devinitorg/iati-policy-markers huggingface dataset:
Strong internal organisation will result in growth of cocoa Amanah Cooperative  situated in Wonomulyo  Polewali Mandar District  West Sulawesi  was established in 2006 by 27 people of whom mostly farmers as a pre-cooperative. On 12 February 2007  Amanah was officially registered as a multi-business secondary cooperative. The cooperative collects cocoa out of 7 regions around Polman district and the plan is to expand to 9 regions in 2015. The members of Amanah are 7 primary cooperatives  consisting of farmer groups. The number of farmer groups has grown from 11 in 2007 to 84 farmer groups in the beginning of 2015. Initially  the goal of Amanah is to secure the collection of cocoa by the primary cooperatives and offering services to the farmers as saving  credit  training and communal purchasing of goods. In this process the cooperative is supported by Veco International  who funds technical support of local NGO and founder of Amanah  Wasiat. In March 2014  the buyer Armajaro indicated no longer to buy the cocoa of the farmer groups. After negotiations with PT Mars Symbioscience Indonesia corporation and collection of internal cash a marketing department was established by Amanah and purchasing and marketing of the cocoa was carried out by the cooperative. After a company assessment in February 2015  Agriterra decided to support Amanah mainly in internal organisation to strengthen the organisation. As one of the recommendations of Agriterra  the cooperative will split up during the first months of 2016. One cooperative will focus on buying and marketing of cocoa and the other cooperative will focus on Saving  Loan and production of organic fertilizer. After the GAM meeting beginning of 2016 the two secondary cooperatives will be operational. Then also a new action plan will be drafted when there is better overview of demand of capacity building for the new organization. 1) Newly cooperative established with good bylaws and opening balance sheet2) Board and staff better understanding in financial management Focus during the coming half year of 2016 will be on the split up of the two organisations. Not only will we assist with developing of opening balance sheet but also advice on the bylaws. Ongoing focus will be on the bookkeeping. It is assumed that Amanah will get two employees trained in Zahir and we will provide the cooperative with an audit as well as training in procedures for the financial department. Beginning of this year the cooperative will also attend the financial management training which is prolonged to this year.
JobsJobsJobs Rwanda Facilitate job creation witin the selected coops Improving the business operations and performance of Agriterra clients in Rwanda Co-financing the salaries of young professionals and providing coaching and training to new recruits basing on cooperatives priorities
Realigning internal processes to achieve business efficiency in Bushika ACE Bushika Integrated Area Cooperative Enterprise (BIACE) is a member owned Cooperative which started in May 2010 with 10 Primary Cooperatives (PCs). Currently consisting of 16 primary cooperatives the major enterprise is coffee.BIACE is located on the hills of Mt. Elgon area prone to landslides as a result soil and water management mechanisms for farmers is paramount. BIACE also benefited from a conditional loan of 970M  that has recruited 7 staff members and is in the process of installing a coffee hulling machine in BIACE this has created a capacity gap that needs to be bridged for effective utilization of resources. Therefore orientation support to the new staff and follow up to the 2019 AP in terms of strategy resource mobilization and marketing is key. 1. Increased internally generated resources  2. Improved Soil and water management to reduce erosion 3.Improved brand visibility and marketing 4.Clear oriented human resource5.Increased production from youth and women. Bushika ACE desires to strengthen the internal processes to define long term goals. The need developing a strategic plan  boost internal resource mobilization  orientate the new staff  develop a plan to manage water and soil in the hilly areas of Mt. Elgon. The weak primary cooperatives need to be strengthened in order to expand production and improve on quality of the coffee. Member participation and basic book keeping and accounting needs to be emphasized in the PCs.To strengthen Bushika ACE  a strategic plan will be developed training of primary cooperatives will be conducted in governance and accounting/record keeping. Participate in networking and marketing activities like agricultural shows this will improve on their branding.The activities will be conducted through agripool mission consultants and member participation in events. The resultant outcome will be;a) Clear strategic directionb)Staff orientation with clear roles and targetsc) Understanding soil and water managementd) Increase in internally generated resources
Scoping  Cooperative Assessment China 2018 Mapping of scoping and assessment of potential new clients in 2018 in China. The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessment to the country of China in the year of 2018. This in order to build up a client portfolio of producer organisations and cooperatives with sound development potential and that are in demand of the services Agriterra is able to render. Mapping of  scoping and assessment of potential new clients in 2018 in China. Selected working regions are the current cooperation provinces Sichuan  Chongqing  and when relevant also other provinces  for instance Shaanxi.
Building fundaments towards Licensing by SASRA (2) Lelan Sacco was founded in 2010 as a self-help group in response to the establishment of a 10 000 liter capacity milk cooling plant in West Pokot owned by Lelan Diaries and has currently enrolled approximately 1 500 active dairy farmers as shareholders within the locality who also utilize the banking services offered. The Sacco also serves approximately 5 000 non-members who access its various services especially receiving the milk payments. The society is closely associated with Lelan Diaries but maintains their autonomy with each institution having a separate board of directors. The core strategy of Lelan SACCO in 2019 is to increase share capital from 4.2M to 6.5M  grow membership from 2000 to 3000  reduce defaulted loan (PF) from 14M to 10M  increase loan book from 40M to 50M and increase profitability from 6.5M to7.5M (+15%) which are further steps towards regulation by SASRA Conduct member sensitization meetings Follow-up of staff training Further rollout of ICT Software connection at the branches Board training on risk management  delinquency and performance management of the SACCO Develop marketing materials Develop monthly cashflow projections and maintain quarterly dashboard Implimentaion of risk management framework by intern Continuous implementation of marketing plan 2017 Exchange visit for BOD and management to Kenya Highland SACCO
Laying Foundation for Tea Processing Fintea Growers Cooperative Union Ltd was formed in 2012. FINTEA Cooperative Union Members are the 5 Primary tea cooperatives (Chepcheb Outgrowers Cooperative Society  Chesetekaa Outgrowers Cooperative Society  Kapkap Outgrowers Cooperative Society  Ainamoi Tea Produce and Multipurpose Cooperative Society and Kokchaik Cooperative Society) where 16 996 individual tea farmers ARE associated and out of them 8 150 (almost 50%) are active members. The union buys and markets green leaf tea to processors. Currently James Finlays  Evergreen and Kaisugu Tea ltd. Fintea union is playing vital role for the Fairtrade certification with the Finlays. In 2020  FINTEA focuses on growing its tea sales from the average value of Ksh 500 000 per month to Ksh2M per month. Efforts on development of marketing plans and branding will be vital. Additionally  FINTEA seeks to venture into tea processing in the next 2 years. It therefore plans to ndertake a business plan for processing. These developments and interventions form basis for FINTEA and Agriterra partnership. FINTEA focuses on growing its tea sales from the average value of Ksh 500 000 per month to Ksh2M per month. Efforts on development of marketing plans and branding will be undertaken. Additionally  FINTEA seeks to venture into tea processing in the next 2 years Develop a Marketing Plan for sales of packaged amp; branded tea and undertake its implimentation.Undertake an exchange visit to Mombasa tea AuctionParticipate in Africa tea convention amp; exhibition in KampalaDevelop a Business Plan for Tea ProcessingImplimentation of Strategic PlanDevelop marketing materials
COVID-19 Support Hours Rwanda Agriterra aims to distinguish itself from other donor organisations by supporting our clients with useful business advice during the COVID-19 Crisis. This support aims to a. challenge our clients to think ahead and limit the impact of the crisis. b. Unburden the management and c. to facilitate communication between cooperatives for peer2peer learning. This support aims to a. challenge our clients to think ahead and limit the impact of the crisis. b. Unburden the management and c. to facilitate communication between cooperatives for peer2peer learning Awareness Creation for ClientsHelp Desk Service/Online Platform/’Workplace for Clients’Webinars with Agripoolers/Local BA’s
Strengthening Direct Market access for  pasteurized milk In 2018  Tulaga invested heavily in a milk processing factory with a target of pasteurizing and selling the milk to traders. This enabled the cooperative to secure a good number of loyal customer who initially would purchase raw milk from the cooperative and take elsewhere for processing at a charge.Through this approach  the cooperative increased their volume of processed milk to about 80% of the intake which was above their target for the year of 50%. Following this success  Tulaga now intends to establish a dire market link for the pasteurized milk to be able to sell directly to retailers. The target market for this initiative is the milk dispensers located in major towns such as Nairobi  Naivasha and their outskirts. Tulaga will therefore focus on establishing a Sales and Marketing department to ensure that they are able to sell the milk directly to retailers. This will target to raise the selling price of milk from the current KES 35 to average of KES 40.The Society targets to sell atleast 50% of the pasteurized milk directly to retailers. The goal of Tulaga after successfully implementing this project  is to increase the milk intake prices for the members as well as stabilize the fluctuations in prices. In 2018  Tulaga increased the sale of pasteurized milk to traders from 3000liters/day to over 8000liters/day. However  the milk prices per liter of milk sold did not change since the traders only paid for the pastuerizing cost. This project therefore seeks to ensure that the cooperative rips benefit from their investment through increased milk prices. This can only be achieved by targeting direct sales to the retailers for their milk. Therefore  Tulaga seeks to establish a direct market channel to the retailers in urban and periurban areas in Nairobi and Naivasha. The following activities have been identified to ensure this:1. Development of a Marketing plan2. Establishing a sales and marketing department to push this front with clear targets3. Training of staff members on customer care4. Development of board charter 5. Youth involvement6. Implementation of the milk quality SOPsThe target is to increase the direct sale of milk from the current 1000 to 8000 liters/day.This target will be reviewed quarterly.In addition to this  the project also plans a re-engineering process mission to review the organization in totality and assess the areas whose efficiency can be increased. In the end  Tulaga intends to increase the milk intake prices for the members as well as stabilize the fluctuations in prices.
Training and Event In 2020 various training and events will be organised by Agriterra Ethiopia. Examples are (see also the planning 2020 for Team Ethiopia):middot;       Financial management trainingmiddot;       IC trainingmiddot;       Female leadershipmiddot;       MyCOOPmiddot;       Youth workshopsmiddot;       Exchange visitsmiddot;       Trips of BAs between the Netherlands and Ethiopiamiddot;       FCA symposiummiddot;       etc.These events  training and workshops will be part of this institutional project.all events  training and workshops will be either planned to be excuted with clients or the FCA as part of Ethiopia Cooperative professionalization. it might include symposium Strengthened governance and leadership of farmer organisations and cooperatives in Ethiopia and of the cooperative sector in general by bringing experienced Agripoolers under various missions to professionalize Ethiopian Cooperatives service delivery This Project created to manage all Ethiopian training and events under it.
ERP for Agriterra <p>Implementing Microsoft Dynamics 365 Finance for Agriterra</p> NULL NULL
Strengthen board members and  improvement of grean tea leaf value chain analysis MKONGE TEA AMCOS is a cooperative of Green Tea Leave producers with a total of 652 Members. The total area under green tea leave cultivation is 344 ha.  The current business case consists of:-Green tea leave production and sales to Unilever and MUFINDI TEA COMPANY LTD-Transportation of green tea leaves to processing plant  The BHAG of MKONGE TEA MACOS is to move up the value chain to include green tea leave processing and sales on the internal and international market MKONGE TEA AMCOS goals is to help farmers to have income from their business. To support the farmer to get income  they must operate within the Value Chain from Farm to Plant to Harvest to Process In 2020  according to the MKONGEA TEA  action plan  the collaboration will start with a Member commitment workshop  strengthening of the organization through financial management and governance training   Feasibility study on Tea Production amp; collection of Green Tea leaf at MKONGE Tea Block farm amp; LUHUNGA Ward and Strategic Plan for 5 years.
Trainings and events in Malawi 2020 Registration of all trainings and events in Malawi 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 development1 cooperative event will be organised with 4 organisations
Towards increasing membership and becoming a financially sustainable organization <p>The Ethiopian Poultry Producers and Processors Association (EPPPA) is a membership-based association established in 2010 initially by 10 volunteer poultry producers in Bishoftu town. Currently  its memberbase increased to 45 Ethiopian poultry farmers  ranging from small to big enterprises. EPPPA is a beginning association lacking a good service portfolio and institutional capacity to serve the Ethiopian Poultry sub-sector in general and its members in particular. Though the importance of the association is acknowledged by its members  non-members  board  government and other stakeholders  EPPPA needs advisory and financial supports to fully grow in order to perform its roles and professionally represent the poultry producers and other related sector actors in Ethiopia. In order to professionalize EPPPA  Agriterra in partnership with Agribusiness Support Facility (ABSF) in 2014 developed a funded Action Plan towards strengthening and establishing the management function of the association through subsidizing management staff  setting up a governance structure  technical backstopping to help the association analyze and understand the poultry sub-sector  development of 3 year strategic plan  and various trainings and exchange visits. EPPPA also in 2015 worked with Agriterra during which its significantly increased its lobby activities and changed the organization from focussing only on poultry producers to both producers and processors. The 2016 Action Plan will mainly focus on 1) increasing the membership base of small-scale poultry producers through actively approaching these potential new members and through putting extra effort on organizing activities or lobby results that provide significant benefits to the members  2) identifying new sustainable (paid) services to its members  and 3) sustaining the financial operations of the association through assistance in accessing various other funds and membership fees.</p> <p>The 2016 Action Plan will mainly focus on 1) increasing the membership base of small-scale poultry producers through actively approaching these potential new members and through putting extra effort on organizing activities or lobby results that provide significant benefits to the members  2) identifying new sustainable (paid) services to its members  and 3) sustaining the financial operations of the association through assistance in accessing various other funds and membership fees.</p> <p>of small-scale poultry producers through actively approaching these potential new members and through putting extra effort on organizing activities or lobby results that provide significant benefits to the members  2) identifying new sustainable (paid) services to its members  and 3) sustaining the financial operations of the association through assistance in accessing various other funds and membership fees.</p>
Cooperative transformation as part of a developing rice sector As Agriterra works closely together with the Ministry of Cooperatives in Indonesia  discussions have been ongoing about supporting cooperatives. As suggested by the Dinas Koperasi (Cooperative Bureau) Central Java Province  Agriterra were requested whether we could support with the transformation process of the KUDs in Central Java Province.
As part of the plan to develop the KUDs into farmer owned organisations which are well operating and economically successful  it was suggested to focus on the rice activities with the involved KUDs. Overall suggestion from Agriterra would be to restructure KUDs for them to be directly linked with the farmers and put any activity in a subsidiary PT (LLC) legal structure. This development was part of the discussions during the cooperative assessment. 
KSU Citra Kinaraya is a new incorporated rice producing cooperative. In 2017 their capacity is 15 ton per month. They realised that they need to change antisipating the growing business and get a higher commitment from their members. Citra Kinaraya needs to have a contemporary cooperative workshop to be able to set the right criteria of members  strategic planning and business planning workshop. To transform KSU Citra Kinaraya from a small cooperative into medium cooperative that have more memebrs by professionalizing its management. Main focus for Agriterra support in the first year will be on financial management and the second year to increase the governance transparency and make them ready for access to finance.  For 2020  KSU Citra Kinaraya has HR Manual and Governance Manual to prepare themselves in incorporating a rice factory subsidiary. Agriterra will conduct Contemporary Cooperative Workshop on 26-28 December 2017 to have common concept on the cooperative and the objective of the program. Agriterra will provides only the facilitators  while KSU Citra Kinaraya will cover the cost of the participants  including venue and meals during the workshops.The next training is Financial Management Training that we plan to do in Feb 2018. We expect by participating in this training KSU Citra Kinaraya is willing to recruit professional accountant and audited by public accountant.In 2019 Agriterra will assist KSU Citra Kinaraya in implementing the business plan to incorporate rice factory. Agriterra will contact several financiers and link them to finance the project.We plan to support Strategic Planning Workshop in July or September 2019  in order to help KSU Citra Kinaraya focusing their business and resources.In 2020 Agriterra will still assist KSU Citra Kinaraya in  implementing the business plan to incorporate rice factory  since it was not done yet in 2019. Agriterra will support to prepare draft of HR Manual and Governance Manual.
KUD Bayan transformation as part of developing rice sector in Central Java Province As Agriterra works closely together with the Ministry of Cooperatives in Indonesia  discussions have been ongoing about supporting cooperatives. As suggested by the Dinas Koperasi (Cooperative Bureau) Central Java Province  we were requested whether we could support with the transformation process of the KUDs in Central Java Province.
As part of the plan to develop the KUDs into farmer owned organisations which are well operating and economically successful  it was suggested to focus on the rice activities with the involved KUDs. Overall suggestion from Agriterra would be to restructure KUDs for them to be directly linked with the farmers and put any activity in a subsidiary PT (LLC) legal structure. This development was part of the discussions during the cooperative assessment. To transform KUD Pringgodani as par excellent example of fake/bogus cooperative that do not serve paddy farmers into an agricultural cooperative with rice producer as main business. Agriterra will conduct Contemporary Cooperative Workshop on 20-21 January 2018 to have common concept on the cooperative and the objective of the program. Agriterra will provides only the facilitators  while KUD Bayan will cover the cost of the participants  including venue and meals during the workshops.
Agriterra will assist KUD  Bayan to draft a modern rice factory business plan. Together with KUD Pringgodani  KSU Citra Kinaraya and PusKUD Jawa Tengah.
In 2019  Agriterra will assist KUD Bayan to implement the business plan by doing road show  to offer the investment opportunity in rice factory to members  and executing the business plan.
Mise à niveau de la gestion financière de l'UCADI et corriger l'enregistrement légal UCADI a l'ambition d'augmenter son impact au niveau des activités commerciales dans les filières du riz et du maïs au Sud-Kivu. Afin de devenir une entreprise dominante dans la production  collecte  transformation et commercialisation du riz et du maïs  il faut clarifier son rôle dans la pratique  sa position juridique et sa gestion financière. Le dernier élément est nécessaire pour avoir accès au financement du fonds de roulement  qui est pertinente pour améliorer son efficacité dans la région d'Uvira. UCADI a choisi comme objectif de clarifier sa position juridique et d'améliorer sa gestion financière.