devinitorg/iati-policy-markers huggingface dataset:
TAF: ABC Fund Technical Assistance Facility Comp 3 IFAD and the EU have joined forces to set up the Agri-Business Capital Fund. The ABC Fundrsquo;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 SMEs and banks that will receive financing from the Agri-Business Capital fund.In this project all Technical Assistance services will be presented as advisory services  to be executed by representatives of Advance Consulting (SMEs)  Agriterra (FOs) and Rabo Partnerships (FIs). 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 efficiently implement the TAF activities in collaboration with the ABC Fund managers and the TAF consortia members. Each (potential) investee will be visited by the TAF  in collaboration with the fund managers  for a TA assessment including a ESG assessment and impact analysis. Based on the TA assessment and discussions with the fund manager and the investee  specific TA services will be designed and organised by the TAF under this project.
Strengthen organizational capacity for effectiveness and  improved production Limuru dairy is a farmer led business whose focus is in milk collection bulking  marketing with an ambition of processing.  Currently they collect an average of 30 000 litres of milk per day which is all pasteurized for sale. The society has a goal of increasing production and turn over through value addition in processing of ESL. However Limuru Dairy has a challenge with the weak organizational capacity and unutIlized milk  production potential.Therefore majority of the activities planned for this period targets to strengthen the organization structure of Limuru dairy by instituting the basic organizational structures. Additionaly  a clear strategy will be developed to guide the strategic direction of Limuru dairy for the next 3-5years The goal Limuru dairy farmers cooperative society through this project is to Strengthen organizational capacity for effectiveness and  improved production Limuru dairy farmers cooperative society has faced numerous challenges since its inception in 1963 but it has overcome challenges with slow but steady growth. Currently they collect an average of 30 000 litres of milk per day which is all pasteurized for sale. The society has a goal of increasing production and turn over through value addition in processing of ESL. However  Limuru Dairy has a challenge with the weak organizational capacity and underutilized milk  production potential. Therefore this project seeks to  strengthen the organizational structure and capacity of Limuru dairy by instituting the basic organizational structures. Additionally  a clear strategy will be developed to guide the strategic direction of Limuru dairy for the next 3-5years. The following activities have been identified to achieve this:1. Develop a strategic plan2. Develop an extension strategy3.Training on financial management and governance4. Develop policy manuals5. Develop a business planLimuru dairy's target is to strengthen organizational capacity and improved production as the organization grows into processing and improved turn over
Expanding Business to Pasta Macaroni Factory THIS ACTIVITY WILL NO LONGER BE UPDATED ON IATI

Uta Wayu is one of the succesful union on overall organizational development. In 2017 the union capital has increased from 55 million Birr to 76.9 million birr membership has increased from 54 313 to 63 507 small holder farmers. The union is located in a potential area of producing malt barley Haricot bean Maize and wheat. In 2017 the union has purchased 5 400 quintal haricot beans( 4 000 quintal exported through oromia federation) 39 100 quintal malt barley and 3 700 quintal of wheat. on mid of 2017 the union inagurated wheat Flour factory inorder to crush wheat and sold to surrounding areas. so far the production of wheat flour going well and on 2018 demands more to Brand and cover wide areas by producing quality flour wants to increase volume of sales and distribute the profit to members. in 2017 the union sold 11 940 quintal of Wheat Flour and gain ETB 12 322 080. after hiring Marketing manager the union is succesful on marketing activities and have a plan on 2018 to purchase 60 000 quintal of Malt barley 151 400 quintal of Wheat for the factory 10 000 quintal of Haricot bean( 5 000 will be exported direcly by the union) Maize 10 000 quintal. Uta wayu is a graduated/ advanced client of Agriterra for 2018 and will focus only on selected advisory service topics. Increase the benefit of farmers by creating additional business. For 2018 the union will focus on branding the wheat flour and increase volume of sales by producing quality product and also focus on to have Feseability study for expansion in Pasta and Macaroni factory. the wheat is strong and more preferred for Pasta Macaroni rather for bread. The AP will focuses on Marketing Branding activities and strengthening decision makers to have broader insight for models of Financing. The Factory has a capacity of crushing 600 quintal per day if they works 24 hour with three shifts but currently the machine works only 130 quintal per day with one shift. As the nature of Wheat on the area is hard they want to visit some unions or private companies that have pasta and Macaroni Factory to grasp their experience and best practice. afterwards they will decide to conduct feasibility study for expansion of Pasta and Macaroni Business.The 2018 main activities are:
increase the benefit of farmers by engaging the union in to additional business venture i.e pasta and macaroni factory conducting feasibility study for pasta and macaroni factory having well organized marketing strategy for wheat flour factory and for the planned new business enabling for utilizing the maximum capacity of the installed machine for quality production and increase volume of sales
Improving production  marketing and the organisation of the Cooperative Union <p>Started in 2005 with the mission of developing a strong dairy sector in Rukunguri and Kanungu district. Improve farmers’ income from dairy sales. Situated in Rukungiri  South Western Uganda. 5 societies are in Rukungiri distruct while Kanungu has 1 society. Kanungu isn’t good in dairy keeping only depending on Rukungiri area. </p>
<p>RUDAFCU operates in these 2 districts with a combined population of 333 000. It is mainly a milk collecting and processing cooperative union with 6 collecting and 5 selling centres. Over 1000 farmers deliver their milk to the 6 collecting points or to the truck along the route.</p>
<p>Year 2016 is a year of increased production and value addition for better market access. To accomplish this goal the actions for this year are:</p>
<p> Production:<br> - repair and improve production plant<br> - train staff how to use the machinery</p>
<p> Financial Management:<br> - train management and board on financial management<br> - training internal capitalisation</p>
<p> Marketing:<br> - set up a marketing plan (intern)<br> - set up a marketing information system</p>
<p> Make an overall Business plan.</p> <p>Improve production process<br>Improve marketing (marketing/ businessplan)<br>Improve financial management<br>Strengthening the organisation/ management</p> <p>Year 2016 is a year of increased production and value addition for better market access. To accomplish this goal the actions for this year are:</p>
<p>Production:<br>- repair and improve production plant<br>- train staff how to use the machinery</p>
<p>Financial Management:<br>- train management and board on financial management<br>- training internal capitalisation</p>
<p>Marketing:<br>- set up a marketing plan (intern)<br>- set up a marketing information system</p>
<p>Make an overall Business plan.</p>
Building Lobby Capacity (FACT) in East Africa Agriterra is actively involved in the promotion of farmers organizations’ 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. 
Agriterra is building the lobbying capacity of Federations and Unions in East Africa 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. The capacity of farmer organisations in East Africa are strengthened to raise key lobbying issues to decision-makers in the interest of their members.
Farmers-Focused Transformation Netherlands 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
Gestión organizacional y adecuación de  planta de procesamiento de quinua real <p>La Asociación Nacional de Productores de Quinua ANAPQUI afilia a 2.080 socios / as afiliados a 12 organizaciones (denominadas “Regionales”) y tres (3) adicionales de reciente incorporación. Los socios se dedican a la producción de quinoa  y cuentan con un promedio 15ha por productor.</p>

<p>El objetivo del plan de acción para el 2016 está enfocado en el centro de negocio de ANAPQUI que es la producción  beneficiado y exportación de quinuas reales (blanca  roja y negra) en grano con certificación orgánica bajo reglamentos NOP. </p>



<p>Durante el 2016 se espera adecuar la planta de quinua de Challapata mejorando la eficiencia y productividad y a su vez se trabajará en el fortalecimiento de la gestión administrativa y financiera de ANAPQUI.</p>



<p>Los principales resultados esperados:<br>- Un plan estratégico de ANAPQUI para los años 2016-2018;<br>- Sistema contable integral para la organizacion  plantas y regionales;<br>- Un estudio de Factibilidad para adecuación de la infraestructura y equipos y maquinaria de la planta de procesamiento de quinua de Challapata;<br>- Un manual de procedimientos de calidad y acopio de materias primas.<br>- Implementación un consejo de fiscalización.</p>



<p>Con dichos resultados espera beneficiar a todos los socios de ANAPQUI  2083 de los cuales 1478 son mujeres.</p> <p>Adecuar la planta de quinua mejorando la eficiencia y productividad y el fortalecimiento de la gestión administrativa y financiera de ANAPQUI</p> <p>ANAPQUI durante el diagnóstico analísis organizacional de Agriterra   definió las acciones que son parte del plan de acción para el 2016. Las actividades se enfocan en: aspectos organizaciones relacionados a la gestión administrativa y financiera (de acuerdo al análisis chequeo de salud financiera) y en el ambito empresarial adecuar la planta y sus equipos de procesamiento de quinua.</p>

<p>Los principales resultados esperados:<br>- Un plan estratégico de ANAPQUI para los años 2016-2018;<br>- Sistema contable integral para la organizacion  plantas y regionales;<br>- Un estudio de Factibilidad para adecuación de la infraestructura y equipos y maquinaria de la planta de procesamiento de quinua de Challapata;<br>- Un manual de procedimientos de calidad y acopio de materias primas.<br>- Implementación un consejo de fiscalización.</p>
Improving productivity of members yield through farm management and succession planning. Kibinge Coffee Farmers’ Cooperative Society (KCFCS) is a registered primary cooperative society operating in Kibinge Sub-county in Bukomansimbi District within the greater Masaka sub-region.  KCFCS started in 1995 as a company limited by guarantee.  In 2009 KCFCS was transformed into a cooperative society and registered with the Ministry of Trade Industry and co-operatives.  The Co-operative society became a Fair-Trade (FT) certified coffee producer in 2011 before being registered as a coffee exporter in Uganda in 2012. The membership of Kibinge is increasing every year  in 2018 members were 1680  by the end of 2019 it has increased to 2012. Kibinge have an aging member population. This has posed a threat to the cooperative supply base  land fragmentation and the growing capacity of the cooperative. In 2017 Kibinge initiated the farm management practice for members focusing the aging members to improve their productivity by outsourcing the farming practices to farm supervisors recruited by Kibinge. This would give them hope during their retirement period when they are no longer physically strong to manage their farms gainfully and continue earning a good living  simultaneously fulfilling the required supply for the coffee business of Kibinge. After two consecutive years of piloting  the overall objective of the initiative has been to promote standardized farming practices leading to better coffee production and its quality for a reliable supply base. This pilot has opened a new insight that through farm management  members have benefited from productivity and quality yields. Upscale farm management initiative by 25  reach 107 members Train 240 farmers on GAP to improve their productivity. Train 100 members on farm succession plannig This action plan will help in expanding the farm management practice. It will also address the succession issues of members farms  which is highly connected with aging issues. Kibinges aspires to transform at least 30% of the members to middle-income economic status by 2025  this action plan will attempt to contribute to the objective.
Strenghtening and expanding the Lobby and Advocacy role of EAFF Agriterra has been supporting and working with EAFF for many years  also in a financial way. As Agriterra's policy has been changed (in principal no more / much less out-of-pocket financial support) EAFF needs to reconsider its market approach. For this it wants to have an updated baseline analysis of the organisation and needs to hire a lobby  advocacy specialist. More attention will be paid to program management and - implementation  a.o. with a focus on technological innovation support for its members. Strenghtening and expanding the Lobby  Advocacy role of EAFF in East Africa  to assure a dynamic Regional Platform for Policy Advocacy Development  Implementation and Accountability. Background : Agriterra has been supporting and working with EAFF for many years  also in a financial way. As Agriterras policy has been changed (in principal no more / much less out-of-pocket financial support) EAFF needs to reconsider its market approach. For this it wants to have an updated baseline analysis and needs to hire a lobby  advocacy specialist. More attention will be paid to program management and - implementation  a.o. with a focus on technological innovation support for its members.                                                                                                                                                                                                                                                                                                       Planned activities are:                                                                                                                                                                                                                                               
Detachment of a Lobby and Advocacy specialist on behalf of Agriterra  analyzing the base line situation and establish and implement a sustainable LA policy.Support the 4-annual conference  theme: ORGANIZING SMALL HOLDER FARMERS TO HARNESS NEW INVESTMENTS; PARTNERSHIPS  INNOVATIONS TO ENHANCE VALUE CHAIN OWNERSHIP  PRODUCTIVITY  MARKET INTEGRATION.FACT trainingPilots after FACT training
Advisory activities are a midterm review and organisational assessment of EAFF  an advisory mission on the implementation of the East African cooperative law and in country support by Agriterra advisors.
Results:
BA LA hired and detached by Agriterra as a BA4 member organisations trained/ Lobby- and advocacy refreshed Succesfull FACT pilotComprehensive description of the current (internal) organisation /situation of EAFF and recommendations for improvement (tailor made)Advice and action plan about international implementation trajectory of this new lawBusiness plan for Revolving Fund and (possibly) e-Granary
Farmers-Focused Transformation 2021-2030 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”. Specifically, the programme is contracted with the Sustainable Economic Development Department (DDE) within DGIS. DDE has committed to support Agriterra with a financial contribution of 81 million euro for the timespan 2021-2030. 

In this new programme – by Agriterra called Farmer-Focused Transformation (FFT) - Agriterra builds upon the previous Farmers Common Sense in Business (FCSB) 2016-2020 programme with DGIS. DGIS has committed funding to support Agriterra deliver 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. The programme supports job creation, mobilizing finance and increasing productivity and rural economic development. 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. The programme is split in two phases: 2021 – 2025 and 2026 – 2030. For Farmer-Focused Transformation (FFT) - six goals were identified for the first five years (2021-2026) of the programme:

-	1 million farmers supported through 320 farmers’ organisations
-	€ 50 million mobilised as a result of 150 lobby and advocacy proposals
-	€ 60 million in mobilised capital with 70 farmers’ organisations linked to financial institutions 
-	30 new farmer-led enterprises as a result of 150 entrepreneurial plans 
-	10.000 direct jobs supported
-	30.000 people trained of which 9.000 women and 4.500 youth, implementing 50 female leadership trainings, and establishing 30 youth councils and 20 women councils.

These goals are achieved through strengthening cooperatives and farmers’ organisations and ensure sustainability and scalability of the interventions. Agriterra's integrated approach of farmer-led business, sustainable services and farmer lobby and advocacy is deployed across the full spectrum to strengthen and support the position and share of organised farmers in sustainable economic development. Farmer Cooperatives and Organisations
Member Farmers
Formation of a Flower Cooperative <p>This business proposal details Flora Holland’s anticipated organization of its small grower flower farmers into a cooperative. Targeting a start of 100 small-scale farmers  Flora Holland desires to add value to its members  provide transparent services and more-so increase production. This proposal therefore lays out the current situation  whereby farmers feel aggrieved by the agents. Also their strong interest in forming a cooperative. It also highlights the trajectory to be taken in forming this cooperative. <br>All these will go a long way in improving the livelihoods of these small-scale flower farmers</p> <p>• Form a member cooperative in Kenya. The cooperative essentially will be democratic and of voluntary membership. <br>• FH also envisages to increase member production through knowledge transfer and capacity building. <br>• Provide an open and transparent market to its members differentiating itself with the agents</p>