devinitorg/iati-policy-markers huggingface dataset:
Scoping  assessments and audit services Malawi 2020 Scoping and assessments of potential new clients and provision of audit services in Malawi. In 2020  Team Zambia aims to build a client portfolio of 4 clients in Malawi. Main focus will be exploring possibilities to work with primary cooperatives with a business focus. 4 clients in the Malawi portfolio. Scoping and assessments of potential new clients and provision of audit services in Malawi. In 2020  Team Zambia aims to build a client portfolio of 4 clients in Malawi. Main focus will be exploring possibilities to work with primary cooperatives with a business focus.
scopings  assessments and audit | AgCN <p>all scopings visits  cooperative and organisation assessments and audit services related to Agriterra supported projects can be registered under this project for 2019</p> <p>Identification of 3 new client organisations and preparing for cooperation</p> <p>6 Scoping (visits and hours registered)</p><p>3 assessments for "regular" Agriterra programme</p><p>4 Public Relation &amp; Acquisition Events</p>
Seed Potato Business Naungtayar Potato farmers form a homogeneous ethnic group from the Pao ethnicity. Pao people have a strong focus on cooperation. The group has been formed in 2016 and started with 12 farmers. Currently 30-40 farmers are members of the group. The group operates informally but seems to be very active and intends to formalize their  structure. There was no strategy in place regarding registration and how to organize. Suggestions by Agriterra were welcomed.
As BHAG  the group wants to become the number one seed production supplier of Myanmar and sell nationally as well as in other Asian countries. Seed potatoes generate higher profits compared to table potatoes. With considerable efforts  this ambition can be realized given Naungtayars favourable soil conditions to produce seeds.
Their ambitions are to agree as a group on how to collect initial start-up capital and toinvest in storage capacity to effectively influence price levels in the market.
Naungtayar potato farmer group is one of the
groups which was involved in July 2017 workshop held in Aung Ban  Southern Shan
State. By refering to AS.8627 and AS.8775  even though this is not a formal
Agriterra client and Coop Assessment could not do  it is a ambitious farmer
group which can become one of the good coop model in Myanmar. The decision of
taking it as a client was made in July 2018 after one year of observing  it
gave a clear picture on their commitment on developing strong farmer groups 
their drive to realize their ambition and their willingness to cooperate with
Agriterra. The coopeartion period between Agriterra and Naungtayar Potato
Farmer Group is for 4 months August to November 2018. The BHAG is to become the best supplier of high quality potato seed in   the coming three years in Shan and in the coming 5 years in Myanmar. 1. Drafting Bylaws
2. Registration as Primary Cooperative
3. Internal Capitalization Training
Strengthening Primary Cooperatives  and Mobilizing fund via Internal capitalization for Maize value addition business BHAG- Being a pioneer farmer-owned Maize processing union; supply for the local and export market.        Damot Multipurpose Framers Cooperatives Union is situated in West Goijam Zone  Bure Town of Amhara regional state. The union was founded in 1993 EC with 6 primary cooperatives in two woredas  own capital 184500. Currently  the number of PCs reached 76  the number of member farmers has become around 163 745. The union capital is around 100 million ETB.   The union mainly purchases Maize  Teff  Wheat  Chickpea  Bean  Pea  Red haricot bean  Sesame and Cabbage from its members. Members are supplied by inputs as fertilizers  improved seeds  pesticide and herbicides  veterinary service  mechanization and tractor service  consumer goods to the members and non-members. Furthermore  the union has been engaged in agro-processing activities. In 2019  for Strengthening primary cooperatives  sixteen primary cooperative managers hired  maize post-harvest training delivered and cascaded to lead farmers  Maize value addition business activity feasibility study done and the result was positive.                                       Main Activities in 2020 are     1. strengthening and capacitating primary cooperatives      2. internal capitalization for mobilizing fund to establish a factory            3. exporting haricot bean to secure foreign currency for the purchase of machinery 4.     international tender for machinery selection 2020 project goals are * strengthening 25 primary cooperatives. * exporting haricot bean to secure foreign currency* selection of supplier and consultant for machinery purchase * internal capitalization workshop for fund mobilizing 2020 project plans are * strengthening primary cooperatives. this has two objectives 1.  to apply agripool  value chain recommendation 2. by having strong Primary cooperatives they can cover their costs i.e. salary for the coming years and make sustainable their  business * through export Damot can secure foreign currency for the purchase of maize processing plant machinery  * selection of supplier and consultant for machinery purchase* internal capitalization for mobilizing 30-40 Million ETB to finance the maize value addition business
Professionalizing  Mpuguso SACCOS <p>Mpuguso SACCOS&nbsp;Ltd is a saving and credit primary cooperative society registered in 2004. It is operating in Tukuyu district  Mbeya Region  South-east Tanzania. It’s main products are providing security for member’s deposits and savings and&nbsp;issuing loans to members.&nbsp;The SACCOS&nbsp;has more than 850 individual members and over 16 corporate members (groups and associations). The membership to Mpuguso SACCOS&nbsp;is not restricted to farmers only but majority of its members is either farming or professionally active in agricultural sector. The Tukuyu district is a very fertile area with reliable rainfall. Some important crops are tea  bananas and Irish potatoes.</p> <p>1. professionalizing its administration and services to members<br>2. Increase its membership base (to 1500 in 2018)  increase their involvement (capital) and reach-out to more rural farming populations by opening branches in villages closer to the members.<br>3. Increase internal capitalization and decrease dependency on external loans.&nbsp;<br>4.Diversifying its products for members; a.o. proposing agricultural inputs loans to the farmer</p> <p>Mpuguso SACCOS will implements activities mentioned in Action plans   training (governance  kpi & financial management)&nbsp;and &nbsp;agripool mission in 2017.&nbsp;Mpuguso SACCOS is a relatively need help tobecome strong SACCOS with sufficient funds of its own. The demand to Agriterra was specifically to receive some trainings in order to grow and professionalize.&nbsp;</p>
Transparency in practice - Coordination of financial management trainings <p>JDA_Consultor and Agriterra have been collaborating closely since 2010 in favor of transparency and good management practices for different agricultural cooperatives located in 9 different countries  which are all Agriterra’s clients. </p>
<p>As part of its strategy for 2016 through 2020  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. </p>
<p>With this future in mind  establishing a collaboration agreement between Agriterra and JDA_Consultor during 2016 is herein set forth  which guarantees the following services:<br>• The continuation of a centralized unit for the monitoring and operational coordination of all activities related to financial management training. <br>• The continuation of the implementation of the Basic Financial Management Training in all 7 countries where it has been performed during 2014 (Peru  Bolivia  Indonesia  Tanzania  Uganda  Kenya and Ethiopia) and its expansion to the new countries (Zambia  China  Vietnam  Nepal) and regions (African Great Lakes) where there will be local presence of Agriterra in 2016.<br>• The introduction of the Strategic Financial Management Training in Ethiopia  Kenya  and Bolivia)  as well as its presentation to business advisors from countries interested in implementing it as from 2017.<br>• The training of local trainers in new countries  or when trainers need to be replaced in countries where trainings are already taking place.<br>• The design  production and first test (in Peru) of Supervisory Board Training Management addressed to members of the Supervisory Board of the cooperatives or future candidates who would like to know more before they run for such a responsibility.</p> <p>To coordinate succesful and effective execution of the Basic Financial Management training in all countries where Agriterra has local presence  the introduction of the Strategic Financial Management Training in Ethiopia  Kenya  and Bolivia and development of a trainings module specifically for supervisory board members.</p>
Farmers-Focused Transformation Uganda 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
Acting Now Kenya 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
Increasing Coffee sales  quantity  and quality. MCCCU is a cooperative union formed by 34 primary societies all producing coffee that have in total more than 73 000 active members and more than 120 000 registered members. Compared to its Real-Estate business Coffee-related income is around (6%). However  being a coffee union part of its mandate is to support its members (PCs) but moreso the individual farmers to produce a higher quantity and higher quality of coffee and thus increase their income. This project therefore seeks to strengthen MCCCU's resolve of helping its members through trainings  inputs  advises and advances among others for them to improve on the quality and quantity of coffee in their farms. In 2019 production (in/de)-creased (x%)  quality increased 15%. In 2019  MCCCU sold on average 50 bags of grounded and roasted coffee per month. The BHAG of MCCCU is to increase its farmers income by supporting them to increase production with 20% and Quality with 20% in 2020. The goal is to market 100 bags of grounded and roasted coffee per month in the local market. In 2019  MCCCU sold on average 50 bags of grounded and roasted coffee per month. The BHAG of MCCCU is to increase its farmers income by supporting them to increase production with 20% and Quality with 20% in 2020. The goal is to market 100 bags of grounded and roasted coffee per month in the local market. Powered by Froala Editor This projects main focus is to expand the successful marketing of Mt. Kenya Coffee in the local market. This leads to higher prices for the markets and promotes domestic consumption:- Promotional Activities - Hiring Merchandisers- Rebranding Mt. Kenya Coffee- AFCA Participation- Furthermore  research shall be done to develop an instant coffee.Furthermore  there will be a focus on implementing Workshops and advice from 2019:- RecordKeeping  soil fertility  soil testing  inputs and (minimum) pesticide applications.To increase quality and quantity of coffee:- 2 additional Agronomists will be hired.- Follow-up Bio-Composting amp; Soil Fertility Workshop  implementing bio-composting amp; bio-fertilizers at factory level.- Follow-up Record Keeping: Cost-Calculation  Bench-marking amp; Business Plans
Trainings and events project in the Great Lakes Region Trainings and events that are involving more than one client in the Great Lakes Region. Trainings and events for clients in the African Great Lakes Region. Trainings and events that are involving more than one client in the Great Lakes Region.
Improving extension services and financial management Offinso Fine Flavour Cocoa Cooperative and Marketing Limited is into the production of both fine flavour cocoa beans and convential beans. The cooperative aims to be the best Fine Flavour Cocoa (FFC) Beans producer; Last year  they made a step towards that by developing a strategic business plan and hiring an accountant to manage their financials which was relatively weak. This year  the cooperative wants to increase production of the fine flavour cocoa and at least get an extra market for the cocoa beans since the fine flavour cocoa is a niche market and the cooperative is able to acquire double premium sales on each bag delivered. In the pursue to achieve this objective  the cooperative aims to increase production from 1MT to 2.5MT in 2020 and to set up a fermentation center by 2024 to be able to deliver more and well fermented fine flavour cocoa beans. To be able to achieve the objectives  the cooperative wants to expand the acres of Fine flavour cocoa  provide sustainable extension services to the members and develop good marketing strategies for the cocoa business.  The cooperative also wants to increase production of convential cocoa beans from 200MT to 300MT in 2020. Improving extension services(sustainable services)  further strengthening financial management and developing a strategic marketing plan After the strategic business plan which was done in 2019 the cooperative developed a BHAG which is is to become the best high quality fine flavor cocoa producer in West Africa by improving the livelihood of the Cooperative members through growth of production and efficient management of resources. In order to realize this objective  an action plan was drawn and the focus is on production and management. Thus the project for 2020 is improving sustainable services focusing on extension services which will lead to production increase  to further strengthening the financial management and develop a marketing plan for the fine flavor cocoa which is a niche.
Seed potato promotion in Uganda UNSPPArsquo;s vision is to ldquo;Enable a self-sustaining seed potato production system for increased food security and income at house hold levels in Ugandardquo;. The general objective for  Seed potato promotion in Uganda project is the strengthening of the business run by UNSPPA  the farmer-led organization in Uganda in their efforts to realize their BHAG related to becoming the leader in production and distribution of improved seed potatoes in Uganda.    In 2020  Agriterra wants to support UNSPPA to achieve their BHAG and promoting seed potatoes in Uganda. Goals for 2020 are:Learning exchange visits conductedAnnual audit reportIncreased salesEffective implementation of developed action planCompliance with organizations regulationsPractical knowledge on seed potato growingIncreased knowledge on seed potato growingIncreased services to membersInspirational organization of seed potato business For the year 2020  Project activities are : Set demos  Feasibility study for the central storage facility  Learning exchange visits  External Audit  Marketing members seedsServices are: Follow-up on Basic Financial Management  Advice on good governance practices   Agripool mission on seed potato growing   Agricultural advisory servicesEvent: Training My.coop 2; 3; 4Event: Exchange visitExchange visit to the Netherlands
Camino a la excelencia en "Gestión Cooperativa" Se buscaraacute; lograr la mayor cantidad de mejoras en los aacute;mbitos financiero  comercial  social y de gestioacute;n.Para tales fines  se utilizaraacute;n dos talleres y una gira de estudios internacional que pueda ayudar a ampliar la visioacute;n de la organizacioacute;n y a consolidar el trabajo que haremos juntos durante el antilde;o  asiacute; como  los avances que ha logrado la cooperativa por propia cuenta en antilde;os anteriores.De igual modo  se mantendraacute; una asesoriacute;a constante que ayude a monitorear el cumplimiento de las metas propuestas en el proyecto  asiacute; como  promover el trabajo eficiente del equipo de gestioacute;n de la cooperativa.Finalmente  se apoyaraacute;n  econoacute;micamente  hasta tres actividades de seguimiento a los servicios que brinda Agriterra con el objetivo de ampliar el espectro de impacto y maximizar el nuacute;mero de beneficiarios de la organizacioacute;n. Focus on reaching the highest level in Cooperative Governance.Cecafe is a well-organised cooperative  but they still need to improve their management. Metas 2020:
Acopio: 2 700 Toneladas de cafeacute; pergamino seco.
Comercial: 105 Contenedores. Cafema International de Suiza  Falcon Coffee del Reino Unido  Benecke Coffee de Alemania  Hamburg Coffee de Alemania  Ibericafeacute; de Espantilde;a  Walter Matter de Suiza  Falcon Peruacute; de Peruacute; y American coffee de USA.
Finanzas: US$ 4rsquo;500 000.00 (Creacute;ditos) / S/ 24rsquo;000.000.00 (Ingresos por ventas).
Capitalizacioacute;n: Cada socio va a entregar 1 KG por Quintal para el Capital social.
Agroindustria: Implementar una liacute;nea de beneficio humedo en el sector Shahuindo. Iniciar la produccioacute;n de abono orgaacute;nico (6000 sacos).
Eficiencia: Integrar el sistema contable y de produccioacute;n para un manejo eficiente en trazabilidad.
RR. HH.: Crecer en 5 personas a tiempo completo en planilla.
Servicios a los socios: Venta de abono orgaacute;nico  servicio de asesoramiento pecuario y mejoramiento geneacute;tico y entregar micreocreacute;ditos para Agroforesteriacute;a.
Socios: Mejorar y/o implementar la infraestructura para el beneficio huacute;medo del cafeacute;.
Crecimiento: 30 socios como miacute;nimo.