devinitorg/iati-policy-markers huggingface dataset:
Mise à niveau de la gestion financière de la coopérative RAEK Le RAEK  Regroupement des Agriculteurs et Éleveurs de Kabare-Nord  est une coopérative de producteurs de café (arabica) basé à Chireja  à 25 kilomètres de Bukavu dans le Sud-Kivu en RDC de l’est. RAEK fait aussi la vente groupée de haricots et la production de farine de manioc. Les membres de RAEK sont 5 sous-coopératives sans statut juridique et ensemble ils représentant environ de 2 100 membres. RAEK est créé en 1992 comme ASBL (organisation à but non-lucratif) et RAEK est devenu une coopérative en 2012.

La coopérative a commercialisé des quantités très limitées de café marchand. Un projet avec OXFAM / CTB a permis à la coopérative l’acquisition de dépulpeuses à tambour et l’installation d’une mini-station de lavage. Les dernières années la coopérative gère quelques micro-stations de lavage et commercialise entre 10 et 20 tonnes de café.RAEK est dans le processus de certification café biologique (environ 600 membres certifié à présent). Seul 10% des membres ont terminé de payer les parts sociales. Mise à niveau de la gestion financière de la coopérative RAEK

1. Redressement des états financiers (comptabilité), 2. Organisation de l'audit interne (commission de contrôle), 3. Organisation de l'audit externe Les conclusions générales montrent que la gestion financière est encore faible alors qu’elle est le moteur (cœur) d’une coopérative. Les actions prioritaires sont alors mettre à niveau la gestion financière d’ici 2016 et Organiser les Audits (2014-2015) avant la fin 2016.
Trainings and events in Zimbabwe 2020 Registration of all trainings and events in Zimbabwe in 2020 in the following areas:1. Governance amp; Management2. Financial Management amp; Accounting3. Other organisational and institutional aspects Clients will participate in trainings during 2020:1. Governance amp; Management2. Financial Management amp; Accounting3. Other organisational and institutional aspectsAs a result those participating clients will implement the gained knowledge during those 4 organisations will be trained in Financial Management5 organisations will be trained in Governance2 organisations will be trained in business development
Building fundaments towards milk processing Lelan Highland Dairies is a milk intake public company fully owned by farmers. The company is situated in West Pokot County  Lelan division  in a rugged landscape  about 25 Kms off Kitale-Kapenguria road  62Kms from Kitale and 109Kms from Eldoret. Lelan has 10 collection sites where by more than 3 collection sites are under zone manager. The company recorded average daily collections of 18 300kg of milk in 2016. It has a total registered membership of 5 313. The core strategy for Lelan dairies is to increase milk production at the farm level and increase intakes to 23 000kg/day (+25%)   reduce seasonal milk volatility and thus build the fundaments for an eventual value addition in 2019 Increased milk production from 19.000 kg/day to 23.000 kg/day The project plan includes increasing further production by hiring 5 new extension officers. This is expected toi result in increased volumes which will be a basis for developing a feasibility study for processing in 2017
Set-up model dairy and fattening demonstration farm Cher-Cher Oda Bultum Farmers Cooperatives Union started with 62 primary cooperatives in 2005. It’s main areas of service are input and output marketing. Currently  the Union has 128 primary cooperatives and it is constantly looking for new ways to improve the value to its members. Initiatives are taken around feed concentrate  coffee roasting  and dairy processing.43.576 farmers are connected to the Union. The business case that the union presented to Agriterra for collaboration is dairy business development in which case the Union is planning to improve the income from members' milk production by collecting and processing the milk and selling it in nearby and distant urban markets.  Agriterra agreed to work with the union on three stages. The first stage is to work on activities that have direct impacts on individual farmers  i.e dairy developments activities at household level and unions organizational strengthening. To set-up model dairy husbandry and fattening project to increase the income of Chercher Oda Bultum FCU members from dairy and dairy products The plan of 2018 action plan are as follows: 1. Introducing improved variety of dairy cow to the members though AI2. Modernizing farm designed and looking technologies option for the farm3. Digitalizing the financial management system via adopting the Peach-tree computer software4. Improving the Dairy and feed production practices at farmers level
Professionalize the Business of Menghai Federation Since 2011  together with Menghai Agricultural Economic Management station (AEMS a government institution at County level )  Agriterra support 5 farmers cooperatives until the end of 2014. In 2015  Peter Brouwers and Carl Jansen have accomplished the mission to establish a federation in Menghai. As a result  Xishuangbanna Yuanxiangwotu Federation was established on December 24th  2015  by six cooperatives. The 6 members cooperatives are: Mangen Rice Coop  Mannan Small-ear pig Coop  Nongyu Agriculture Coop  Xiangle Fruit and Vegetables Coop  Mingjun Tea Coop and Manmengyang Rice Coop. There are around 2500 household farmers members in the 6 coops.


Its overall policy is to provide a promotion and sales platform for its member cooperatives  insisting its focus on high-quality and biologic products. It also provide technical guidance and information-providing services  develop Agri-tourism  inherit and promote ethnic brand. Its ambitious vision is to sell their green? biological and high-quality agricultural products to all over the country  contributing to green living.
As agreed with the Federation and Menghai AEMS (AEMS provide the administration support for the project )  Agriterra has supported them on business planning  internal capitalization  financial management   as well as market survey in 2016.
In 2017  the federation will invest in sales shops and  marketing  include sales people.  Agriterra will continue to support the federation on team building  marketing strategies  financial management system and technical training on pig raising. Goal is to strenghthen the Menghai federation on financial management  market survey  Businessplanning  quality control and the organisation of a federation. There is a complex factor: the coops in this new federation heva different crops. So it's important to look for shared values and activities for the federation. We promised them to support them with an actionplan in 2017: 
Training:1. Training on team building2. Training on marketing3. Training on pig raising
Advice:
1. Help to develop job description manual
2. Help to develop financial management system
3. Marketing internship
Increase sustainability of the business through member involvement and internal capitalization Nyimba District Farmers Association was established in 2006 with vision to have food secure and income secure households in the whole district through sustainable agriculture. NFDA has 1155 active members  and 1302 members in total. The members pay membership fees. NDFA is affiliated with ZNFU  and ZNFU runs national level programmes that are channelled through the NDFA to reach the members. Members are small/medium emerging farmers gradually producing for the market. Main commodities in the district are maize  groundnuts  sunflower  soya  sweet potatoes  cotton.Through effective service provision using lead farmers the objective of the association will be achieved. Support is needed in FACT  Strategic financial management  services provision and business development. As another donor supports the agribusiness component  Agriterra will not intervene in this implementation but will support in the marketing aspects. This project will focus on increasing sunflower production and involving the members in improving the cooking oil business. To be a financially self-sustained organisation with 3.000 members in 2020. For 2019  the aim is to cover its core costs/overhead in 2019 from membership fees/advisory services and sunflower cooking oil business; The association will provide quality services to the current (2018: 1155 paying members) with trusted partners  focusing on improved crop production  agroforestry  and productivity  resulting in better supply management and boosting processing of sunflower and peanut and the marketing  hence improving the agribusiness wing of NDFA. We plan to train in FACT so that the association can write at least 1 lobby plan for their members and also conduct female leadership training ate Information centre to motivate women on taking up leadership positions. Youth involvement in these trainings will be encouraged and lastly sunflower production trainings will be done by the association.2020 PlanThe association will have a Business Exchange visit to PDFA  Youth Council masterclass  Refresher Governance course  Refresher Financial Management training. Agriterra will also coach the association on how the supervisory board is suppose to operate. Coaching will be done in business development and financial management
Optimisation du business et accroisement du marché La coopérative AMKA  va de mieux à mieux depuis 2017. Au cours de l'année 2019  ses nouveaux dirigeants élus ont participé à une formation sur la gouvernance. Au niveau de la gestion  les agents ont bénéficié de l'appui au niveau financier et administratif. La coopérative a réussi à vendre 5 conteneurs de café à ses clients. En 2020  la cooperative AMKA compte aller à un niveau supérieur  optimiser son business et accroitre sa part de marché? elle voudrait travailler sur l'optimisation de ses charges  l'accroisement de la production et l'amélioration de la qualité de café. En outre  AMKA voudrait soigner ses relations avec ses nouveaux clients conquis depuis les denières années. Au niveau de la production des parches  AMKA est en phase d'étude d'installation de ses propres micro stations de lavage. Dans le cadre du business  par ailleurs  AMKA voudrait s'affilier à des structures stratégiques et renouveller l'aqcuisition de certains documents.    Ainsi  ce plan d'action porte-t-il sur la mise en oeuvre des activités pour la concrétisation des ses aspirations pour 2020. 1. Organiser l'audit des états financiers pour 2019 et présenter en AG2. Organiser des réunions dans les regroupements pour la construction des Micro-stations3. Organiser le suivi de la formation sur les techniques agricoles et production des engrais organiques4. Enregistrement de la Coopérative à la division du developpement rural SNCOP  CONAPAC  OPEC  FOPAC et CIPA6. Sensibiliser les acheteurs/peseurs sur laqualité de cerise à sélectionner et la durée d'acheminement vers la station de lavage café7. Sensibiliser les producteurs à la libération des parts sociales8. Organiser une séance d'évaluation de la mise en œuvre du plan stratégique
Realizing packaged tea export to the Netherlands Tinjure Tea Farmers Cooperative Society Ltd. is a tea farmers primary cooperative (PC) with 230 members (17% women) located in Tinjure village  Ilam district. The organization is specialized in the collection  processing  and marketing of the fresh tea produced by their small-scale member farmers. Tinjure was founded in 1994 and is the oldest tea cooperative in the country. It has a small processing factory with a maximum capacity of 400 kg per day. In September 2016 Tinjure and the Dutch tea buyer Maas International expressed their interest to start an export program where Tinjure under the support of Agriterra and CTCF will export packaged 2-gram tea bags to the Netherlands. An start-up action plan was developed for the last 3 months of 2016. Major preparatory activities were implemented during this action plan such as Rainforest certification implementation plan  hiring of accountant  development of cost-breakdown for packaged tea  and test export of 20kg ready-made tea. The 2017 action plan is focussing on realization of the first shipment and total export of around 1000 kg packaged tea. The direct export to the Netherlands should become an example for other cooperatives in the country. Agriterra will provide training and capacity building on strengthening the cooperative and its business activities. The program will provide a practical learning trajectory on exporting tea for all stakeholders involved. This can bring significant development to the farmers and the region as the activities can be duplicated in the future. The 2017 action plan is focussing on realization of the first shipment and total export of around 1000 kg packaged tea. The direct export to the Netherlands should become an example for other cooperatives in the country. Agriterra will provide training and capacity building on strengthening the cooperative and its business activities. The program will provide a practical learning trajectory on exporting tea for all stakeholders involved. This can bring significant development to the farmers and the region as the activities can be duplicated in the future. The 2017 action plan is focussing on realization of the first shipment and total export of around 1000 kg packaged tea. The direct export to the Netherlands should become an example for other cooperatives in the country. Agriterra will provide training and capacity building on strengthening the cooperative and its business activities. The program will provide a practical learning trajectory on exporting tea for all stakeholders involved. This can bring significant development to the farmers and the region as the activities can be duplicated in the future.
Dragon fruit growers: moving from an association to a cooperative model <p>Uong Bi Dragon Fruit Association has 60 members. The association covers 5 communes in the district Uong Bi. Total area under production is 50 ha. Total production is of 500 MT (max is 35 - 50 MT/ha). In 2016 a volume is expected of 600 MT with an average price of around 30.000 VND/kg. The association has no selling plan.</p>

<p>Expected to attract members from other districts. Total 120 ha dragon fruit in Quang Ninh. In Uong Bi district expansion is expected of 50 ha in the coming 5 years.<br>The association is at this moment not an appropriate legal entity for collective marketing  neither for internal capitalization. A cooperative structure is needed in future to raise share capital (as is being done in the early lychee cooperative in Uong Bi). The organisation follows the legal requirements for associations. The board has capacity but needs more business and governance skills to make the transformation.</p> <p>Increase awareness of knowledge on cooperative model  marketing and value chain</p> <p>Proposal 2016: </p>

<p>1. Visit a successfully (transformed) cooperative to learn transfomation process from association<br>2. Promotion for better market price; product promotion and marketing <br>3. Training in marketing skills (already done)<br>4. Increase knowledge about cooperatives (already done) and disseminate knowledge.<br>5. Participate in development of a model for the association as service provider for coops.<br>6. Participate in value chain analysis in Dragon Fruit in Quang Ninh Province.</p>
Operationalizing the joint promotion of seed potatoes in Uganda THIS ACTIVITY WILL NO LONGER BE UPDATED ON IATI.

Uganda National Seed Potato Producers (UNSPPA) is a farmer organization in Uganda which was formed in 1995 and registered under the company’s act since October 1997. The head offices are located in Kabale South Western part of Uganda. The major operational area includes but not limited to Kabale Rubanda Rukiga Kisoro Rukungiri and Kanungu districts which are the major potato producing areas in Uganda. Currently UNSPPA has with 436 (231 females 205 males) individual registered members and 4712 (2928 females 1784 males) affiliated members through community based groups. The Association is open for all farmers’ organizations and individuals all over Uganda engaged in seed potato production.UNSPPA’s vision is to “Enable a self-sustaining seed potato production system for increased food security and income at house hold levels in Uganda” with the main objective of promoting the production and distribution of improved seed potatoes in Uganda. The overall goal of the project is to strengthen the governance and financial management of UNSPPA which form the basis for the organization to be able to fulfill their mission to promote the production and distribution of quality seed potatoes in Uganda The general objective for ''Operationalizing the joint promotion of seed potatoes in Uganda'' project is the strengthening of the operations of UNSPPA the farmer-led organization in Uganda in their efforts to realize their BHAG related to becoming the leader in production and distribution of improved seed potatoes in Uganda.
Increasing member access to financial services. Lyamujungu Savings and credit cooperative desires to increase member financial inclusion. Through access to reliable credit savings and other financial investment opportunities specifically for women and youth. Management is eager to improve establish a strategic direction that enables sustainable and efficient utilisation of resources. With productivity and monitoring of human resources the SACCO aims at increasing service delivery.This will be achieved through updating a business plan  training board and management on credit management and youth involvement in business ventures. 1. The major goal is to increase member access to financial services. 2. Improve women and youth participation in financial inclusion3. Define a strategic direction of the SACCO in order to align with emerging issues. Increasing member access to financial services in Lyamujungu will be a project of one year. It will build on the already existing interventions  the focus will be on;1. Updating the strategic plan2. Training the board and management on the new strategy3. Training the board and management on credit management4. Youth and board exchangeThe above activities shall be done through a combination of tools  including use of consultants agripool peer to peer and BA time.The result expected is increase in member participation and strong internal processes that will respond to member needs.
Diagnostic et assistance technique de la FNFPCC et des coopératives affiliées Le programme d'investissement dans les exploitations et les coopératives (FCIP)  une initiative conjointe du Cocoa-Café Council et de l'IDH (Sustainable Trade Initiative)  a été lancé en 2017 pour aider les coopératives et les producteurs de cacao à accéder à des financements pour des investissements plus professionnels dans leurs exploitations de cacao et dans la gestion de leurs organisations. L'une des missions du FCIP est de soutenir la professionnalisation de la Fédération nationale des femmes productrices de café et de cacao et de guider la mise en oeuvre des différents programmes d'appui. Malheureusement  en raison de sa création récente  l'IC de la FNFPCC présente des faiblesses et des lacunes administratives  organisationnelles  techniques et financières. Il en va de même pour la plupart des sociétés coopératives affiliées à la Fédération. Avec cette proposition  Agriterra vise à positionner ses services de conseil chargés d'accompagner la professionnalisation de la Fédération et de ses coopératives membres en tant que prestataires de services professionnels pour l'amélioration des conditions de vie et de travail de leurs membres.L'objectif est donc de renforcer la professionnalisation de la Fédération nationale des femmes productrices de café-cacao et des coopératives membres par: - Un renforcement de la gestion coopérative de la Fédération et de ses coopératives - Un renforcement des activités économiques de la Fédération au profit des coopératives membres Renforcer la professionnalisation de la Fédération nationale des femmes productrices de café-cacao et des coopératives membres par- Un renforcement de la gestion coopérative de la Fédération et de ses coopératives- Un renforcement des activités économiques de la Fédération au profit des coopératives membres À la suite de notre conversation  nous pouvons identifier quatre éléments qui sont essentiels au déploiement réussi du renforcement de la fédération et de ses coopératives membres. AnalyseNiveau coopératif1. Diagnostic de 53 coopératives - Création d'une base de données - Analyse de différentes variables et segmentation des coops - Recommendations Niveau de la fédération 2. Atelier avec la Fédération - Discuter des recommandations suite au diagnostic des coopératives - Élaborer un plan stratégique - Élaborer un plan opérationnel Implementation (pas encore contracté!)Niveau de la fédération 3. Assistance de la Fédération Ressource recrutée pour soutenir le conseil d'administration dans la mise en oeuvre d'outils de gestion efficaces liés au plan d'action Niveau coopératif 4. Assistance aux coopératives Développement d'un cadre de formation et de suivi basé sur la catégorisation des 53 coopératives et en accord avec la vision stratégique et le plan opérationnel de la fédération.
Training and Events Indonesia 2020 All training and event that are involving more than one client in Indonesia Training and events for clients in Indonesia in 2020 Training and events for clients in Indonesia in 2020
Farmers-Focused Transformation Vietnam 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