premium tea and willing to invest in this cooperative and its products to create impact add origin: value additional at the cooperative level. This will create a win win situation for all parties; employment and investment opportunities in Nepal  a high quality product that can be exported and a special product for MAAS.</p>
<p>In September 2016  a company assessment was conducted by Agriterra and MAAS. Though Tinjure may not pass criteria of Agriterra  this unique opportunity with MAAS offers an excellent business case and AGriterra can offer its expertise in this trajectory supporting both MAAS and Tinjure. This action plan is related to the last quarter of 2016 and the main objective is to prepare Tinjure for the impact@origin trajectory. <br>Focus will be on improving financial management  explore packaging options  improve quality and set up a track an trace system  business and marketing development  explore the certification options etc.</p> <p>Support Tinjure Tea Cooperative in getting ready for exporting high quality and certified tea to Netherlands in 2017 under the impact@origin trajectory of MAAS International.</p>
Improved milk grade through increased milk production and quality Choma District Dairy Union has been a client of Agriterra for over a year now.In the first past year Agriterra supported the union with the development of the extension strategy and also paid the salary of the extension officer on 100% basis. Agriterra will pay the 2018 salary of the newly-recruited Extension Officer (EO) on a shared cost basis. Agriterra will contribute 70% of the salary while Choma will contribute 30% of towards the salary of the EO.Agriterra will provide FM training in 2018 to the new board and management. In 2018  Agriterra will provide accounting services to the newly to be recruited bookkeeper in order to bring the system up to standard. Audits and financial reporting are a key concern. Agriterra will collaborate with SNV in providing its support in 2018. To improve milk volumes through improved extension
To improve milk hygiene through reducing the bacteria count
To improve the management of the cooperative entreprise Review Extension strategy
Improve FM through training and coaching
Improve governance through training and coaching
Increase milk production through salary to extension officer and logistical support