devinitorg/iati-policy-markers huggingface dataset:
Viabilisation de la CKK à travers l'appui à la gestion financière et institutionnelle <p>Le projet de viabilisation de la CKK est le résultat d'une analyse de la coopérative faite par Agriterra au cours du mois de juin 2017. En effet  il a été relevé que la coopérative dispose des grands potentiels économiques mais qu'il est des axes qui nécessitent un renforcement aux fins d'améliorer et rendre viable le business de la coopérative</p> <p>Les objectifs du projet consistent à rendre viable la gestion financière de la coopérative et renforcer la base d'adhésion au sein de la coopérative&nbsp;</p> <p>Les activités du plan portent essentiellement sur :&nbsp;</p>
<p>- La contribution à la codification (identification) des caféiculteurs ;</p>
<p>- L'enregistrement des terrains des micro stations de lavage au cadastre auprès du service du teritoire ;</p>
<p>- Acquisition du logiciel comptable SAGE ;</p>
<p>-&nbsp;Organisation des rencontres à la base autour &nbsp;de l'adhésion (Sensibilisation sur le paiement de la part sociale et adhésion) ;</p>
<p>-&nbsp;Organisation de la rencontre du CA pour Harmonisation de la forme de la coopérative (Coopérative au lieu de Groupement d'intérêt économique)</p>
Keep and improve the Binh Phuoc cashew nut brand name Clever farm is a new cooperative  therefore in order to collectively achieve the BHAG  the cooperative must have high commitment from its members. And this can be built firstly on a sound cooperative structure in which participation of farmer members in the board and a business strategy developed towards serving the members. To develop a sound cooperative structure and business strategy towards serving members. Project plan 2018:CLF''s 2018 project plan focus on 2 areas:1. Business activities:    a. Developing a sound supply chain for cashew nut    b. Improve cashew nut production technique by hands-on-trainings2. Increasing member commitment: rolling out MyCoop program to members Project plan 2017:Clever farm is a new but very promising cooperative with members are farmers producing the best cashew nut of the province. Cashew nut is a very high value commodity and its demand is much higher than supply. Therefore the cooperative can have a very good position in the cashew nut market locally and internationally. 
The BHAG of Clever farm is to "Remain and improve the Binh Phuoc cashew nut brand name" so that in the end farmers can generate more income from their farms. Clever farm is a new cooperative  therefore in order to collectively achieve the BHAG  they cooperative must have high commitment from its members. And this can be built firstly on a sound cooperative structure in which participation of farmer members in the board and a business strategy developed towards serving the members.
Le renforcement de la base de la coopérative RAEK La RAEK est une coopérative créée en 2013 avec 2 100 membres qui inclure 600 membres qui sont certifiés dans la production de café de haute qualité biologique et certifié par des institutions comme IMO et FLO. En 2015 et en 2016 RAEK a vendu un seul container à Oxfam Fair Trade International (K2 85 points et biologique). En 2017 l'organisation a connu une situation de crise ou niveau de la gouvernance qui a résulté dans une chute des ventes. À côté la vente internationale RAEK vend également au niveau local. RAEK veut professionnaliser ses affaires sa gouvernance et sa gestion financière afin de devenir une coopérative profitable. Agriterra a commencé l’appui de la RAEK à la fin de l’année 2016 avec une vocalisation sur l’amélioration de la gestion financière et la transparence. En 2017 Agriterra n'a pas formellement travaillé avec RAEK. En 2018 un audit financier sera présenté à l’Assemblée Générale et les activités prévue dans le plan d’action s’agissent la professionnalisation de la gestion financière l’intensification des activités commerciales et la planification stratégique. Finaliser  l'audit 2013-2014-2015 et la présentation à l'AG (35% restant de 2016)
 Audit 2016 et 2017 avec les frais d'Agriterra specificié
 Logiciel comptable - achat installation formation et appui
 Revision des statuts en accordance avec OHADA et atelier  mécanisme cooperative avec les membres
 Enregistrement au RCCM
 Obtenir les titres de propriétés (cadastres et taxateur)
 Contribution au salaire de comptable et une caissière à  concurrence de 50%
 Actualiser le MAPAF
 Appui de renouvellement de la certification biologique
Establish Route to Market strategy for Kipkelion Champion Coffee Kipkelion District Coffee Union (KDCU) was established in 2009 with the main goal to mill and market the members’ coffee. Effective lobby and advocacy on behalf of its 32 members cooperatives is also an important goal. Agriterra supported KDCU in 2017 in governance  finacial management and developing a milling and marketing startegy. In 2017  the union purchased processing equipment that will enable them to sell their own processed coffee. Part of the marketing strategy  which also aligns to their startegic plan focusses on direct sale of kipkelion processed coffee to the local market. This will be done through the establishment of a coffee shop in Kericho town. The other strategy is for direct sales of their unprocessed coffee to international markets. This will be achieved through selling to the auction market or signing direct contracts with interested buyers. To achieve this  this years' plan will be designed in a way that it supports the implementation of the marketing strategy and improved production of good quality coffee that wins the attention of the international buyers  hence the exchange visits and the TOT trainings. Lobby and advocacy is also key for the union on behalf of its members  hence the need and exposure to FACT trajectory on the union board members. 1. Improve Lobby and advocacy capacity
2. Established direct contracts with international buyers
3. Enhance the unions' market strategy by selling processed coffee to local consumers Exchange visit for production staff (South to south)
AFCA conference in Uganda
  
Sustainable services workshop 
  
Formation and strengthening of youth council
  
ToT training on GAP (TOT from pri societies)
  
Develop a launch promotion for champion coffee brand by opening a branded coffee shop to attract coffee customers and create awareness of champion coffee
  
Pilot with FACT methodology
  
Financial management training for members and staff of societies
  
Maintain the Marketing officer
  
Implement the action plan of the marketing plan
Services provision of RSTGA SACCOS potato members RSTGA SACCO has been established in 2008 and has 2 133 members  1 office and 1 branch. RSTGA SACCO was established as a result of the efforts of Rungwe Smallholders Tea Development Trust Fund which operates under Rungwe Smallholder Tea Growers Association  being the agent for development of the tea growers in the region.  RSTGA SACCO is currently providing savings and credit services to its members. In 2017 RSTGA-Saccos It revealed that in tea farmers  there is also a large group of Potatoes farmers. So it seems to be good to look at the best side of the breeding potato and together with farmers to improve their production  so advice has been made for potato production research to get accurate information and integrate it with farmers and  STAWISHA (CD-PIT Project Tanzania) Potatoes growers to acquire appropriate knowledge on potato production by forming a suitable- farmers organization that would improve their bargaining position in sustainable value chains.In order to reach target  the Potatoes growers have to do the following:1. Forming committee for Potato growers2. Linking Potato growers with STAWISHA (CD - PIT Project Tanzania) Plan is to link with STAWISHA (CD -PIT Project Tanzania)  get accurate information and integrate it with farmers and see possibility of formation of committee of Potato growers.
Strenghthening Lobby and Advocacy skills for Kuapa Kokoo Farmers Kuapa Kooko Farmers Union (KKFU) is made up of 87.968 members divided into 57 Primary cooperative Societies which are spread in 6 out of the 7 cocoa districts in Ghana. It is arguably the biggest agricultural cooperatives in Ghana. The BHAG of the union and its objective for working with Agriterra is to strengthen at least 10 of its primary cooperatives and make them financially sustainable within the next four years. To use their strength in numbers to influence government policy to the benefit of its members   Agriterra support to Kuapa Kokoo in 2019 was to implement the Farmers Advocacy Consultation Tool (FACT) to address the issue of limited extension delivery which was identified as a major hindrance to the activities of KKFU members which ultimately resulted in the low production of the cooperative. The major source of income for the union is the premium gained from selling certified cocoa beans. However  productivity is a big challenge since the estimated output is far more than the actual realised production. This could stem from two major issues  limited member commitment which could result inside selling and low productivity per acre as a result of limited access to inputs. As such  the union wants to implement an input scheme at the society level and to make them financially sustainable while making inputs easily accessible to its members. Ever since its existence  the union has not done any study to know the actual status in strength or weaknesses of its member cooperatives. To know which societies can better implement the scheme  there is a need for a categorisation exercise which will help identify the state and areas of improvement for all the 57 cooperatives. Also  as a continuation of the FACT trajectory started with Kuapa Kooko in 2019  some more activities will be taken to complete the entire cycle of the FACT. This FACT trajectory will result in influencing government policy towards investing in  ICT in extension delivery which will result indirectly in increased production for the union. Currently  Women form less than 5% of the leadership at the primary society level though out of the total membership  26.3909 (30%) are women. Therefore as part of strengthening the PCs  attention will be given to female leadership to enable women participation in the decision making of the envisaged strengthened cooperatives. Implement FACT trajectory. This project consists of a trajectory to complete the full cycle of FACT in order to strengthen the lobby and advocacy skills of the Kuapa Kokoo Co-operative union farmers. This will enable them to lobby government to contribute to relevant national policies to the benefit of their members and also for the primary societies to lobby at the union level. The ultimate outcome will feed into the FAO-FFF Phase II in Ghana with which Agriterra is collaborating in terms of support to Kuapa Kokoo..Key activities will be a preparatory workshop  member consultation  participatory research  validation and write workshop for action and follow-up workshop.
Best organic coffee exporting FCU in the country The BHAG of the union is to be one of the best organic coffee exporting farmers’ cooperative union in the country. Burka Galeti Farmers’ cooperative union is established in Oromia Regional State  west Hararghe Zone  Hirna Town 370 km from Addis Ababa. The union is composed of 103 primary cooperatives organized in five districts.  Burka Galeti has 13 board members and have 33 permanent and 40 temporary staffs.  The union has a strategic plan and well targeted business both at the union and members’ PC level. In the coming three years  animal fattening  honey processing  coffee and pulse crop export business are among the major plans to improve better services to its members. Harrar coffee is specially coffee with high preferences in export market. The farmers are however suffering from unsatisfactory margins from the product output marketing. In 2018 the union mainly aim to engaged in export market for different country and fetch high price. The goal is to be the best organic coffee exporting FCU in the country The 2018 AP will focused on the following objectives:
1.    Creating at least one market linkage with international buyers 2. Developing the organizational structure of the union and 4 PCs for export readiness 3. Digitalis the financial management system of the union by adopting Peach-tree software 4. Develop the supply chain modality for exporting coffee in attractive manner
Coop startegic planning and marketing capabilty building <p>The project will support the coop in following aspects:</p>
<ol><li>Strategic planning</li><li>Marketing strategy&nbsp;</li><li>Product development and branding&nbsp;</li><li>Market linkage&nbsp;</li><li>Exchange to the Netherlands  subject to funding</li></ol> <p>Improve coop's strategic management  and enhance their marketing  so they can better position them in the competitive market.</p> <ol><li>Organize the coop to participate a strategic planning workshop by Agriterra in March</li><li>Conduct an advisory service on marketing in Q2</li><li>Provide emplyee/BA service on product development and branding for the coop</li><li>Provide employee/BA service on market linkage  introducing coop's produts to certain platforms and buyers</li><li>Organize a study tour involving the coop; this is subject to funding availability</li></ol>
Operationalisation of the milk processing plant BAMSCOS have Metamorphosed through significant processes since its inception in February of 2014. These processes were key to set the right foundation for the operationalisation of the milk processing plant. As an highlight  BAMSCOS had to first whip all their affiliated primary cooperatives to agree to bulk all their milk together which they are doing  to jointly source some key inputs  which they currently do and to also contribute to the construction of the processing plant  which has partly happened. As per the above stated milestones  the basic ingredients for running of a milk processing plant have been met. BAMSCOS needs to therefore set the financing strategy in 2020 and execute it by operationalising their partly constructed milk processing plant. 1. Operationalise BAMSCOS milk processing plant2. Grow the average milk deliveries to the union by more than 10% as at the end of 2020 TopicActionProject ActivitiesBusinessRe-draft the processing plants business plan including a detailed executable financing strategyBusinessOrganise and execute share mobilisation drives to grow internal capitalBusinessComplete the factory building including mobilisation of the needed KES 8M to complete it. BusinessConvene a stakeholders forum to discuss the processing plant and present the drafted business planProductionA record keeping training for all EOs and selected lead farmersProductionImplementation of the developed extension strategy with a final workshop in April 2020Organisational DevelopmentBoard and Managements continuous capacity enhancement on:- Customer centricity- Corporate Culture- Innovative leadership  - Board structure and responsibilitiesServices AdviceBusinessMission on factory layout Event: Training GovernanceFemale leadership trainingEvent: Exchange visitOrganisational DevelopmentExchange visit to A dairy cooperative in the region that has expertise in milk processing  internal capitalisation as well as sourcing of external funding
Improved Marketing  Extension Gusii Coffee Farmers Cooperative Union Limited was formed in 1950 and is based in Kisii County. The Union has an affiliation of 28 primary coffee co-operative societies spread over the two counties of Kisii and Nyamira with an active membership of 137.584 farmers. The Union offers milling  transport and inputs to its members. To increase the income for the farmers the Union aims to develop its marketing strategy in threefold: Independend participation in the NCE  direct sales to international buyers and selling their roasted coffee (Gusii Coffee) in the local market. Furthermore  to  increase margins for the farmers  a sustainable extension services department will be set up. Start selling at NCE independently.Direct sales to international buyersImprove the Extension Services TeamMobilize loans for new pulping machines at PC-level.Develop Marketing Plan for Local Coffee Brand Exchange Visit MCCCU/MCCMCU Visit AFCA Coffee Conference Start selling at NCE independently Direct sales to international buyers Certification of Coffee (Fairtrade/Organic) Develop strategy to involve more Women amp; Youth in Union amp; Board Follow-up Marketing Strategy for Gusii Coffee Follow-up Digitalize Bookkeeping System Follow-up sustainable extension services Hire Marketing Officer Hire Agronomist
Sustainable member services and improved acces to public funds. <p>CTCF has two main objectives; sustainable services for members and effective lobby and advocacy for better representation and access to funds. This is clearly formulated in the stategic plan 2015-2018 of CTCF. It is expected that in the coming 2-3 years  CTCF will be able to fully cover its own overhead costs; provide quality services as a service provider to third parties (and generate an income from this)  able to attract government support (either fianncially or services) for its members  and provide facilitating services to member cooperatives in the field of marketing of tea.</p> <p>To address the financially sustainability of CTCF  how an CTCF work towards cost neutral services  position itself better into the market as a service provider (paid by third parties) and ensuring higher member committment showing off in for example paying regular membership fees  own contribution for certain services and other ways of internal capitalisation.</p> <p>CTCF is gradually building its own financial base in order to become a sustainable service provider to its members and to represent the members well. This project aims to address the financially sustainability of CTCF  how an CTCF work towards cost neutral services  position itself better into the market as a service provider (paid by third parties) and ensuring higher member committment showing off in for example paying regular membership fees  own contribution for certain services and other ways of internal capitalisation. At the same time  quality of the requested services is important  and should be upgraded where possible. Advisory services by Agriterra will focus in improved sustainable service provision (like record keeping and bench marking  design a sustainable farmer led services system  cooperative management and governance  financial management  marketing related services and further institutionalisation of FACT  in order to improve lobby and advocacy by the Federation at both national  district and village level. </p>
<p>This proposal includes a proposal for AgriCord funding making use of the FO funding facility for access to public grans/facilities. Main purpose is to get access to the Danisch Embassy Funding of UNNATI. This will be done by using the FACT methodology  already introduced to CTCF in 2015. <br>The organisation is ready for wider role out of this methodology to involve more members at the district and local level in using this systematic approach. The AgriCord proposal is integrated in the whole activity plan  and a separate project note is added (oploaded file)</p>
Strengthening Kisoro potato business Kisoro District Potato Growers Cooperative Union Ltd  (KDPGCUL) has changed its BHAG in 2017. Originally the BHAG concerned of supplying the potato processing factory in Kisoro  but after this factory stopped its activities  KDPGCUL developed a new business plan in 2017. The BHAG of this new business plan is to aggregate potatoes on union level and market them in Kampala. Agriterra has supported KDPGCUL in developing the business plan and kick-starting the business in Kampala.  This project intends to support KDPGCUL to strengthen this newly established business to make it more well managed  profitable and sustainable. KDPGCUL intends to strengthen their newly established business of collecting and selling Kisoro potatoes. The business needs be well managed  profitable and sustainable. The project will consist of: Agronomic advice to farmers to improve yield and quality potatoesSoil testing to know the content of basic plant nutrientsMarketing for increased salesImproving governance and management Elaboration of internal policiesAudit report with external auditor's opinionSee attached document for more detailed information.
Cascading 5 years strategic plan This action plan is prepared considering the predecessor action plans which initiated the preparation of 5 years strategic plan. Executing the strategic plan is important for the union to use it as a compass towards development and achieving organizational goals. This action plan will assure the realization of the strategic plan by incorporating agripool advisory service that will capacitate the union's staff and board members providing practical hands on knowledge.The union with some support from Agriterra BA is expected to initiate a discussion with Maviga to launch organic sourcing. Unions are unable to compete in the conventional sesame export market thus differentiating their product is the way forward. This can be possible with the unions having the luxury of trace-ability and organic production potential. Maviga has wide room for sourcing organic produce and has already used similar approach to source organic sesame from Tsehay Union the same approach can be duplicated at Setit. Necessary discussion has already began with the Maviga representatives in Addis Ababa as this will be the last action plan to Setit bold steps are expected from the union.2017 is the second-year input finance pilot season the necessary activities such as evaluation workshop and upscaling are also incorporated in this action plan. The action plan will have the following goals:-Coach union staff and board members (10) on strategic plan implementation.
-Draw 1 year plan from the strategic plan-Document the input finance case study for further use to upscale the pilot. The action plan will enable the union staff and board members to gradually execute the 5 years strategic plan. An input finance pilot has been conducted for the second round the impact will be documented as a case study to be used to upscale the practice to other unions. By using FACT the union will also attempt to address its overdue loan issue with FCA/RCPA. Backed by an Agripool the union will also receive an expertise support to assess the operation and management of feed plant and provide expertise suggestion to the union executives to improve its operation and sourcing aspects.
Realise strategic business plans for ferilizer and roasted coffee The company assessment in 2017 and action plan report 2018 pointed out that Minh Toan Loi cooperative has ambition to grow organizationally and economically to sell all the products of their members and become a key supplier of Daklak coffee. In 2019 MTL Coop needs to continue to realize the recommendations and its strategic  Business Plan  with focus on roasted coffee and fertilizer  members commitment and capital mobilization. In 2019 MTL Coop needs to continue to realize the recommendations and its strategic  Business Plan with focus on roasted coffee and fertilizer  members commitment and capital mobilization. 2019:Follow up and implement fertilizer business plan prepared in 2018: Organise meeting with farmers to get consent and start action plan to supply 100% of fertilizer to membersFollow up and implement roasted coffee business plan prepared in 2018Member registration system is linked to accounting system and up to date and young farmer club operation2020:Realize necessary steps of capitalization for the grounded and roasted coffeeStrengthen member's commitment and sustainable services systemStrengthen the director board and capacity of staff