devinitorg/iati-policy-markers huggingface dataset:
Market expansion for TMD cooperative through value chain approach Tan Minh Duc (TMD) Coop was established in 2014 in Pham Tran commune  Gia Loc district  Hai Duong province. The coop is supplying safety leafty vegetable to the supermarkets and wholesale market in the North of Vietnam. Currently total of arable area is 27ha with 168 household members. Besides above agricultural land  the cooperative has also rented 11ha for winter season. The cooperative is also providing input supply such as fertiliser  pesticide  seedling and technology transfer to their members. Farmers can buy these inputs on credit.Since 2016 The cooperative received technical support from The Japanese International Cooperation Agency (JICA) under the project ldquo;Improvement the reliability of safe crop production in the Northern regionrdquo; 2016-2021. With support from JICA  the vegetable quality production has been improved with VietGAP standard and distributed 20%of production to big C supermarket network in the North of Vietnam. Following a scoping of TMD in June  the cooperative assessment performance has been carried out to discover the potential collaboration between Agriterra and TMD.With a business oriented Board and a willingness to change within Board of management  a strong financial position with the opportunity to increase  internal capitalisation  Tan Minh Duc is eager to move forward to improve its production value chain and bring bigger benefit to their members. Agriterra believes that with the follow up of the recommendations given in this cooperative assessment report and with the future support from Agriterra  TMD can move to the next level. Strengthen position of Tan Minh Duc through value chain approach 1. Expand market and develop market linkage through value chain analysis2. Strengthen governance structure for BoD and BoM3. Develop strategic business plan and share with members4. Improve financial capacity of BoD and BoM
Optimizing sesame  cotton and sorghum output marketing Metema multipurpose cooperatives union situated in North Gonder zone  Metema district  Genda Wuha town of the Amhara regional state. The union established in 1999 by four primary cooperatives with 52  000-birr capital. Currently  it has 37 member cooperatives from two woredas (Quara and Metema) and the capital is 14 693 214 ETB. The union mainly purchases sesame  cotton  and sorghum from its members. It also supplies agricultural inputs  like improved seeds  pesticide  fertilizer and herbicides and consumer. This region is known for its highest potential in sesame  cotton and sorghum respectively in North-west region of the country. The union is one of the growing cooperatives unions in Amhara Region until it gets in a serious financial deficit in 2014/15 due to the sesame market fall. However  this year the union cleared/payback/ 6.7 million the bank credit (70% from own source and 30% from Tsehay union) and able to access 50 000 million ETB from commercial bank of Ethiopia although they got it lately.  So far  the union collected 2 500 quintals of sesame and prepared to collect cotton and sorghum. Generally  this action plan is prepared for the year 2017 to support and make happen the union internal action plan of the following purchasing volumes and improving internal management.
• 15 000 quintals sesame• 65 000 quintals of cotton • 15 000 quintals of sorghum • Relationship with PCs improved and • Mobilizing 2 million ETB equity capital.
Setting the foundation for a financially independent Association Farm Forestry Smallholder producers association of Kenya (FF-SPAK) is a pioneer umbrella organization working with grassroots associations in Kenya to promote farm forestry. It was set up in April 2013 to primarily strengthen the capacity of her member associations for them to be able to support farm forestry producers to improve their livelihoods. It is based in Nairobi and currently working with 13 community Based associations spread across the country. In total  these associations has approximately 25 000 individual members  with 50% and 10% being female and youth members respectively. In the last Quarter of 2019  Agriterra sent a team of experts to carry out an in-depth organisational assessment of FFSPAK to provide a clear understanding of the BHAG of FFSPAK as well as where they stood in terms of governance  finance  reputation and membership data among other key metrics. At the end of the assessment   the assessment team concluded that there was need for FFSPAK to reduce over-reliance on donor dependency and devise ways of earning her own income for sustainability into the future. This project therefore seeks to set the foundation for this sustainability. 1. A SMART services business Plan to ensure a financially sustainable FFSPAK.2. A SMART Lobby and Advocacy strategy to streamline their lobby and advocacy trajectories.3. At least  one new registered cooperative society as a member of FFSAPK in 2020. 4. A board charter that clearly states the different roles and responsibilities of board and management among other key things. SNTopicActionProject ActivitiesP.1BusinessDevelop a sustainable service business PlanP.2BusinessStaff Workshop to align their priorities with the new services business planP.3BusinessA write-shop workshop to develop the proposal further based on the lobby ideas of FACT training already delivered P.4BusinessImplementation of the services business planServices AdviceA.1BusinessValue Creator workshop for FFSPAKs membersA.2Event: Training T.1Organisational DevelopmentOrganise an In-house FACT training for FFSPAKs board and Management staffT.2GovernanceInvite representatives of FFSPAK to the annual Agriterra governance trainingT.3Organisational DevelopmentOrganise an in-house MY Coop training for FFSPAKs CBOs who want to transition into Cooperatives
Towards realizing the strategic Plan by diversifying product lines. Currently Lemlem FCU has 25-member primary cooperatives representing 26039(M=19 706 F=6333) 76% to 34% smallholder farmers in the Welkait wereda respectively. This increase came with the internal capitalization initiative that took place since 2016  when the number of PCs were 23. Since the 5 year strategic plan was crafted the focus was to implement it. Yet  the organizational capacity to realize it is lagging  presenting a need of support. This project will enable the union to realize its strategic plan  diversify product line and market reach. The goal of the action plan is to: 
1 value addition possibility identified  Collection and sales of 1000 Quintals of Niger seed  10 000 quintals of sesame  Access 12 000 000 ETB from Bank Mobilize 1.5 million ETB internal capital. Initiate packaging of honey and producing beeswax. Under organizational section  activities focusing on enhancing the organizational development to enable the execution of strategic plan and long term financial liquidity are included. Diversification  strategies are ambitious  this should be backed by an Agripool to analyze and show the appropriate direction  for this reason the action plan includes 3 advisory experts support. Organizational strengthening is wide in scope and has considered the PC members entities. Thus  the recruitment of PC staff which has brought a remarkable progress at the primary cooperative is taken as showcase  which needed to be upscaled with other PCs. Under production and value chain: improving the value chain activities of sesame and possibility of value addition is included. If the value addition comes out with a positive result  the possibility of youth and/or women inclusion in the new business can be further developed. One of the identified diversification opportunities is honey products  this can be enhanced by adding value and commercializing the product from demand perspective. This action plan will assist the realization of packing and selling honey products and initiate the production of foundation wax
La professionnalisation de la coopérative de caféiculteurs AMKA est une coopérative de producteurs de café (arabica) d’environ 1313 membres qui a débuté en 2012 par le regroupement des petits producteurs caféiculteurs. Les plantations de café  anciennement propriété des Belges  étaient déjà abandonnées et il n’y avait pas de marché rémunérateur. Les gens sont pauvres et cela a constitué le contexte de base pour la création de la coopérative AMKA dont l’objectif est dès lors de relever le niveau socioéconomique du caféiculteur. 
  

  
En 2014  la coopérative a enregistré une petite production de deux containers  soit 38 4 tonnes de café marchand. En 2015  la coopérative est inscrite au Commerce équitable (Fair Trade). En 2016 AMKA a acheté plus de 700 tonnes de cerises  soit environ 100 tonnes de café vert  vendu à des entreprises privées au Congo qui puisse arranger l’exportation. La collecte de la production est appuyée par COMEQUI  une ASBL Belge. AMKA veut professionnaliser ses affaires  sa gouvernance et sa gestion financière afin de devenir plus indépendante comme organisation. Agriterra a commencé l’appui de l’AMKA à la fin de l’année 2016  avec une vocalisation sur l’amélioration de la gestion financière et la transparence. AMKA a arrangé ses états financiers et une expert-comptable a fait un audit des dernières années. En 2017 l’audit sera présenté au Assemblée Générale et les activités prévue dans le plan d’action s’agissent la professionnalisation de la gestion financière  la formalisation de la relation avec Comequi et l’intensification des activités commerciales.
Farmers-Focused Transformation Indonesia 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
ASIA - Financial Management Agriterra considers healthy financial management of its clients as core condition for succesfull operations and business planning. In 2014 and 2015 it has developed a specific financial management training package. Agriterra want to roll out further this training package and solution to its clients and business advisors by implementing a financial management program in Asia.As part of its strategy for 2016 through 2019  Agriterra will continue to support all its clients in terms of transparency and good management practices. These clients include those with which Agriterra is already actively working on this issue and those clients that will join after the organization is restructured in the upcoming months. The underlying project comprises the following services/trainings:

							
								Basic  nancial management trainings
							
							
								Strategic  nancial management trainings
							
							
								Workshops on record keeping on my
farm

							
							
								Training courses on internal
capitalisation for farmers’ cooperatives

							
							
								Trainings of trainers on Financial
management Providing training as per Description
Towards wheat value addition and pulses export marketing activity THIS ACTIVITY WILL NO LONGER BE UPDATED ON IATI.
BHAG: To produce the best quality pasta macaroni and biscuit in Ethiopia Wodera multipurpose farmers’ cooperative union is located at Debra Birhan town Ethiopia. The union mainly purchases Teff Wheat Chick pea Haricot beans Mug bean and Malt barley from its members. It also supplies agricultural inputs like improved seeds pesticide fertilizer and herbicides and consumer goods to the members and non-members. Furthermore the union has been engaged in animal feed production activity and provision of agro mechanization services to members.
Amongst the crops produced in its working area the union has high wheat potential thus the union has already decided to establish food processing complex that uses the raw wheat produced from the farmers’ plots of land and to process it to wheat flour biscuit pasta (long cut pasta) and macaroni (short cut pasta). The current household consumption trend of pasta and macaroni has increased and most restaurant has pasta and macaroni meal in their menu. According to different research findings pasta and macaroni is becoming common consumer products in Ethiopia and is largely accustomed by the urban population. As per the feasibility study the planned factory will have a daily theoretical production capacity of 62 24 24 14.4 tone wheat flour pasta macaroni and biscuit per day  respectively. The project total investment cost is estimated to be ETB 162.44 million. The union is anticipating to finance 50% of the total investment requirement from equity and the remaining 50% from bank loan. The government has delivered and handed over to the union 10.000 Hectare land which is fenced currently.
 
 In 2017-year action plan internal capitalization training has been delivered to the union board member member farmers union management and for other key stakeholder and awareness has been created at large. Thus so far the union mobilized 17 million ETB equity capital from members. In addition the union financial administration full digitalize by installing Peachtree software the union marketing and finance staffs have taken marketing and financial management trainings respectively Strengthening the union management and board leadership competencesMobilizing of 64 million ETB equity capitalDeveloping website for marketing and branding purposeSetting up Malt barley sourcing pilot with Habesha breweriesEngaging the union in export marketing activityStrengthening the union improved seed multiplication effort In 2018 year they key focus will be again internal capitalization assisting the union in its move to purchase the food complex machineries and equipment’s assisting the union to start exporting of chick pea haricot beans and mug bean to other countries and professionalizing the union management and board.
Scopings  Company Assessments Agriterra is a network organization of Dutch agri-employers’ organizations and companies. It has a vision that farmers’ associations and cooperatives can have a positive influence on development through speeding up the process  and ensuring a more equal distribution of income and an enhancement of democratic decision making and relations. 

Agriterra's new strategy  that runs from 2016 - 2020 takes advantage of challenges in the business environment  builds on the strengths of Agriterra’s past performance and addresses the weaknesses that emerged from an internal analysis. Agriterra’s focus is on transfer of knowledge by offering them the hands-on expertise needed to take advantage of the funds available from different sources  and to produce financial strategies that underpin their priorities for action in favour of members’ interests. Expertise that is sourced from a vast network of agribusiness and farmers' organisations in the Netherlands and abroad. The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessment to the country of China. 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.Some of the acquisition related activities/assignments will be registered under this project as well.
Business Development of MDWA Sunflower Production Mambwe DWA is a women-based organisation with a key focus on women empowerment through business  lobby and advocacy. The association was formed in 1997 and legally registered in 2006 and currently has a membership of 1 180 individual farmers - of which 1 056 are women and 124 males – organised in 145 groups and 12 Area Women Development Associations. The association members all hail from Mambwe Rural District.The aim of Mambwe DWA is to reduce poverty and vulnerability levels among rural women and youth thereby enhancing the community livelihoods and empowering the women. 
The organisation is engaged in the following activities:
support of sustainable agriculture among the members for poverty reduction and food security. Under this activity  different types of trainings in new technologies are organised including agroforestry  sunflower production  human rights  gender awarenessprocessing of cooking oil from sunflower and groundnuts grown by the members  which is sold in the communitiescapacity development of the members for effective running of the families and the organisation. Increase and strengthen the membership base by 25% (1 875) and improving the sunflower business to make it a profitable business by increasing production in terms of yield  oil content and quality hence becoming sustainable. 
As well as empowering the members in high production of crops and livestock  value addition and creation of stable markets Improving the sunflower business to make it a profitable business by increasing production in terms of yield  oil content and quality hence becoming sustainable. A grant will be given by USADF and other agri agency who will come on board.
Strengthening the extension department and cementing the market share of Royal fresh Mukurwe-ini wakulima dairy limited is at a very important stage of their development now with regards to 'Royal fresh'. In 2018  the focus was still on mobilising members' milk to work towards full utilisation of the processing facility  efficient processing operations  strengthening of governance and management and growing the market share of the brand-'Royal fresh'. During the same year  the company grew tremendously  processing up-to a high of 50K litres of milk per day and making revenues of more than a billion shillings. Milk deliveries to the company are expected to grow by an average of 15% in 2019. The milk processed in 2018 came from an active membership of 7200 farmers within the catchment area of MWDL who were paid a farm gate price of KES 35 per litre on average throughout the year  which has remained a historical high and stable. 
In 2019  MWDL intent to increase its visibility within Kenya and hence target new markets that are not currently served by Royal fresh as well as target other new markets for their UHT brand in far flung areas. The focus therefore during the year will be to continue pushing the farmers to produce more milk for efficient utilisation of the processing capacity and to also work hard on the marketing front to open the new markets as well as cement the existing ones. Increased milk deliveries from the farmers by an average of 15% in 2019. 
Continuous pay of competitive farm gate prices of not less than Kes 35 per litre. 
Strong governance structures devoid of corruption and conflict of interest and thus improved quality decision making within the board.
Increased visibility of the Royal Fresh brand in Kenya Project   Activities
       Train the extension staff in a practical dairy training farm on   technical farm extension topics as well as the soft skills on how to advise   and train the farmer
       Exchange visit of the extension team to a dairy processing   cooperative or company  
       Set up an E-marketing platform for MWDL
       A full board and Management workshop to discuss governance   beyond 2020 and Agriterra partnership beyond 2019
Kick-starting the new business activities <p>Kisoro Potato Union has changed its BHAG in 2017. Originally the BHAG concerned supplying the potato processing factory in Kisoro  but after this factory stopped its activities  Kisoro developed a new business plan. The BHAG of this new business plan is to aggregate potatoes on union level and market them in Kampala. Agriterra has supported Kisoro Potato Union in developing the business plan and this project has the intention to support the union in kick-starting the business activities.</p> <p>Kick-starting the new business of Kisoro potato union. NB: The union will be included in the portfolio of Agriterra Great Lakes.</p> <p>The project plan for Kisoro Union concerns the kick-starting of the marketing activities of the Kisoro-potatoes in Kampala.&nbsp;Potato Growing has been the mainstay of the people of South-western Uganda (Kisoro and Kabale Districts). In the past several years more than 570.000 MT has been registered as annual production from the two districts out of a total national production of 630.000 TM. Within these districts 12 potato cooperatives have formed the Kisoro Potato Growers Union. The union has been supported by Agriterra in the development of a new business plan  after the original business activity became obsolete after the main buyer  a french fries factory  stopped its activities. This project plan gives substance to the new business case  with a number of activities focused on reengaging the cooperatives and the individual members to the union  with as main motivational argument the economic self-interest of the members which will be best served by aligning&nbsp;themselves with the new business case.</p>