devinitorg/iati-policy-markers huggingface dataset:
EAT-FRESH: East-Africa  Tanzania: a Farmers’ Roadmap of Expanding Successful Horticulture Improving the performance of the horticulture sector in the Southern Highlands and to make the Iringa and Njombe regions viable sources for premium horticulture produce by investing in agri-logistics (such as cold chains storage facilities  trucks  pack house  etc.)  sustainable fertilizer development  and in smallholder farmer development  enabling inclusive business development  and improving stakeholdersrsquo; socio-economic conditions  all through solid collaboration between farmers  industry and government (PPP approach). The project aims to reach higher productivities (an increase of 20% compared to baseline)  lower post-harvest losses (maximum 15%) and higher additional incomes for farmers (gt; euro; 1250 per year) in the horticulture value chain of the Southern Highlands of Tanzania among at least 2 240 smallholder farmers (target group)  of which a significant share women (gt;60%)  while creating additional work for at least 6 000 people. These achievements are to be met before the projectrsquo;s end date (31 December 2022). Agriterras role in the EAT-FRESH will be on capacity building in terms of horticulture skills  governance and entrepreneurship. Also play a rol in the set-up and optimising of the to be farmers business hubs  in demonstration of quality inputs  and good agricultural practices. In brief  this is what we propose to do as Agriterra:Scoping of 50 vegetable cooperatives during inception phaseAssessment of 25 vegetable cooperatives during inception phaseContracting of 20 vegetable  cooperatives during inception phase20 coops trained on MyCoop20 coops trained on record keeping and farming as a business15 coops trained on FM10 coops trained on Youth10 coops trained on female leadership10 coops trained on SB5 coops organize member mobilization events5 coops trained on Internal capitalisation events
Increasing the Member Loyalty while setting a pace for Expansion and Growth In the last year Imenti Sacco has shown both potential and also great willingness to invest in farmers. The Agricultural loans increased from less than 5% to about 25% of total new loans given out in the year.Membership grew by over 1400 members and deposits from the new members increased by KES 6Million. In the same period the Sacco developed a medium term loan products specifically for dairy farmers. The current year will therefore focus on increasing the uptake of this product  capitalizing the existing membership and creating member loyalty by increasing value. Additionally the Imenti is setting itself on an expansion trajectory from the current region to other regions in Meru County.This will therefore require the Sacco to Rebrand and get a universal name hence enabling them venture into other markets in the area. The project is focused on enabling the Sacco to capitalize the existing members by offering more medium term loans to dairy farmers and primary cooperatives in Meru Region. Develop   a financial Literacy pragram for the existing Members especially farmers
       Organize a Youth Stakeholders event
       Train the youth in preparation for the Youth Council
       Develop a Youth Policy
       Staff training: Member loyalty acquisition and win-back
       Establish atleast 4 Agency banks  half of which will be located   in the primary cooperatives
       Hold atleast 3 regional workshops on use of Agency Banks
       Training the Agents on use of the Agency services
       Risk Management training for the Board: Control Under   environment of uncertainty 
       Rebranding of the SACCO and repositioning for Expansion in the   region
       Review of the different Loan products  default and growth per   product
       Train the internal Auditor on the use of KPI/Dashboard as a key   management tool
       Review the Strategic Plan
       Exchange   visit to Mumberes Dairy
       Follow-up   Supervisory Board Workshop
Increase Milk production for Sustainable Business Chepkorio dairies average production in 2019 was 8 000ltrs and target for 2020 is 15 000ltrs per day. To achieve this  the focus will beon building the capacity of the staff in extension and quality department to ensure good quality and increased production  hence the sustainable services review workshop. Chepkorio intends to reduce the sale of raw milk revenues from Kshs 56 Million in 2020 to Kshs 17Million by year 2021; therefore they will start venturing into high value milk products with a target to process the entire milk daily collection  hence the need for a good marketing strategy that will guide them in establishing and penetrating new markets. To succesfully venture in high value products  investments are needed therefore need to build own capital by mobilising shareholders or through increased sale of milk. An internal caital training is therefore important to help define the priorities. Increase milk production from 8 000ltrs per day to 15 000ltrs per dayMobilise shares through  1 000 shareholders with min of ksh. 2 000 and max of sh.6 000Reduce the sale of raw milk revenues from Kshs 56 Million Share capital mobilisation and Internal capital workshopMarket strategy developmentreview sustatinable services plan Train quality and extension staff for increased quality of milk
Coffee cooperative business development Abakundakawa is a primary coffee cooperative located in the highlands of the Northern Rwanda in Gakenke District. It started in 1999 as an association with 112 members and registered as cooperative in 2004 with 672 members.Currently the cooperative has 2136 members. The cooperative is involved in collecting cherries from members  pulping  washing  fermenting  sorting  drying and transportation to the dry mill. The cooperative plans to increase coffee production by increasing number of trees using organic manure. Since 2018 Agriterra is supporting the cooperative to reach its main goal of producing organic coffee and increasing the cooperative members with focus on youth. Cooperative business development Project activitiesIncreasing youth in coffee farming activities: Mobilization events.Exchange visit for coffee farmersExternal financial audit for Abakundakawa RushashiDeveloping strategic planDissemination of organic farming practicesAdvisory servicesFemale leadership training Follow up -Skills implementation on organic coffee farming ToTParticipating in agriculture show
Strengthening dairy value chain Zambia <p>In November 2015  organisation assessment of DAZ was conducted. Assessment report is available. The conclusions:</p>

<p>DAZ is a commodity association for the dairy sector in Zambia. DAZ has a membership of over 5 000 active and registered individual producers united in 73 primary cooperatives. DAZ is involved in lobbying & advocacy for the dairy sector  facilitates linkages to inputs  credit and the market for its producing members and provides extension support and training. DAZ has a strategic plan for the coming 5 years that outlines clear and achievable growth ambitions in terms of membership count  productivity  production and consumption of dairy products.</p>



<p>The financial health check indicated that DAZ is financially sound  although there are a number of weaknesses that need to be addressed in order for the organization to operate more efficiently and effectively in the interest of its members. In addition  financial sustainability is a key aspect to be improved. <br>DAZ plays an important coordinating role for the dairy sector in Zambia  which was commended by most of the members. However  the main risk is that DAZ represents stakeholders with different interests  which limits DAZ’s effectiveness to the extent of operating in the common interest of the dairy sector.</p>



<p>Nevertheless  DAZ plays an instrumental role in the support of dairy cooperatives and through a partnership with Agriterra  DAZ can strengthen its capacity to improve services provision to its members. Agriterra is seeing opportunities to directly support dairy cooperatives  but parallel to this  to channel support through DAZ to smaller and weaker cooperatives that are outside the Agriterra scope. Both strategies are expected to improve the position of dairy cooperative  in so doing boosting growth and development of the dairy sector in Zambia. Thus  this company assessment concludes that it is recommended to set up a partnership with DAZ.</p> <p>Strengthen the internal organisation to be better able to strengthen the dairy sector in Zambia.</p> <p>Based on the assessment  Agriterra thinks DAZ could play an important role in lobby and advocacy and service provision to its members (for Agriterra restricted to the farmers' cooperatives).</p>
Impulso Industrial y Construcción de Centro de Acopio El año 2020 es un año de inversión muy importante para El Ceibo. En el Plan de Acción 2020 con El Ceibo sigue la línea continuista del Plan de Acción 2019 basándose en los lineamientos del Plan Estratégico a largo plazo desarrollado con Agriterra. Las dos principales líneas estratégicas de este Plan de Acción 2020 son la obtención de financiación y la construcción de la nueva planta industrial de producción de chocolates y el centro de acopio  actividades que serán apoyadas por dos consultorías para la revisión de los planos de construcción. Para complementar el apoyo en toda la cadena de valor y no crear cuellos de botella  este empuje al proceso de acopio y transformación tendrá su contraparte en el área comercial con una gira a Europa para conocer nuevos clientes  visitar clientes actuales  cerrar tratos  fábricas modernas de producción de chocolates y visitar a proveedores de maquinaria para la nueva industria. Así como su contraparte en el área productiva de cacao orgánico con el desarrollo del proyecto de Finca Productiva  con análisis de suelos por parte del PIAF. Contar con un diseño del paquete tecnológico ideal para los productores de el Ceibo  a través del programa piloto Finca ProductivaContar con una evaluación final de los diseños de los planos del centro de acopio y de la industriaMejorar la estrategia comercial nacional a través de la mejora de la eficiencia del Sistema de preventasMejorar la estrategia comercial internacional a través de una visita de intercambio a EuropaPowered by Froala Editor Servicios de AgriterraAsesoríaA.1 Consultoría para la revisión de los planos del centro de acopioA.2 Consultoría para la revisión de los planos de la industriaA.3 Consultoría en mapeo de actividades para línea base Finca ProductivaA.4 Consultoría post primera parte Finca ProductivaA.5 Asesoría de AgriterraViaje de intercambioC.1 Visita de Estudio a Europa
Préparer la coopérative à diversifier et optimiser ses sources de revenus de ECAKOOG Nous travaillons avec ECAKOG sur leur BHAG depuis 2019 - devenant une coopeacute;rative dexportation. Cette anneacute;e  nous trouvons un eacute;lan pour reacute;aliser cela avec la coopeacute;rative par une trajectoire de marketing eacute;tendue - en se concentrant sur la diversification  laccegrave;s au marcheacute;  le deacute;veloppement de produits et le marketing. Lobjectif principal est que lECAKOG obtienne sa licence dexportation en 2020 agrave; travers les diffeacute;rentes activiteacute;s mentionneacute;es deacute;crites dans le plan daction. devenir coopeacute;rative dexportation  - production et vente de 50T de cacao fine flavour- construction centre de fermentation centralisé Identification des conditions pour obtenir l'agrément et devenir COOPEX CIIdentification des producteurs participants aux projet fine flavour et mapping des coordonnées GPS pour les pieds de cacaoyer conforme les protocoles.Récolte et Cabossage conforme les protocoles du cacao fine flavourConstruction d'un site de fermentation centraliséRecrutement de superviseur agronome de site de fermentationEtablissement du plan marketing pour le fine flavourEtablir un processus d'analyse de qualite pour le fine flavourProduction d'échantillon multiples pour les tests avec ZOTO et AGRITERRA
Piggery business expansion aided by Landbank In January 2019 Agriterra signed an MoU with Landbank foundation (LCDFI) to assist cooperatives that are a client of Landbank. These cooperatives will hire Agriterra for Agripool services. Agriterra will charge these cooperatives with a lump sum of USD 10.000 -Under this project with LCDFI We have agreed with BCCI to assist them with three agripool assignments. the focus of these assignments will be on expanding the current piggery business as well as improving on the meat shop performance.The first agripool assignment took place allready in November 2019. Two agripoolers from the Rabobank assisted to develop a market study design. 2nd agripool assignment will focus on drawing conclusions from the market study as well as execution of a feasibility study for the proposed business expansion.3rd agripool assignment will be the development of a business plan. Create insight in possibility of increased pig production. Assist to improve the sales performance of the meat shop.We are intending to achieve this through the following agripool assignments:Develop a market study design with the help of Agripool.Conduct a feasibility study on the basis of the marketing study results.Develop a business plan in case the feasibility study leads to a positive recommendation. BCCI is a multi purpose cooperative with its main activity in the loans and credit business. As part of their diversification strategy BCCI invested in a piggery where piglets are produced and fattened until ripe for slaughtering. Next to this they have decided to vertically integrate the business. as of now they are mixing their own feeds and operate a meat shop in the proximity of the farm.The main objective is to increase pork production and scale up the amount of meat shops.at the moment they produce 3000 heads/ year and their meat shop has a net sales of PHP 2.363.848 26 in 2019. The objective is to execute a market study  feasibility study and  if the former turns out positive  a business plan for the expansion of BCCI activities.The costs of this project will be covered by BCCI. We agreed with them on a EUR 10.000 success fee that will be paid to Agriterra Philippines if the project proves to be successfull. There are no specific targets related to gender equality  environmental sustainability and or current financial management practices. There is no need from the cooperative to have Agriterra to focus on this.
Laying foundation for milk processing by increasing milk volumes <p>In June 2015 company assessment of Lelan Highland Dairies Ltd. was conducted. </p>

<p>The mission team concluded:<br>That from a long term perspective there is a business case for milk processing. However  at this point and time processing is a bridge too far  since basics are not solid enough. One of the reasons is that milk supply is very low due to the lack of extension support and level of professional knowledge amongst Lelan’s members to manage good fodder. Furthermore  the organization need to adjust their structure and funds need to be allocated in order to support the growth plans. Finally  both board and management need to be trained on governance  finance  strategy and operational excellence. </p>

<p>Thus  the mission team advise Agriterra to start a partnership with Lelan focusing on the 2 main objectives: (1) Strengthen People & Organization (2) Improve the quantity and quality of milk supply. Once the above two objectives are met  milk processing could be elaborated.</p> <p>increase milk volumes to come to a point that processing becomes economically feasible</p> <p>The action plan focuses on strengthening of the cooperative's financial management and governance  and on increasing milk volumes to come to a point that processing becomes economically feasible. </p>

<p>See action plan for details.</p>
Setting a basis for sustainable growth Rushere Sacco is comprised of mainly dairy farmers who are active and ambitious. The desire by management and board to help farmers to transform and increase production is key through access to reliable and cheap financial services. Rushere got a new manager who is in the process of building a team  on discussing with Agriterra  several gaps were identified and focus on the goal;   Establishing a firm foundation for sustainable growth. This will increase member participation and increase make the SACCO relevant to the members.This will be a chieved through the following actions;1. Reviewing the strategic plan                                                                                                                           2. Reviewing the lending/credit policy                                                                                                               3. Training staff on credit and board orientation                                                                                              4. Exchanges of both the board and management to learn from successful SACCOs.                                  When the above focus areas are implemented Rushere will improve service to members and achieve its BHAG of Sustainable growth and service delivery to its members The  major goal of the project is to set a foundation for a sustainable organisation growth for Rushere Strategic plan in placeStaff commitmentUpdated credit policyReduced PAR Establishing a sustainable base for Rushere SACCO will take time. The approach aims to strengthen the internal processes to use available resources. This will be done through training exchange and advice. The activities that will be conducted range from; 1. Developing and updating the business plan2. Mentoring the manager3. Formation of the youth council4. Update of the credit/lending policy5. Exchange program for both management and the boardThe above activities shall be implemented by consultants agripoolers peer to peer exchange and a local BA.The implementation period will be from February to November 2020The expected results include;Strategic plan in planStaff commitmentUpdated credit policyReduced PAR
Asuntos relacionados a la gestión financiera La Cooperativa Agraria Allima Cacao Ltda  es una organización que anhela la sostenibilidad  es por ello que en la actualidad 03 trabadores se encuentran en planilla gozando de beneficios laborales de acuerdo a ley  además también cuenta con un acuerdo de capitalización lo que va permitir mayor involucramiento de sus asociados y valorar más a su cooperativa. Cuenta con Estados financieros auditados del año 2016  Actualmente tiene una Página web permitiéndole estar más conectado con el mundo de tal manera que los clientes  nacionales e internacionales puedan conocer desde cerca las actividades que realiza la cooperativa  con sus socios y aliados estratégicos. 
La Cooperativa Agraria Allima Cacao  busca la sostenibilidad  razón por la cual se elaboró un PLAN ESTRATEGICO  2018-2022  documento que permitirá enrumbar los destinos buscando el mejoramiento de la calidad de vida de sus asociados ya que estamos convencidos de que las estrategias planteadas serán suficientes para poner en marcha el Plan y generar buenos resultados para la cooperativa. Lograr capacitar a la mayor cantidad de socios y personal en cooperativismo y gestión para asegurar la sostenibilidad de la cooperativa y el mejoramiento de su actividad. SN
   Tema
   Acción
   Resultados esperados
        
    
   Actividades del proyecto
    
       P.1
   Governance
   Implementar   el plan de capitalizacion que incluye el reglamento y la libreta de   aportaciones
   Reglamento   aprobado en consejo de administracion y por lo menos S/. 20 000 de aportes   adicionales movilizados
       P.2
   Governance
   Identificar   25 jovenes productores o hijos de productores para participar en un taller de   motivacion 
   Por   lo menos 15 nuevos socios jovenes inscritos y crear un comite de jovenes
       P.3
   Governance
   Elaborar   y ejecutar un modulo de sucesion dirigencial
   Desarrollar   un perfil para directivos y 20 lideres capacitados
       P.4
   Financial   management
   Valorizacion/   tasacion de los activos de la cooperativa
   Incremento   del patrimonio con S/. 300 000 y obtener un credito de US$ 100 000 de una   financiera internacional
       P.5
   Business
   Desarrollar   una marca y empaques para chocolates
   Una   tonelada de cacao convertida en productos con valor agregado comercializados   en mercado nacional
       P.6
   Financial   management
   Capacitacion   de la asistenta administrativa y contable
   puntaje   minimo de 15 y contrato de compromiso firmado
       P.7
   Business
   Elaborar   expediente para instalar electricidad trifasica
   Electricidad   trifasica instalada
       P.8
   Production
   Implementacion   de un software de tecnologia movil para certificaciones
   Datos   de por lo menos 128 socios ingresados en el software
       P.9
   Financial   management
   Auditoria   externa de los estados financieros de 2017
   Auditoria   aprobada en asamblea
       P.10
   Governance
   Capacitación y   sensibilización sobre Cooperativismo y desarrollo humano en 03 comunidades
   20   productores capacitados se inscriben como socio en la Cooperativa.
Scoping  Assessment and Coaching Agriterra supports farmer-led businesses: organizations 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 ndash; usually cooperatives ndash; become our clients because they see Agriterra as key partners who is capable to capacitate them and contribute to their ambitions in becoming professional cooperatives.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 Agriterrarsquo;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 declining a client to be supported by Agriterra. The goal for 2020 is  to conduct 8 assessment for the individual Agriterra clients. Furthermore this project will also be used for registering missions and events that are related with the core objective of the project. The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessments in Uganda in order to  expand the client portfolio thereby the impact. Under this project  the plan is to assess and on-board clients that are not part of consortium projects. Clients that are assessed for interventions under consortium projects will be assessed and included under their specific consortium projects.