devinitorg/iati-policy-markers huggingface dataset:
Implementing efficient wheat grain sourcing model and boosting wheat flour market <p>Raya Wakena Farmers' Cooperative Union is established in March 2004 as a Cooperative Union with 9 legally registered primary cooperatives. Currently  the union has 73 primary cooperative members. The core-businesses of the union include  distribution of inputs such as fertilizers and seeds  farm services  mechanization services  seed cleaning  output marketing and facilitation of credit services to its members. Since the start of Agriterra project collaboration with the union  the performance of the union in implementing C4C project has been incredible. The union has output market 17 000 quintals of wheat  28 500quintals of wheat and 63 000 quintals of wheat in 2013  2014 and 2015  respectively through deploying sound marketing models that enhanced member participation so greatly. The union has also acquired wheat flourmill factory in search of further wheat grain value additions. Efferts made so far to mobilize resources through internal capitalization is only half way with the union capitalizing only 12 052 920.20 birr from member farmers in 2015. With the emerging flour factory business  a new market seemed to create a new opportunity for memeber farmers which calls for an interventions at the union and PCs level for implementing sound product sourcing model in the form of contract farming so as to ensure adequate wheat grain supplies to the flour factory  as well as setting up proper marketing deal arrangements with buyiers and input service providers. On the same development  while HRM advisory services that Agriterra have provided have contributed to the adjustmenets in the union's Organizational restracturing  there needs to be critical improvement measures that needs to be implememnted in the areas of professionalizations of the union accounting system.</p> <p>- Implement efficient wheat grain sourcing model so as to ensure 120 000 quintal of wheat grain supply to the flour factory. <br>- Market outlets identified for 72.000 quintal of flour and 48.000 quintal of wheat bran</p> <p>The 2016 action plan is the continuation of the previous projects since 2011. Consequently  the main intervention that has been proposed include among the others: <br> 1) Techinical supports in the collection of 11 million birr from memeber farmers. 2) Providing techinical supports in Contract farming design and implementations so as to ensure the collection of more than 120 000 quintals of wheat grain to wheat flour mill factory  and ensure 72 000 quintals wheat flour to different buyiers and 48 000 wheat bran to memeber farmers 3) Conducting purchase and sale coaching tracks at 30 PC levels thereby ensuring sustainable wheat supplies to flour factory 4) Professionalizing the union accounting system through providing peach tree accounting software and frequent coaching on strategic FMT action points 5)Improving agronomic practices of 90 farmers and extension agents leading to quality wheat grain supplies to union flour factory</p>
MICU enhancing the members' business MICU Ltd. is a cooperative union  in the South West of Tanzania  with its office in Mbeya. MICU is formed by 12 affiliated AMCOS (Agricultural Marketing Cooperative Societies = primary coops). It mainly facilitate collection and marketing of coffee for its members  besides rental of buildings  farm input supply and marketing activities. It has 7 elected board members  all from the affiliated AMCOS. The board is supported by the General Manager with his staff of an accountant  assistant accountant  secretary and driver. Internal auditor and procurement officer are vacant.
MICU is the result of several (governmental orchestrated) merges and separation of unions in the southern highlands of Tanzania in the past 30 years. It renewed its registration in February 2015. 
MICU wants to revive its relationship with the cooperative members and provide more market access to them. MICU is aware that its members are producing several marketable crops besides coffee but that they lost confidence in their union over the years  hence widespread side-selling. MICU's goal is to improve the communication and service provision to members  ultimately for regaining trust  increasing the crop volumes channelled via the union and increasing the benefits for the farmers. 
A company assessment was performed in June 2015. A collaboration with Agriterra is expected. MICU's goal is to improve the communication and service provision to members  ultimately for regaining trust  increasing the crop volumes channelled via the union and increasing the benefits for the farmers.
2018 : MICU the goal in this year as 6 month contract  will go deep in audit of Financial Accounting   finalizing balance sheet restructuralisation 2016: In this first collaboration year with Agriterra MICU will prepare itself to be able to enhance more business opportunities for it members by linking them to markets. Micu will start restructuring its balance sheet by surveying and revaluating its assets  improving its member database as well as the regular communication with members (know their needs for services)  improve its farm-input provision and increase its knowledge of the coffee value chain within and outside Tanzania.
2017: Micu underperformed in 2016  therefore only few activities are planned for 2017  to be able to monitor progress strictly. Focus will be on strengthening leadership and youth participation. Next to this more efforts will be put in increasing marketing  sales.
2018: In this year MICU will put more efforts in Financial health improvement by restructured Balance sheet reflecting real values
Establishing Animal feed processing factory Simret FCU is founded in 2004 in the Tigray National Regional state and encompasses 19 Primary cooperatives and 30 252 farmers in the district Saese Tsaeda emba. Since its establishment it has been limited inthe distribution of farm input industrial products and consumable items to member PCs/farmers. The union has been profitable with their narrow business portfolio in the input business. But now the union and its leaders anticipate robust engagement in output marketing business as well. Member farmers mainly produce temperate area crops such as wheat barley and maize. The soil is better and there’s also unevenly showering rain. In this area farmers can grow wheat barley maize and some vegetables such as tomato potato and onion.
* assisting the union on establishing animal feed processing factory for benefiting the members and become profitable farmer led business activity* connecting the union with financial institutions/ Banks for the business Support the union to engage on Animal feed processing factory and cattle fattening business. Conducting Feasibility and implement the another activities till End Of December 2018.
Strengthen rural financial services - position  enhancing agricultural activities 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   to improve agricultural activities and youth involvements 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. also to improve agricultural activities and youth involvements.
Governance and leadership - Asia Governance and leadership are the heart and motor of cooperatives. That is why Agriterra developed several products and trainings on this topic:
•       Cooperative Governance training
  
•       Supervisory board training
  
•       Member commitment
  
•       Gender  female leadership
  
•       Youth
  
•       HR management Strengthened governance and leadership of farmer organisations and cooperatives in Asia.
Business development - East Africa Agriterra professionalises ambitious farmer cooperatives and organisations worldwide.
  
Agriterra believes in farmer ownership to fight poverty and stimulates social-economic strong and vibrant rural areas. Cooperative expertise and peer-to-peer advice from the Dutch agri  food top sector are key principles, advice  training and exchange the key methodologies.
  
 
  
Agriterra developed a range of practical training products for cooperatives and agricultural organisations in developing countries.
  
 
  
Under this project  trainings on business development are covered. Agriterra developed several products and trainings on this topic:
  
 
  
•       Training of trainers My.COOP
  
•       Marketing basics training
  
•       Financial sustainable services
  
•       Value Creator Professional farmer cooperatives and organisations  bankable cooperatives who are resulting in profitability  solvency and higher incomes for members. Professional farmer cooperatives and organisations  bankable cooperatives who are resulting in profitability  solvency and higher incomes for members.
Viabilisation des coopératives membres de COCOCA pour l'essor du business L'union COCOCA a son siège établit dans la ville de Bujumbura au Burundi et avec 39 coopératives de base au sein des provinces dont 27517 membres  individuels. Elle a  une grande ambition de croissance au sein de la filière café au Burundi. Elle compte rentabiliser et viabiliser ses coopératives primaires à la base pour donner de la force à l'union qui se trouve au sommet. En effet  ces coopératives devront développer des capacités nécessaires de gestion et augmenter les capacités productives pour une autonomisation. Le présent projet va renforcer la participation des membres dans l’élaboration et la mise en place  des documents administratifs et financiers au niveau des coopératives a la base.  De plus  le consortium COCOCA sera appuyé a travers ce projet  dans le processus  de recherche de la validation des produits végétaux  et organiques utilises  par les coopératives membres de COCOCA pour le certificat  organique du café. En effet le processus a débuté en 2018  avec l'institut de Recherches Agronomiques du Burundi  (ISABU)    et  une convention de collaboration et de suivi  (respect des posologies) est attendue  cette année.  Cette convention permettra aux coopératives d'utiliser professionnellement les produits végétaux et organiques  et  augmenteront les chances de vendre leur café avec certificat organique. La vente de café avec certificat est une stratégie  d'augmenter les revenus du cafeiculteurs puisqu'il ya des primes pour le café vendu avec certificat. Enfin  COCOCA en tant qu'organisation des cafeiculteurs  qui a la mission de commercialiser le café de ses membres   le present projet va contribuer pour faciliter la connexion de COCOCA sur le marche  via la participation dans des foires internationaux comme AFCA. participationProfessionnalismeAccès au mache 1. Traduire  les codes de conduite de la certification et de l'environnement  en langue nationale2. Élaborer un plan d'investissement  pour 10 coopératives membres 3. Recherche action sur la posologie des produits végétaux  organiques avec ISABU4. contribuer a l’élaboration des plans d'affaires pour 15 coopératives membres  5. Contribuer a l’établissement des états financiers de 26 coopératives membres 6. contribuer  a l’élaboration des rapports d'audit de 08 coopératives membres7. participer dans les foires internationaux  AFCA -Kenya
Improving the performance of member cooperatives and expanding the union's business portfolio. <p>To deepen the support of Agriterra and amplify the unions performance  PC focused intervention is required. PCs have multifaceted challenges and shortcomings  that hinder their and the union's overall performances. Using an assessment tool  11 PCs have been assessed to identify their main gaps. After the assessment result  a reflection workshop has been organized to discuss the findings and propose solutions. Based on the proposed solutions the following intervention is developed. To deliver the intervention  3 capacity builders in different discipline will be recruited to spend most of their time coaching and capacitating the PCs.The 2015/16 market season was challenging for Dansha with the fall of international sesame price and difficulty of obtaining adequate working capital from banks. it is becoming inevitable for the union to expand its business unit and lessen the dependency on sesame which is highly volatile and beyond the realm of control. The union needs to examine & diversify into possible investment opportunities by developing strategic plan and feasibility studies. Dansha is based in a district  which might have good investment potential in sorghum  cotton and fattening. Owning a 5 year strategic plan and execution is part of this action plan.</p> <p>The overall Objective is: - identify alternative sources of business investment/Agro-processing  - Capacitating 20 PCs  enable sourcing 2000 MT of sesame from capacitated PCs. &nbsp;&nbsp;</p>
Trainings and events in Vietnam 2020 All trainings and events that are involving more than one client in Vietnam in 2020 Trainings and events for clients in Vietnam in 2020 Two trainings on Youth Participation Workshop with participation of 7 clients.One workshop of Contemporary Workshop in Dak Lak to increase awareness on new cooperative model among stakeholders of the province.An exchange visit involving 5 of our rice cooperatives (An Lo  Ai Nghia  Quang Tho  Thang Binh  Toan Thang) to seek knowledge exchange between partners  share insights and way to move forward facing the sectoral challenges:  application of technology and innovation in rice production.
Subsidy agreement Ethiopia - administrative A subsidy arrangement has been made between Agriterra HQ and Agriterra Ethiopia. Yearly  based on allocated amounts and budgetting for projects and overhead costs a budget will be agreed upon.
The following obligations are attached to the funding:1. The activities made possible by the funding are carried out under the responsibility of Agriterra Head Quarters and in the manner indicated in each annually submitted activity plan  budget and cash flow forecast.2. Agriterra Ethiopia is obliged to forward a written notification when it is likely that the activities for which funding is granted  will not be performed  will not be performed on time or completely as planned  or if they cannot meet the obligations arising from the funding.3. Agriterra Ethiopia will  when discovering (suspected) irregularities in the implementation of the funded activities (such as fraud or any other irregularity) submit thereof immediately a written report to Agriterra Head Quarters  in which also the financial consequences are shown  and the measures taken in this regard. Agriterra Ethiopia also includes in the annual progress report or final report  a list of all the reports referred to above  financial interests and measures taken. The activities are made possible with funding from are carried out under the responsibility of Agriterra Head Quarters
Organisation de la production et la commercialisation de l'oignon(semence et bulbe) L’UNION LAMBOU est une organisation paysanne composée de 196 membres repartissent dans  5 coopératives membres travaillés sur un périmètre de plus de 120 hectares. Les membres sont dans la culture maraichère avec une force de production  de bulbes et de semences d’Oignon de plus 70% et une production de carotte non négligeable 30% aumoins. L’Union possède un gestionnaire  un animateur endogène  sous la supervision d’un comité de gestion (Président  SG  TG). Le projet porté par l'Union des sociéts cooperatives LAMBOU se focalise sur les espect  technique de la production(semences et bulbes) de l'oignon et la commercialisation( locale - exportation). la formation du CA sur les outils de gestionn. l'audit des rapports financiers de 2019  de la cooperative et l'organisation commercialisation. Pour la premiere année le projet vise a la purification des semences en allant vers la certification. 1. Appui à la réalisation  des contrôles internes et  des audits externes2. Appui à la mise en place des outils  et procédures comptables (Manuel des procédures   logiciel de comptabilité  équipements informatiques)3.  Appui l’acquisition des semences de base4. Appui à l'organisation d'une journée de reflexion comprenant tous les acteurs de la chaine de valeur
Efficient Milling and Marketing of Coffee II MCCMMCU was set up in 2014 with the aim of milling and marketing all coffee from Meru county. The union is an affiliation of Meru central coffee cooperative union  Meru north coffee union and Imenya (which is a registrered cooperative belonging to large estate owners). The union should be serving the 48 primary cooperatives in Meru county  however  only 36 primary cooperatives utilised their services in 2018 though more are expected in 2019. The union was able to mill and market more than 1486 tonnes of clean coffee in 2018 and for the first time since inception saw a remarkable improvement. 
Due to some serious interventions in 2017 and 2018 on operational efficiency enhancement  governance  financial management and precise execution  MCCMCU were able to improve the bottom line and were expected o brea-even at the end of 2018. In 2019  it is expected that such interventions will continue and the areas of focus expanded to include professionalisation of existing management structures  continuous strengthening of governance and improvement of financial management to support the milling and marketing of upto 45000 bags of parchment coffee (1600 tonnes of clean coffee) in 2019. 1. Attain optimal operational efficiency for MCCMCU to operate effeciently
2. Professionalize further the governance and financial management to support the goal of operational efficiency
3. Deepen the marketing knowledge within MCCMCU to be able compete for the global export market.
4. Re-align the strategic objectives of MCCMCU for the next three years for them to be able to deliver value to its members. Project   Activities
       Workshop on member services and formulation of an extension   strategy
       Implementation of the formulated extension strategy
       Redesign  train (staff and board) and follow-up implementation   of a KPI dashboard
       Roll out of the governance's Plan of approach
       Induction of the new board Sub-committees
       Hire a new Marketing staff
       Annual SP review workshop
       Exchange visit to AFCA
Strengthening and Capacitating Debark and Wabi farmers Unions in collaboration with Helvetas Ethiopia Identify activities or plans for Cooperative Assessment and check their current status. make a short scoping assessment for a future project collaboration with Helvetas Ethiopia.
Organización exportadora de cacao  líder en la Región Ucayali Convertirse en la Cooperativa exportadora de cacao número 1 de la Región Ucayali y promover y liderar una alianza de cooperativas productoras de cacao a través de un servicio de acopio centralizado. Elaborar un plan estratégico coherente con los nuevos objetivos de negocio de la cooperativa  definir un plan financiero que sostenga las actividades futuras orientadas al cumplimiento de esos objetivos y  por último  crear los lineamientos de calidad y trazabilidad que la demanda productiva de la cooperativa y el mercado necesitan. SN
   Tema
   Acción
   Resultados esperados
        
    
   Actividades del proyecto
    
       P.1
   Governance
   Revisión   y rediseño de los Estatutos y el Reglamento interno de la Organización
   Tener   Estatutos actualizados y un Reglamento interno acorde a la nueva visión de la   Cooperativa
       P.2
   Financial   management
   Elaborar   e implementar un Manual de procedimientos administrativos y financieros
   Tener   un Manual de procedimientos administrativos y financieros
       P.3
   Organisational   Development
   Consultoría   para elaborar el Plan estratégico  el MOF y el ROF.
   Obtener   un Plan estratégico  un MOF y un ROF
       P.4
   Organisational   Development
   Campaña   de sensibilización a los socios
   Tener   socios sensibilizados en temas de la Cooperativa y medio ambiente
       P.5
   Production
   Participación   en curso sobre certificaciones
   Miembros   del área técnica capacitados en certificaciones
       P.6
   Organisational   Development
   Capacitación   en temas cooperativos (Cooperativismo)
   Mejorar   el conocimiento y la capacidad de los socios
       P.7
   Governance
   Capacitación   en motivación y liderazgo
   Contar   con socios motivados y capacitados en liderazgo
       P.8
   Financial   management
   Contratar   a un contador in house
   Tener   un contador a tiempo completo en la cooperativa para que se encargue de todas   las labores relacionadas con el área contable.
COVID-19 Support Hours Burundi Agriterra aims to distinguish itself from other donor organisations by supporting our clients with useful business advice during the COVID-19 Crisis. This support aims to a. challenge our clients to think ahead and limit the impact of the crisis. b. Unburden the management and c. to facilitate communication between cooperatives for peer2peer learning. This support aims to a. challenge our clients to think ahead and limit the impact of the crisis. b. Unburden the management and c. to facilitate communication between cooperatives for peer2peer learning Awareness Creation for ClientsHelp Desk Service/Online Platform/’Workplace for Clients’Webinars with Agripoolers/Local BA’s
Improving coffee production for Sustainable Business Wino Agricultural Marketing Cooperative Society (WAMCS) is a primary society established in 1993  as the commercial organisation of WIDA  a Swedish-supported NGO-  created in 1990. A SACCO was also created parallel. The Swedes left in 2006  creating a huge challenge of doing things without donor money. Of the 1100 members  some 500 subsistence farmers are dormant members  as one cannot leave the coop voluntarily. 400 farmers contribute to the economic activity of the WAMCS: All of these 400 members grow maize and beans  while 200 of them also grow coffee. The coffee is mainly practiced by the older members  as no youth seems to be interested. At the end of 2015  the relation with Agriterra was on hold for almost one year (2016) 2018: Year 2017 for WAMCS was successfully because they manage to increase  number of members and also to analyse them selve in business. for this year 2018 for focus will be on data and statistics for business planning. 2020: will focus on improving coffee production improving its communication with members regularly (know their needs for services)  improve its farm-input provision and increase its knowledge of the coffee value chain within and outside Tanzania. Also enhance performance youth council  the collaboration WAMCS amp; WINO SACCOS will continue to improve the board of WAMCS. Project Plan are improvement on Coffee farmer amp; creating coffee farmer groups and preparation of Strategic Plan for Poultry business