devinitorg/iati-policy-markers huggingface dataset:
World- Scoping missions and assessments 2016 <p>[14-08-2017] FL: <em>project closed manually in database. No track record of set to active and finished.</em><br></p>
<p>Company assessments and scopings in countries Agriterra has no office.&nbsp;</p>
<p>Crash course and year summit - training sessions with all agri-advice staff members</p>
Improving BAMSCOS Farmer Services in 2016 Baringo Agricultural Marketing Services Cooperative Society limited (BAMSCOS) is an umbrella organization formed in August 2012 by fifteen (15) agricultural marketing cooperatives in Baringo County. Thirteen of these cooperatives are dealing with marketing of members milk while two (2) are involved in coffee activity. The dairy affiliates are Kiptoim  Mogotio  Kiplombe  Sabatia  Arama  Langas  Mwachon  Mumberes  Torongo  Sigoro  Emining Kisanana and Kabimoi DFCS. The affiliates dealing with coffee are Sirwa and Kabimoi coffee fcs. Recently BAMSCOS increased its membership to 19 Affiliates  Kasoiyo Tenges Baringo Mosop and Tuiyobei fcs. Thirteen (17) Dairy affiliates of BAMSCOS market approximately 48 000kgs of milk per day with a total milk turnover of Kshs.1  632 000. Total active membership stand at 11 557.The main goal for the formation of BAMSCOS was to facilitate the farmers’ access to profitable markets for their farm produce  provision of production support services and championing farmers’ interest through advocacy.The organization is financially supported by WEeffect through the Dairy Productivity and Marketing Project (DPM). Improve Farmers Advisory Services and enhance lobby capacity
Paid Assignment and Acquisition Project This project is created to assemble the paid assignments and acquisition projects  since China office will have a lot of acquisition activities in Sichuan and Chongqing to realize self-reliant. - Service to district level government and farmer organizations- enough project to be self-reliant- Impact locally and recognition from farmer organizations. - Series paid assignment in districts of Yaán city.- Acquisition projects in other counties of Sichuan province.- Acquisition projects in districts of Chongqing City.- Paid training program in Minshan County.
Building members’ commitment and sense of ownership <p>Raya Kajewa multi-purpose Farmer Cooperative Union is located at 275 km away from Addis Ababa and found in Oromia Regional State  Western Arsi zone  Kofale city. The union has been established on June 23  2008 with founding members of 26 primary cooperatives which includes 6120 farmers and a capital of 203 466 ETB. The union mainly produces malt barley  wheat and different vegetable; like potato  cabbage  carrot  and beet root. In 2016 the union was devastated by fired by protester due to unrest happened in the working area of the union. The loosed property estimated to be 9.5 million ETB. Currently  the union is on rehabilitation process. Currently  the union have a capital of 5 164 031 ETB  12 028 small scale farmers’ and 37 primary cooperatives. The support of AGRITERRA to the union in rehabilitation program bring paramount significance and bring remarkable changes in 2016.&nbsp;</p> <p>The 2017 action plan is focus on the following specific objectives;&nbsp;</p>
<p>? Build sense of ownership in participatory manners by organizing workshop&nbsp;<br>? Increasing the youth and women participation at least by 4% in cooperative&nbsp;<br>? Improving the financial management system of the union&nbsp;</p>
Scopings  assessments and audits Great Lakes This project aims to facilitate scoping missions or mapping of potential new clients  the assessment of potential new clients and conducting audit services for clients in the African Great Lakes Region in 2020. It concerns the assessment of new clients in DRC in order to  expand the client portfolio. Under this project  we will register the scoping and assessment for cooperatives which are not involved in specific projects. Scopings  assessments and audit services in the Great Lakes Region. For 2020  we are expecting to assess 2 clients and scope 3 clients. Furthermore this project will also be used for registering missions and events that are related with the core objective of the project.
Consolidating the SACCO's position and making it farmer centered Rukiga Sacco  located in south west Uganda. Has been steadily gaining strength growing and establishing solid systems and processess in place  with ambitious management and board.Rukiga is a strong candidate for BOU regulation. Their main focus in 2020 is to ensure that inclusive financial services are extended to the members in a sustainable manner. Agriterra can support them in developing products that are member centered in specific value chains. Increase youth and women involvement in financial services and increase productivity. The specific goals for this project include;1. Increase youth and women participation in SACCO activities  interms of saving share capital and credit facilities.2. Develop a member centered service through developing member specific products for loans and savings.3. Strengthen governance Rukiga SACCO is in the process of transforming from a typical financial service based institution to a member needs based institution. Faced with a challenge of coping with emerging issues in the financial sector like regulations and exclusion of women and youth in financial services. In this project Rukiga SACCO  will engage consultants business advisor and agripooler to;1. Develop new loan products  2. Train the board amp; management on new product strategy3. Train women and youth in entrepreneurship4. Engage in bench-marking for the BoU regulations With the above activities to be implemented between March 2020 to October 2020  the following results are anticipated; 2 new products added to the current product list a report on board amp; management training on product strategy. Readiness in terms of processes to comply to BoU regulations
Expansion du volume d'affaires La coopeacute;rative RAEK a connu des moments de turbulence en matiegrave;re de gouvernance au cours de la fin 2017 et au courant de lanneacute;e 2018. Lanneacute;e 2019 a eacute;teacute; caracteacute;riseacute;e par la reprise des activiteacute;s au sein de la coopeacute;rative et a eacute;teacute; deacute;terminante. La coopeacute;rative a passeacute; avec succegrave;s le agrave; renouvellement de la certification biologioque et a signeacute; les contrats de vente avec deux acheteurs dont OXFAM et This Side Up pour respectivement 1 conteneur et 9 tonnes de cafeacute; de speacute;cialiteacute; et naturel. Au cours de 2020  la coopeacute;rative veut augmenter la production du cafeacute; et maintenir le niveau de qualiteacute; eleveacute;e. Elle voudrait ainsi investir dans les formations des membres et le renforcement de son niveau de marketing pour une visibiliteacute; sur le marcheacute; international. Ces actions deacute;veloppeacute;es sinscrivent dans le cadre de cette perspective dexpansion du marcheacute;. Le projet vise laugmentation de la production  lameacute;lioration de la base des membres et lameacute;lioration du niveau de marketing. Organiser l'audit des états financiers de 2019Elaborer le business plan de la coopérative et déterminer le seuil de rentabilitéAppuyer le renouvellement des documents commeciaux  (numéro  import et export…)Installer des champs de démonstration sur les bonnes pratiques culturalesSensibiliser les membres à liberer leurs parts socialesFormer les producteurs sur l'usage du compost organiqueOrganiser une assemblée extraordianaire pour l'adoption des nouveaux textes de la coopérativeMettre à jour les outils marketing de la coopérativeOrganiser les rencontres des organes au sein des sous coopératives
Implementando la prestacion de servicios para la autosostenibilidad AOPEB es una la Organización Nacional de Bolivia que representa a los productores ecológicos. En el 2016 se han priorizado servicios desde la consulta a sus organizaciones afiliadas. Estos servicios se han analizado y creado un marco conceptual. En el 2017 se espera que por lo menos 1 de estos servicios logre su punto de equilibrio (servicio contable y tributario)  dos otros servicios se conceptualizan e inician una fase piloto como es el servicio de capacitación y asistencia técnica y el servicio de gestión empresarial Ell departamento de auto sostenibilidad financiera cuenta con tres nuevos servicio: el servicio contable y tributarios logra el  punto de equilibrio y los servicios de asistencia técnica  capacitación y  procesos administrativos financieros  estos se conceptualizan  se testean y validan para su funcionamiento. Por la prestacion de servicios se generan al menos 10% de los costos total de funcionamiento (250.000Bs).
Diversificando servicios al socio SolCafé es una entidad cooperativa de primer nivel  que representa a productores de café  arroz ecológico y cacao en grano del Nororiente peruano (en las provincias de Jaén y San Ignacio)  cuenta con 1 058 socios de los cuales 131 son mujeres  organizados en bases sociales de 12 distritos de Jaén y San Ignacio. Fue fundada en la ciudad de Jaén el 16 de Marzo de 2 008 y cuenta con personería jurídica inscrita en el Registro de Cooperativas en los Registros Públicos de Jaén.
Resultados esperados: 
- Linea base terminado respecto a productividad y sistemas agroforestales - Una propuesta técnica  metodologica y economica para adaptar la experiencia innovativa de Villarica en Sol  Café- Una propuesta metodologica de la experiencia en gestión financiera/ empresarial de 2013 - 2016- Un video editado de la experiencia- 90% de los socios reciben los estados financieros trimestrales  politica de acopio  y reglamento de aportaciones- Informe final con resultados de logros e impactos de dos servicios financieros (Renovación y Rehabilitación Diversificando servicios al socio Actividades del proyecto
- Definir linea base respecto a productividad y sistemas agroforestales - Sistematizar la experiencia productiva/ agroforestal de Sol  Café y los resultados de la gira de estudio a Villarica - Sistematización de la experiencia en gestión financiera/ empresarial de 2013 - 2016- Edición de un video institucional de Sol  Café- Socialización de los estados financieros trimestrales  politica de acopio  y reglamento de aportaciones- Evaluar los resultados e impactos de dos servicios financieros (Renovación y Rehabilitación
Gestión financiera y posicionamiento en el mercado local El proyecto consolidará el funcionamiento de los sistemas de gestión administrativo  contable y financiero de ASOVITA. Apoyará a la recuperación y posicionamiento de la marca en el mercado de Sucre capital  operativizará el plan de sostenibilidad de largo plazo y focalizará el pensamiento estratégico de la Organización. BHAG: A octubre de 2018  consolidar las gestiones contable  administrativa y financiera e incrementar ventas anuales en un 25 % respecto al año 2017 Mejoramiento de los sistemas administrativos  contables y financieros de ASOVITA y de      sus 4 Asociaciones
  Implementación del punto de venta en el Sistema Integrado de ASOVITA 
  Implementación del Plan de patrimonialización: Efectivizados aportes de las 4                    Asociaciones de Bs28.000 asociaciones  Generados al menos Bs1.500 mensual a través          del nuevo convenio de comercialización de ASOVITAActualización del Plan Estratégico 2018-2022
  Incremento de la presencia de ASOVITA en el mercado de Sucre y provincias del                  Departamento Chuquisaca
  Asesoramiento integral en mercadeo para ASOVITA (Sondeo de mercado en Sucre y              provincias  sistemas de abastecimiento y planificación de la producción  estructuras de      costos y políticas de precios)
Improving production governance and financial management practices towards sustainability For this particular project Abakundakawa cooperative in partnership with Agriterra wants to improve its production governance and financial management practices and mobilize more youth into the cooperatives to ensure sustainability. Particularly Abakundakawa will be trained on producing and interpreting financial statements supported to conduct external audits and trained to produce organic fertilizers. Agriterra will strengthen Abakundakawa's governance and financial management by giving them Mycoop and basic financial management trainings respectively. The project aims to improve organic coffee production and strengthening the cooperative's governance and financial management. The activities include:Training on producing interpreting financial statements conducting the financial audit for 2018 organic production and training on cooperative principles.
Farmers-Focused Transformation Nicaragua 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
Consolidating gains towards Milk processing  Sustainability Lelan Highland Dairies is a milk intake public company fully owned by farmers. The company is situated in West Pokot County. Lelan has 12 collection sites whereby more than 3 collection sites are under zone manager. The company recorded average daily collections of 14 225kg of milk in 2019. It has a total registered membership of 6 450 and 3 667 active members. Main areas of support being extension  marketing  organisational development (trainings and development of policies). The organisation has grown from 8 branches to 12  acquired assets (buildings  tractor etc) etc. The long term BHAG of Lelan is to establish its own processing plant in 2021. It therefore seeks to raise 5M worth of shares towards establishment of purchase a tanker truck  and further stabilise and increase milk volumes with an average target of 15 000kg/day in 2020. - Raise 5M worth of shares towards purchase a tanker truck.- Stabilise and increase milk volumes with an average target of 15 000kg/day in 2020. - Undertake a 10 acre commercial hay production The 2020 project seeks to implement the following activities;Quarterly forum with Extension staff and management to discuss progress of extension servicesUndertake a joint forum with Lelan SACCOAcquire and manage a 10 acre land on Boma Rhodes grassConduct member share drive sensitizations and develop a dividends policyDevelop Record Keeping booklets and rollout record keeping trainings per zonesImplimentation of Business Process Reeingineering mission reportImplimentation of market survey reportImplimentation of Strategic Plan report
Effective service provision for improved agricultural production and agribusiness Nyimba District Farmers Association was established in 200 with vision to have food secure and income secure households in the whole district through sustainable agriculture. NFDA has 1159 active members (46% women) and 1700 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. 
BHAG: A financially self-sustaining organisation  able to cover its core costs in 2018 from membership fees provide quality services to 3 000 members generated through agribusiness  focusing on improved crop production and productivity  improved marketing and a running a profitable agribusiness.
Through effective service provision using lead farmers this BHAG will be achieved. Support is needed in governance   financial management  services provision and business development A financially self-sustaining organisation  able to cover its core costs in 2018 from membership fees provide quality services to 3 000 members generated through agribusiness  focusing on improved crop production and productivity  improved marketing and a running a profitable agribusiness.Through effective service provision using lead farmers this BHAG will be achieved. Support is needed in governance  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 marekting aspects. A financially self-sustaining organisation  able to cover its core costs in 2018 from membership fees provide quality services to 3 000 members generated through agribusiness  focusing on improved crop production and productivity  improved marketing and a running a profitable agribusiness.
Through effective service provision using lead farmers this BHAG will be achieved. Support is needed in governance  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 marekting aspects.
Sugar Cane Cooperative Development The project concerns the business advisory services support to Sugar Canes Cooperatives and Water Management Organizations operating in areas which follow: Mwogo  Mageragere and Ntarama. For SUFACOMWO (66 members) and SUFACO NTARAMA (472 members with 8 500 tons per each year); the business scenario is that Kabuye Sugar Works Factory collects the produce directly from farmers  and pays them directly through their bank accounts. Currently cooperative receives 500 Rwf from the factory for each ton supplied by its members at the end of the year through cooperativersquo;s bank account. The factory is also involved in providing inputs to the farmers. For SUFACOMA (219 members with 9 581 tons collected each year)  the system of payment is the same like the previous ones  a difference is that the cooperative owns a truck for transport and the members are supplying their produce on time. For  these three cooperatives  support is needed on the short run to in improve governance  record keeping   and establish financial statements. The remaining 6 SUFACOs need some more time to mature  but they can receive the trainings second half of 2018. For WAMOS  a training in Financial management is  recommended. To strengthen the sugar canes cooperatives to become more business oriented The project shall be targeting 9 sugar canes cooperatives who shall be supported to improve their book keeping system  improve farm record keeping   local exchange visits shall be organized for the farmers to learn new cane varieties which take less time to grow and learn from fellow role model farmers . In order to improve the cooperative business model by accessing finance  the  stakeholder meetings shall be organized so that farmers who lack land rights up to now  can get an opportunity to raise their concerns before involved authorities For the organization development   the leaders and staffs who received the My Coop training will come together to share experiences on how the training action plan was implemented and which impact was created for the cooperative functioning and its role towards the members while the supervisory committees  on the other side will receive coaching on the internal audit.
Improved coffee processing and marketing <p>In 2014. Agriterra conducted a company assessment of Meru Central Coffee Co-operative Union (MCCCU)  leading to a partnership and a first action plan supported by Agriterra in 2015. </p>
<p>MCCCU united with Meru North Farmers Co-operative Union and the Coffee estates to jointly manage Meru County Coffee Millers Co-operative Union (MCCMCU)  through a mill they have leased from Kenya Planters Co-operative Union (KPCU). </p>
<p>In order to improve effectiveness of Agriterra’s support  it was decided to consider MCCMCU as a different client of Agriterra  and therefore a company assessment was planned. </p>
<p>This assessment was conducted in October 2015.The team concluded:<br>That there is a business case to work on together between Agriterra and MCCMCU. The case will be to develop a strategy beyond 2018 that has a bankable business plan where marketing of coffee will be the integral activity for MCCMCU. <br>The mission team advises Agriterra to start a partnership with MCCMCU focusing on the 2 main objectives: (1) Strategic business plan beyond 2018 and (2) Strengthening People & Organization </p>
<p>Under project of MCCCU  a marketing plan was developed for MCCMCU. This will be an important framework for action plan 2016.</p> <p>Improved coffee processing and marketing.</p> <p>The action plan will focus on improved coffee processing and marketing.</p>
<p>MCCMCU has identified the following five objectives and strategies to reach these: <br>1. To reach out to the main specialty coffee importers worldwide and establish the first contacts with them: Send introduction emails/ visit international trade fairs/ Invite importers and roasters to visit MCCMCU <br>2. To increase Meru’s visibility as a specialty coffee supplier in the world<br>Participate in international trade fairs/develop a website <br>3. To ensure that coffees fit with the specific quality needs and requirements of future customers <br>Send coffee samples with standardized labels  continuous follow up and communication<br>4. To ensure solid supply of parchment coffee from members to MCCMCU<br>Member mobilization meetings<br>5. To fetch good prices for the producers supplying to MCCMCU <br>Promote quality production to being able to pay to sell the coffee with quality premiums</p>