devinitorg/iati-policy-markers huggingface dataset:
Sustainable and diversified service provision to members BHAG: Seyemti Adiabo Union is the best on Dairy and Fattening Agro-processing demonstration site in Ethiopia. Seyemti Adiabo Union is located approximately 30 km west of Shire city on the road towards the Eritrea border. The union was initially formed to provide inputs (mainly fertilizer) to its member PCs. However about 3 years ago the union has also started with output marketing in reaction to demands from mainly the individual farmers that were complaining about good markets for their produce. The union has a strong ambition to upscale the output marketing activities and become active in various forms of agro-processing to add value to the member’s produce and develop a more sustainable source of income for the union. Furthermore as the area is very suitable for cattle the union would also like to invest in animal fattening. Most farmers of the member PCs of the union are involved in the production of either maize sesame or cattle or a combination of those. The area is also suitable for irrigation farming of mainly tomato. The unions fixed assets consist of a warehouse for 3000 quintals of produce a large compound with office and 1 Isuzu truck. The union has recently also bought a mobile trashing machine to provide maize trashing service to the PCs. The union is rather liquid at this moment it has investment capital available of around 6.4 million Birr. Seyemti Adiabo Union is the best Dairy and Fattening Agro-processing demonstration site in Ethiopia. The area has high potential for Dairy and Fattening Agro-processing in the Region. The main objectives of 2018 AP focused on:
1. Digitalizing the financial management system of the union and adopt good financial management in 22 PCs 2. Backstopping the union to engage in agro processing of Dairy and fattening project3. Boosting output marketing of the union via improving the communication of union and primary coops
Servicio contable y tributario para organizaciones de productores AOPEB durante el ano 2017 trabajo en el plan de negocio  diseno y promocion del servicio contable y tributario. En el ano 2018 se implementara y se prestara el servicio por lo menos a 15 organizaciones de productores. Implementar e institucionalizar el servicio contable en AOPEB  prestandolo a 15 organizaciones y logrando su punto de equilibrio. Las actividades que se realizaran:
1. Contratacion de dos contadores
2. visitas de diagnostico a 15 organizaciones
3. elaboracion de propuesta de trabajo a 15 organizaciones.
Acting Now Ghana Africa is currently facing severe food insecurity, with low agricultural productivity being one of the root causes. Factors such as limited access to quality inputs, inadequate extension services, lack of finance, and post-harvest handling issues contribute to low agricultural productivity. Food insecurity is exacerbated by economic, political and demographic shocks, including the war in Ukraine, which has caused rising food and energy prices and lower yields in 2022. Climate change further intensifies food insecurity, with extreme weather events such as droughts and floods impacting crop and livestock production and access to markets. Conflict and insecurity are also major drivers of acute food security issues, leading to population displacement and disrupted livelihoods, depriving people of income sources. 
Action is needed to relieve acute food insecurity, whilst at the same time structurally transforming food systems. Farmers’ Organisations and its member farmers play a critical role in obtaining this, as they contribute not only to food production, but also to sustained economic growth and climate change mitigation. 
The Acting Now for Food Security and Resilient Food Systems programme, with funding from the Dutch Ministry of Foreign Affairs (specifically IGG), builds upon its existing strategic partnership with DDE by reinforcing and expanding its efforts on food security, contributing to a more measurable impact on SGD 2 (Zero Hunger). It contributes to improved food and nutrition security (FNS) at the individual farmer level and fosters systemic change in the food system through a total of 82 Farmer Organisations in Burkina Faso, DR Congo, Ethiopia, Ghana, Kenya and Rwanda. As per Agriterra’s core business, Acting Now will work with and through Farmers’ Organisations and cooperatives to build resilient food systems and to make a sustainable change in the lives of smallholder farmers and their communities. 

Key Activities
Acting Now aims to boost productivity, improving incomes and sustainable land management practices through the following key activities:
-	Trainings and peer-to-peer activities on FNS related topics, such as Good Agricultural Practices (GAP), Regenerative Agriculture, productivity increase at specific value chains and production of compost and bio-inputs.
-	Establishment of demo plots to promote and train farmers on new or improved farming practices and technologies.
-	Offering sustainable services through a tailored approach per country that ensures access to seeds, fertilisers, planting material, agri-inputs and extension services.
-	Strengthening extension services by co-financing the salary of extension officers and agronomists at the FO through Agriterra’s Jobs Jobs Jobs approach
-	Co-financing investments and innovations to boost agricultural productivity and food security. Placeholder text Farmer Organisations and its member farmers
Assignments  Paid Services in LATAM LATAM Team  aims to provide paid services and play key role in acquisition and fundraising. Under this project will be registered assignments and activities in LATAM  funded by other donors than DGIS Farmers in Common Sense program
Establishing Animal Feed Processing Plant Cher-Cher Oda Bultum Farmers Cooperatives Union started with 62 primary cooperatives in 2005. Its main areas of service are input and output marketing. Currently  the Union has 128 primary cooperatives and it is constantly looking for new ways to improve the value to its members. Initiatives are taken around feed concentrate  improving the productivity of cows via artificial insemination  coffee roasting  and dairy processing  empowering females to the decision making position and engaging the youth to the cooperatives. Currently  43 576 farmers are connected to the Union. The business case that the union presented to Agriterra for collaboration is dairy business development in which case the Union is planning to improve the income from members milk production by collecting and processing the milk and selling it in nearby and distant urban markets. However  at this moment Agriterra looking the priority project activity with union and focusing on Establishing animal Feed Processing plant before the dairy processing.  Agriterra agreed to work with the union on three stages. The first stage is to work on activities that have direct impacts on individual farmers  i.e. animal feed processing plant  improving the dairy development activities at the household level through artificial insemination. In the second stage Agriterra strengthen the 17 Primary Cooperatives  for 7 PCs hiring the managers through cost-sharing and diversify the services to make them vibrant business organization and for the 10 PCs working on empowering women in decision making position and in the third level strengthen the union  digitalizing financial management systems and supporting on unions organizational strengthening via human resource.Agriterra expected to exit from this union after establishing the animal feed factory and after capacitating the factory is running smoothly in 2023. Establishing the animal feed factory and improving the income of the members by delivering good quality animal feed at reasonable price The objectives of 2020 AP are as follows:  Professionalizing the 7 PCs via hiring managers Developing the strategic plan for the 7 PCs to ensure the sustainability of PCs professional to well understand the plan installation and challengesExperience sharing on animal feed industries and organizing farmers filed day on Demo FarmEmpowering women in the board members and in controlling committee of the union and PCs
Scopings  assessments and audit services in Peru Scopings  assessments and audit services in Peru 4 cooperative assessments and 1 2018 project audit 4 cooperative assessments and 1 2018 project audit
Developing Marketing Strategy and Overall Business  Plan of Yubi Cooperative Established for 9 years  Yubi cooperatives (YC) has formed mid-scaled producing basement with good quality orange. The operations of board are focus on building production basement and orange planting technology in the past years  while they are facing some bottleneck constraints. for now  output of orange is reaching top  finding stabilized sales channel  taking position in overseas market and setting a 3-5 years strabusiness plan is crucial for YC. To achieve the objectives  YC has invested an orange wine processing factory  and asked for subsidies from government. Besides  a practical sales  marketing plan and a long-term business development is needed from Agriterra. An analysis of orange market and set a market business plan. Finding more sales channel and using some market strategy for better revenue.Making a clear business plan for three to five years of how to arrange business and improve capacity to speed the process of industry integration.Improving members’ degree of participation.  Implementing the strategic planning  focus on expanding marketing channel  and improving the net profit both in orange wine and fresh friut. Marketing: 3-day marketing planning workshop. Sort out more marketing channels and set up marketing tactics.Business plan: 3-day strategy  Business plan workshop. Arranging fuutre business and agri-tourism park planning. How to arrange future business  making an attractive orange basement for visitors and how to realize the industry blending.Overseas Market Entries: Discuss together the possibility of entrying the overseas market.
ASIA – Governance  Leadership Governance and leadership are the heart and motor of cooperatives. That is why Agriterra developed several products and trainings on this topic:

							
								Member commitment workshop

							
							
								Coop governance programme

							
							
								Guidance and support for supervisory
boards

							
							
								Workshop gender  female leadership

							
							
								Kick of  workshop youth participation

							
							
								Human Resource management toolbox

							
							
								Managing your agricultural cooperative 
My.COOP

							
							
								Training of trainers My.COOP

							
							
								Training of trainers coop governance
programme Provide training  see description
Improve financial services  strengthen market position Mahanje SACCOS Ltd is located in Madaba village  Madaba sub-district  Songea rural area. It was founded in 1995 with around 68 members and registered with number RVR 397 at 25h February  1998. The SACCOS is a financial Cooperative Society offering financial services (deposits  savings  Mpesa and loans) to its members. It’s the only SACCOS around. There are eight villages (Madaba  Mahanje  Kipingo  Lituta  Mtepa  Magingo  Mkongotema and Lutukila). The total population is about 12.000 and around 8.000 working.

Mahanje SACCOS has strong competition of commercial banks  need also to improve of services and products. Mahanje SACCOS wants to grow and increase its capital and members and become more resilient to competition from other (commercial) banks. Mahanje SACCOS will only focus on trainings (marketing  financial management) and 1 agripool mission in 2018. Mahanje SACCOS is a relatively strong SACCOS with  stiff competition in its area. The demand to Agriterra was specifically to help Mahanje SACCOS to compete in the market.
Scoping and Cooperative Assessments Philippines 2018 Mapping of potential new clients in the Philippines and the assessment of potential new clients in 2018. Mapping of potential new clients in the Philippines and the assessment of potential new clients in 2018. Expected: All desk work related to scoping  assessment  and study tours2-3 scoping visits5-6 cooperative assessments and 1 study tour
Reinforcing the strategic position towards investing in Milk processing IAKIB is a dairy cooperative that has significantly grown in membership since 2016 and has been building up capital to participate in a dairy processing business. Due to various influences  multiple initiatives have not reached the stage of implementation and therefore IAKIB decided to start its own small scale processing facility last year. The joint venture plans have not disappeared and one may still see the cooperative become part of such a venture in the future  but for now the focus of the project with Agriterra is on improving milk quality and dairy product quality. Through FFS activities  the development of an improved milk quality control system and an intensified focus on insemination and aflatoxin control  the cooperative aims to professionalize at its foundation. Simultaneously  the processing business requires special attention  to ensure that the products made comply with Rwandan regulations in terms of quality. The main goals are to improve milk quality and dairy product quality  to professionalize the cooperative business further. 1. Follow up on Livestock Farmer Field Schools on good farming practices 2. Milk quality control 3. Insemination 4. Conduct audit of 2019 5. Aflatoxin Kit 6. Process to get S-Mark for Milk and Maize products
Aumentando el Acopio de Café Guinda La Asociación de Caficultores de Taipiplaya (ASOCAFE) creada eb 1990 es una organización de caficultores con base en Taipiplaya  cubriendo la región de Caranavi. En la actualidad afilia a 278 socios activos y 1.000 socios pasivos. 
 Desde hace cinco años atrás el nivel de ventas ha caido de forma continuada desde los 12 contenedores exportados a tan solo 1 en 2016. Esta situación se debe  no tanto a la falta de clientes con lo que si cuentan  como al menor acopio de café guinda como consecuencia de la creciente competencia de los intermediarios que pagan en efecivo  al contado y recogen la materia prima en finca. 

Por ello el BHAG de ASOCAFE es ampliar su capacidad de acopio de café guinda para aumentar el volumen de ventas y reflotar la capacidad económica y financiera de la organización. Pasando de un contendor exportado en 2016 a  al menos  4 en 2017. Por ello el BHAG de ASOCAFE es ampliar su capacidad de acopio de café guinda para aumentar el volumen de ventas y reflotar la capacidad económica y financiera de la organización. Pasando de un contendor exportado en 2016 a  al menos  4 en 2017. Actividades del proyecto
- Envío de muestras a clientes Premium 
  
-  Responsable de acopio
  
-  Responsable de calidad
  
-  Boletas de incentivos a los transportistas de café guinda
  
-  Campaña de sensibilización al acopio
  
-  Incentivos a las comunidades
  
-  Elección de carteras acéfalas en Directorio  Comité de Fiscalización  Comité de Mujeres y Comité de Jóvenes
  
-  Refuerzo de la estrategia de café especial
  
Servicios
  
-  Asesoría Financiero
  
-  Curso de Gestión Financiera Básica
  
-  Curso de Consejos de Vigilancia para miembros del Comité de Fiscalización
  
-  Visita de intercambio de experiencias a Cooperativa Sol y Café y otras Cooperativas apoyadas por Agriterra en Perú
Crecimiento en el mercado basado en la eficiencia en la gestión empresarial A través del Plan de Acción del año 2019 se ha logrado ingresar al Mercado de Santa Cruz y se han iniciado las ventas a través de promotores. El objetivo de ventas que se trazó para el 2019 no se logró alcanzar debido a la demora que se sucitó por los conflictos sociales acaecidos en el país y el tiempo que se tardó en validar el precio de los productos en este mercado. Una vez validados los precios de venta en este mercado  se ha visto necesario consolidar la participación de ASOVITA  a través del establecimiento de un acuerdo comercial con un distribuidor y el crecimiento de la fuerza de ventas a través de este canal. Finalmente  la experiencia del 2019 ha relevado la necesidad de mejorar la gestión de la transformación en cuanto a costos y procedimientos. El BHAG de ASOVITA para el 2020 es alcanzar el nivel de ventas que no se logró el 2019 en Santa Cruz (Ventas por BOB 142.500). Actividades del proyectoP.1 Elaboración del Plan de sucesiónServiciosAsesoría A.1 Consolidación de la cartera de clientes de Santa Cruz A.2 Gestión comercial en Santa CruzA.3  Aplicación de Normas de Calidad en la Transformación de AlimentosA.4  Asesoramiento en el cumplimiento de los deberes formalesA.5 Asesoramiento de los asesores de AgriterraCapacitación T.1 Planificación de la ProducciónVisita de intercambioC.1 Gira de intercambio para conocer modelos organizativos y procesos de producción y transformación
Trainings and events project in the Great Lakes Region This project aims on organizing training and events for clients in Great Lakes Region. These trainings and events  involve more than one client in the Great Lakes Region.  They can be : Governance training  Basic marketing  Basic financial management  Supervisory boad training  My.coop training   FACT etc. This is expected to develop the cooperative business and make them professional partners. These training/events/exchanges take place combining more than one cooperative  thus to properly plan execute and follow up; this project will be used. Trainings and events for clients in the African Great Lakes Region.  15 events for clients in the African Great Lakes Region. Around 20 clients will be involved in these events and trainings with around 250 people involved. These people include staff and board members and producers.
Building rural income through inclusive dairy business growth in Ethiopia SNV Ethiopia is implementing the BRIDGE project (Building Rural Income through Inclusive Dairy business Growth in Ethiopia)  in a consortium with Wageningen University and Research (WUR). The project aims to contribute to dairy sector transformation and works on all components of the dairy value chain (from production up to end market)  including consumption of nutritious foods and focusing on smallholder dairy farmers  besides medium and big farmers and other key actors of the dairy sector ("Grant");The Embassy of Kingdom of the Netherlands in Ethiopia ("Donor") awarded a grant (no  4000001768) to SNV pursuant to section 2 of the Foreign Affairs (Grants) Framework Act  the Ministry of Foreign Affairs Grants decree and article 5.1 of the Ministry of Foreign Affairs Grant Regulations 2006 for the period from 15 September 2018 to 31 December 2023 ("Grant Agreement"). The Donor's terms and conditions are laid down in this Grant Agreement. The objective is to create synergy between the BRIDGE activities on farmer and primary cooperative level to the Agriterra activities on Union level and to create a linkage between dairy cooperatives and SACCO Unions. Thereby strengthening the collaboration in the value chain and the service provision from Union to PC to member farmer. It should help the Unions to create a sustainable and scalable approach in their dairy business activities. And it should support the member farmers to improve their business and thereby their income. The project focus on farmers cooperative unions and primary cooperatives. The scooping and the company assessment is the first step. Based on the finding on the assessment the support and actions will continue.
Jobs-Jobs-Jobs Uganda The economic importance of agriculture runs parallel with an even bigger share in employment in agriculture by the population in countries like Uganda (Uganda was reported at 68.96 % in 2017  according to the World Bank collection of development indicators). This need for jobs is especially apparent in the agricultural sector as this still forms the backbone of the economy in developing countries. Especially for youth and women the importance of providing new employment is apparent in agriculture and asks for specific attention. Cooperatives are at the heart of the agriculture sector. These entities not only create good job opportunities in the rural and urban areas  but they also perform better when they are equipped with erudite manpower. 63 jobs created. TIDE40CRAFT8Bushika ACE2Lyamujungu Sacco1Pkwi2Kibinge FCS10
Farmers Inputs Loans and Member Services IFCU (1993) LTD (Iringa Farmers’ Cooperative Union) is a secondary level cooperative society registered in 28th May 1993 with registration No. 5051. The union was previously known as IMCU LTD which stood for Iringa Mufindi Cooperative Union  this was established in 1985. IFCU LTD operates in four District councils of Iringa  Kilolo  Mufindi and Mafinga town council. The Union started with 32-member primary societies and is currently having 37-member primary societies. In order to become a member  one has to pay TZS 250 000 entrance fees and buy 50 shares valued at TZS 10 000 each (500 000TZS) within two years’ time. According to the Cooperative societies Act Number 6 of 2013 it is prohibited a member to buy more than 20% of the total union shares. The primary objective of the union is to promote economic development of the member primary societies through agricultural production and joint marketing of their produce. The common needs of establishing this union were inputs and marketing related issues  mainly how members could access farm inputs and reliable market at reasonable time and price. 
  
The management of the union is led by the board which comprises chairperson  Vice chairperson  four members and secretary cum manager who enter into the board meetings for his or her position. The Member’s General Meeting is the highest decision – making organ of the union; normally there are three types of meetings depending on the nature of issues to be discussed. The annual and ordinary meetings where annual estimates and elections issues are being discussed. Further  there are special meetings in case of emergencies. IFCU LTD goal is to improve  services provision to members   by providing farmers inputs loans to members (AMCOS)  establishment of Farm Clinic Mechanization Program  Market link between Union  buyer ( Silver Land Co. LTD) In 2019  according to the IFCU LTD action plan  the collaboration will start with  strengthening of the organization through financial management and governance training  entrepreneurship training  Good Practice in Agricultural production  exchange visit mission to maize marketing union