devinitorg/iati-policy-markers huggingface dataset:
Farmers-Focused Transformation South Sudan 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. 

South Sudan has been phased out from FFT at the end of 2021. 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. Farmers' Organisations and Cooperatives
JobsJobsJobs Tanzania Agriterra will implement its Jobs  Jobs  Jobs approach in African countries  i.e. Burundi  D.R. Congo  Ethiopia  Rwanda  South Sudan  Uganda   Zambia and Tanzania. Ambitious young professionals will be offered the opportunity to gain work experience in rural farmer-led businesses at known Agriterra partners. Agriterra will co-finance the salary costs of the cooperatives that have enrolled into the program and will guide the young professional and the cooperative in the development  implementation and evaluation of the personal development plan of the young professional.  In Tanzania approximately  22 jobs will be created in the portfolio of clients  EAT Fresh and CRAFT Improve the business operations and performance of  selected clients/ Organisations in Tanzania. Co-financing the salaries of young professionals and providing coaching and training to new recruits basing on cooperatives priorities
Amélioration de la gouvernance et de la gestion financière La COOPEC AGROPAS LEGRENIER est une coopeacute;rative primaire deacute;pargne et de creacute;dits qui octroie des creacute;dits agricoles agrave; ses membres dont lacirc;ge moyen est de 40 ans. Elle preacute;sente encore beaucoup dinsuffisances dans la gouvernance et sa gestion financiegrave;re : les eacute;tats financiers auditeacute;s mais non certifieacute;s  faible controcirc;le interne  documents de gestion soit inexistents soit non agrave; jour  usage du logiciel de gestion obsolegrave;te  organes dirigeants opeacute;rationnels mais agrave; capaciter en gouvernance coopeacute;rative ... Les actions de ce projet visent agrave; combler certaines lacunes lieacute;es agrave; la bonne gouvernance et la gestion financiere : installation dun logiciel performant  la formation sur la bonne gouvernance  la formation sur la gestion financiere  audit et controle interne. Ainsi lobtention des eacute;tats financiers certifieacute;s par des auditeurs agreacute;eacute;s par la BCC; document du plan strateacute;gique triennal mise en place; deacute;partement de la jeunesse opeacute;rationnel ... Les eacute;tats financiers sont auditeacute;s et les comptes sont certifieacute;s  1 politique de creacute;dit agricole est actualiseacute;e et 1 politique deacute;pargne est disponibleUn document sur la preacute;vention des risques financier est disponible12 seacute;ances de sensibilisation pour atteindre 5000 membres en decembre 2020Au moins 12 missions de suivi effectueacute;es afin de diminuer le taux dinsolvabiliteacute; en 202035 personnes formeacute;es et des outils marketing deacute;veloppeacute;sPlan operationnel 2020 et budget disponibles Organiser laudit externe de lexercice 2019Actualiser et vulgariser la politique de creacute;dits agricole et la politique deacute;pargne Analyser et eacute;laborer un document de preacute;vention des risques financiersRenforcer et multiplier les seacute;ances de eacute;ducation coopeacute;rative et sensibilisation pour augmenter le nombre des membres en insistant sur la dimension jeunesseRenforcer le suivi des creacute;dits octroyeacute;s par les agents de creacute;ditsDeacute;velopper les strateacute;gies marketing de la coopeacute;rative : Formation sur les strategies marketing et la politique de communication Elaborer du plan operationnel et budget 2020
Improve productivity and local consumption of Kipkelion Champion Coffee Kipkelion District Coffee Union (KDCU) was established in 2009 with the main goal to mill and market the members’ coffee. Part of the marketing strategy  which also aligns to their startegic plan focusses on sale of kipkelion processed coffee to the local market. This will be done through the establishment of a coffee shop in Kericho town. but this requires a good product and clear visibility initiatives that will ensure the local coffee is adopted by the local consumers. the other focus is to support kdcu to improve production of of ots coffee. this will be done through  support towards a soil fertility mission  investment in soil kits  and training of key staff in quality. these activities will ensure that KDCU coffee wins the attention of both the local and international buyers and hence increased profit margins therefore better pay to farmers by atleast 5-10%. 2020:1. Improved Quality of coffee produced and processed.2. Promote local consumption of Kipkelion Champion Coffee3. Make Youth council vibrant4. Create higher break even margins - increase financial skills of managers and leadersThe goal for 2019 collaboration with KDCU is targeted towards:i. Improved productivity from 1 950 000kgs to at least 2 500 000kgs.II. Promote local consumption of Kipkelion Champion Coffee 2020 Plan1. Support towards the Youth council  create vibrancy in the YC2. Increased Marketing initiatives for newly branded coffee3. Business review mission  budgeting and Financial management training to ensure improved incomes4. Direct market linkages via AFCA conference.The following activities will be conducted in 2019 action plan that will ensure improved productivity and promote local consumption of Kipkelion Champion CoffeeImprove the branding of KDCU to create better visibility of the union and its product; Promote the champion coffee brand through a launch event; focus on productivity through ensuring farm managers and extension are trained  procurement of a Soil analysis kit and soil fertility mission; conduct a financial management training to improve financial administration in the union.other cross cutting activities include a  female leadership training for its female leaders  specifically targeting the Women in coffee organisation and the youth council experience sharing workshop for the youth council leaders.
Masterplan Cooperative Development Vietnam: phase 2 In 2016 Agriterra established its office in Vietnam and started up activities with several cooperatives and its alliances. Government and stakeholders have been lined up to Agriterra's added value in the field of cooperative development. 
On 8 February 2017  Agriterra presented its ideas on Cooperative development needs in Vietnam at a high-level workshop for the Vietnamese government and the Vietnamese Cooperative Alliance  hosted by the Dutch government.
On the basis of the positive feedback from Vietnamese stakeholders  the strong bond with the Dutch government in Vietnam and the will of Agriterra to make a difference for farmers and its organisations in Vietnam  the moment is there to start a masterplan with the Vietnamese Cooperative Alliance  government and other stakeholders to work towards a new and improved landscape for cooperatives and its members. Contribute to a masterplan on cooperative development in Vietnam together and aligning other stakeholders to this plan Agriterra took the initiative to start a long-term collaboration with the VCA in the next years by drawing up a masterplan together on cooperative development in Vietnam together and aligning other stakeholders to this plan. Agriterra will be the co-executor with VCA of this plan.In the project interventions will be done in the field of making cooperatives bankable  governable and legitimate towards their members. And to start up a knowledge agenda for cooperative management.2018Agriterra aims to strengthen the services of VCA and its affiliates toward provincial CAs and primary cooperatives  by development and provision of tailor made training on relevant topics like Value Chain development  Governance and FACT. We also facilitate VCA in exchanging experiences on cooperative development plans in our target provinces (Quang Nam  Daklak)  sharing success cases with other parts of the country. 2019Follow up recommendations from 2018 activities results of tailor made training program  in 2019 support activities from Agriterra will focus on establishment of agri-poolers of VCA  in fields: (i) Value chain development and (ii) Strategic Business Planning on cooperative level.2020 In this year support activities from Agriterra will focus on new topic to VCA to strengthen skills and knowledge in Governance and Supervisory Board training and to raise awareness for cooperatives and stakeholders on climate change adaptation and mitigation in agriculture.  3 Goals of 2020: (i) VCA to have a leading role in collective economy development in Vietnam (ii) VCA to make big contribution to legislation improvement for collective economy and cooperatives (iii) VCA to become professional service provider to cooperatives
Chickpea processing factory set up Becho Woliso farmer Cooperative Unions established in 2000.  The union was founded with establishing capital of 140 000.00 ETB and generated from 10 primary cooperative societies  which hold 11 599 farmers. The union is one of the pioneer farmers’ cooperative unions in Ethiopia. The Union has been established in South-West Shewa Zone Oromia regional state  specific town called Tulubolo. Currently  the union capital grew to 120 million ETB and member cooperatives are increasing to 84 PCs. The union provides different services to the members such as supply of agricultural inputs  output marketing  transportation services  value adding to agricultural outputs and social services. Besides  the union has also proved in the effectiveness of internal capitalization and able to mobilized 22 million ETB for chickpea food complex establishment. Becho would like to create the first farmer owned state of the art chickpea processing facility. The main goals for the 2018 AP are:
1. Support on the set up of the chickpea factory with technical knowledge2. FACT training and follow up
Scoping  assessments and audit services Zimbabwe 2020 Scoping and assessments of potential new clients and provision of audit services in Zimbabwe. In 2020  Team Zambia aims to build a client portfolio of 4 clients in Zimbabwe. Main focus will be exploring possibilities to work with primary cooperatives with a business focus  including in the horticultural sector to link up with the RVO-funded Horticulture Centre of Expertise project with key Dutch horticultural companies. 4 clients in the Zimbabwe portfolio. Scoping and assessments of potential new clients and provision of audit services in Zimbabwe. In 2020  Team Zambia aims to build a client portfolio of 4 clients in Zimbabwe. Main focus will be exploring possibilities to work with primary cooperatives with a business focus  including in the horticultural sector to link up with the RVO-funded Horticulture Centre of Expertise project with key Dutch horticultural companies.
Increasing production and output marketing of Niger seed and Chickpea <p>Limu Enera Union was established on 27 February 2006  as a multi-purpose farmers 'cooperatives Union initially with 11 legally registered PCs. Currently  the union is comprised of 55 PC members providing input provision  loan  and marketing services. Since the start of the C4C project in 2013  the union has managed to develop a feasibility study on Niger seed edible oil processing  and a sound five years strategic business plan. The union and its PCs have furthermore accessed organizational strengthening support and on site coaching for improved production  introduction of new varieties for Chickpea and Niger Seed  financial management  and output marketing. The feasibility study advised the union to focus on Niger seed output marketing  domestic and export markets  instead of focusing on processing. However the 2014 output marketing performance of the union was almost zero for Niger seed. The union was focusing more on coffee  instead of including Niger seed business. In 2015 the union managed to buy 420qt of Niger seed and the union now has the ambition to increase this amount in 2016. This year will be the final year of the C4C project in its current modality and therefore it is for now assumed that this will be the phase out action plan. However if Limu Enera shows significant improvement and energy in output marketing and implementation of the action plan  possibilities of continuation in the future is feasible under a potential new C4C project or directly under Agriterra. The 2016 action plan will specifically focus on: <br>- Improving operational efficiency and output marketing of PCs through supporting salary of 4 PC managers.<br>- Realize output marketing of 1000 qt Niger seed and 500 qt of Chickpea on local/international markets.<br>- Capacity building on improved agronomic practices at farmer level for Niger seed and Chickpea and introduction of PICS bag (1000 bags). <br>- Introduce the concept of Internal Capitalization and develop a future action plan to increase own capital.</p> <p>- Improving operational efficiency and output marketing of PCs through supporting salary of 4 PC managers.<br> - Realize output marketing of 1000 qt Niger seed and 500 qt of Chickpea on local/international markets.<br> - Capacity building on improved agronomic practices at farmer level for Niger seed and Chickpea and introduction of PICS bag (1000 bags). <br> - Introduce the concept of Internal Capitalization and develop a future action plan to increase own capital.</p> <p>The 2016 action plan will specifically focus on: <br>- Improving operational efficiency and output marketing of PCs through supporting salary of 4 PC managers.<br>- Realize output marketing of 1000 qt Niger seed and 500 qt of Chickpea on local/international markets.<br>- Capacity building on improved agronomic practices at farmer level for Niger seed and Chickpea and introduction of PICS bag (1000 bags). <br>- Introduce the concept of Internal Capitalization and develop a future action plan to increase own capital.</p>
Acting Now Burkina Faso 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
Governance improvement and Infrastructure management UWAWAKUDA LTD is a primary cooperative that was founded in 2006. The cooperative has 909 members of which 556 male and 353 female (2018). The has a staff of 8 people and a Board including 5 members. The main task of the cooperative is to rent out the land to farmers and to take care of the operation and maintenance of the irrigation system. The cooperative wants to invest in warehousing and irrigation infrastructure (phase II) and is looking for support in training farmers on various issues (capacity building). 2020 goals is make awareness on- Youth involvement- marketingrecording keepingsustainable servicecreate awareness of financial managemnt2019 as  first year the goals are1. having knowledge of coop governance and  advice on changing to good governance.2.  prepare strategic plan. 2020  collabaration with UWAWAKUDA is make initiative on 100% implementation of Stategic plan  youth involvement and market awareness. In this half of first year 2019 of collaboration  Agriterra agreed with UWAWAKUDA to have no budget only Advisory mission - development of strategic plan   and training- cooperative governance training and basic financial management
Scoping and Cooperative Assessments Nepal 2018 Mapping of potential new clients in Nepal and the assessment of potential new clients in 2018. Mapping of potential new clients in Nepal and the assessment of potential new clients in 2018. Expected: 
All desk work related to scoping  assessment  and study tours
2-3 scoping rounds
4 cooperative assessments  2 organisation assessments  and 1 study tour
3 consultancy assignment
3 networking events/personal development
Towards organisational sustainability and increased marketing performance <p>Duro Abaro Grain marketing Farmers’ Cooperative Union Ltd is established in October 13  2012 with 15 primary cooperatives. Currently  the union has 17 member cooperatives working in two districts in west arsi zone of Oromia Regional State (Shashemane and Arsi-Negelle) with a total member farmers of 2 024. The members of Duro Abaro Grain marketing Farmers’ Cooperative Union mainly produce Wheat  Barley and Maize in order of their importance.</p>

<p>The performance of the union in implementing 2013  2014 and 2015 action plan was fascinating. The union has marketed about 3 200 quintals of wheat  6 300 quintals of wheat and 35 258 quintals if wheat in 2013  2014 and 2015  respectively. The main achievements the union showed is mainly as a result of the union' willingness to translate the advisory services provided to them in to meaningful actions. Among  the best advisory services Agriterra provided to the union exists working capital mobilizations and business plan development (Agripool-Mission)  Proposition of commision based marketing strategies to enhance more and more membership participations in to Agricaltural commodities output marketings.</p> <p>To strengthen the organizational capacities to improve the marketing performance of the union (4000 MT wheat grain output marketings) with 10%</p> <p>Eversince  Agriterra project commencement  the union has acquired various organizational strengthening supports  and techincal capacity buildings that outshined the union performances up to the current year. Despite the good performances so far  Duro Abaro Union is still institutionally week  and have little capital bases  &lt; 2 million ETB.</p>

<p>In 2016  Agriterra focus areas should be provide further organizational strengthenng services to the union and top primary cooperatives. Agriterra support services should also enhance the union and its memeber primary cooperatives so as to improve their purchasing and sales capabilities theirby increasing output marketing performances of the union by more than 10%. (Please see the union 2016 action plan for the detail project activities)</p>