devinitorg/iati-policy-markers huggingface dataset:
Self financially sustainable business through sunflower production and processing of cooking oil Petauke District Farmers Association was legally registered in 2004 with a membership of about 500 farmers and overtime has shown growth in its membership to 6 000 individual farmers. However  only about 500 members had renewed their membership in 2017.The association covers the whole district in terms of its operation with 150 Information Centers. Each information centre pays an affiliation fee for it to actively participate in the affairs of the association. The greatest benefit of members in the association is capacity building and Market for sunflower. The association has trained 450 members in poultry management through the poultry business matching grant awarded by the Zambian government through the Ministry of Agriculture. They have also conducted trainings in bee keeping.The association provides Lima credit scheme to members where members pay 50% to the association and the last 50% after harvest. The association makes ZMW 100 per hectare as facilitation fee of the Lima Credit Scheme. As part of the sustainability strategy  the association decided to develop and submit a concept to United States Development of Africa – USADF to process cooking oil from sunflower which they have been funded.The association has been running this business for over a year and have since managed by acquire its own land and built processing plant and office premises.The project will focus on improving the marketing of the product and financial management. It will also involve the lead farmers since they are the backbone to increased purchase of raw material and this will be done by holding a sustainable service workshop with the association in order for them to improve on their extension services to their members and increase member commitment and revenue which may lead to financial sustainability. The desire of the association is to diverse their income sources as a way of increasing their capital base and reducing on donor dependency. The association also realizes the need to increase its membership base as it has an impact on their revenue  however the association sees the need to provide more membership services to its members as a way of proving its relevance need for members to affiliate. The association also sees the need to improve on accountability and business planning.
     BHAG 2019:To become self sustainable through crop  Livestock diversification  Improve sunflower out grower scheme and increase membership base by 333 monthly as a way of increasing their capital base and reducing on donor dependency.
      BHAG 2022: To increase membership base to 10 000-20 000 as it has an impact on      the association revenue. They project will focus on marketing  member involvement and financial management
Increase in Milk production per ltr per cow Chepkorio Dairy Ltd. was started on June 15  2009 as a self-help group and later on upgraded to a Limited Liability Company on November 25  2009. In 2013 the company has changed from a private to a public company. The company draws its memberships from the whole division comprising of seven locations Kitany  Kaptarakwa  Mosop  Marichor East  Marichor West  Nyaru and Kabiemit. Currently Chepkorio Dairy Ltd. has 1 755 registered members of whom 1 133 are shareholders organized around 70 Dairy Management Groups (DMG) supplying an average of 15000L per day as at 2016. 
Chepkorio Dairy Ltd. has three collection centers. The offices and main collection center are located at Chepkorio (capacity 11 000 liters) and two satellite collection centers are located at Kabiemit (capacity 5 000 liters) and Kaptarakwa (capacity 5 000 liters). 

For the company to realistically realize its ambitions  it has to double the milk they receive from the farmers. They currently receive 15000L per day on average and it is advised that they need to grow this to at least 30000L per day before they start. 
  
After analysis of their current situation in terms of milk production and potential  finance  marketing and organizational capacity  the company has been advised to work towards their ambitions in two phases: Phase I: More milk/cow and more share capital and Phase 11: Focus on more kes/ltr to the farmer Increase milk volumes from 15 000L/d to 20 000L/d
  Increase paying members by 20% at end of 2017 see AP attached
Increased milk production and professionalised management of the cooperative <p>Company assessment of Magoye SmallholderDairy farmer Cooperative Society Ltd. was conducted in last week of February. Assessment report is available. The conclusions:</p>
<p>between Agriterra and MSDFC. It is recommended to focus Agriterra support on:<br>•?Change management<br>•?Cooperative business model<br>•?Improving knowledge sharing at farmer level<br>•?Increased understanding of board and management on their roles<br>•?Follow-up on a regular basis by Business Advisor</p>
<p>See for details the company assessment report.</p> <p>1. Increase milk production <br>2. Professionalize management of the cooperative</p> <p>Focus is on increasing the milk volumes by improves extension services.</p>
Masterplan Cooperative Development Vietnam: phase 1 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 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. Drawing up a masterplan together 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.
2018
Agriterra 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 faciliate VCA in exchanging experiences on cooperative development plans in our target provinces (Quang Nam  Daklak)  sharing success cases with other parts of the country.
Farmers-Focused Transformation Rwanda 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
International Agripool Development Agriterra mobilises hands-on experience from the Dutch agricultural sector via the so called Agripool. Experience-based knowledge is increasingly important to fulfil the demands of private enterprises wishing to connect with smallholders  so we are developing a new business strategy to reflect the changing business environment.  Agriterra started as a commitment and pledge from the Dutch FOrsquo;s  Dutch National Cooperative Council  Rural Womenrsquo;s organisation and Young Farmers Organisation  to be actively involved in Rural development cooperation  by sharing the knowledge of their staff and (board) members with peer organisations in Agriterrarsquo;s advisory practice. This approach has proven to be a very effective and valued by Agriterra clients worldwide. This peer to peer approach has contributed to the professionalisation of Farmersrsquo; Organisations and cooperatives in a number of Agriterrarsquo;s focus countries and has reached a point where they can also offer their knowledge and experience to new clients in the region. They can not only share their thematical knowledge and experience but also can cover legal and cultural aspects. Particularly  the focus countries in which Agriterra had a local representative office has many opportunities to intensify the internationalisation of the Agripool  based on the same principles and quality standards. A proven Agripool process  based on the experience and context in The Netherlands has been developed over the years and is available as a starting point for the country offices  either for application or inspiration. Agriterra s ambition is to grow its client portfolio by increasing clientele in different value chains as well and/ or in the same value chains. The demand for Agriterra services is increasing gradually as more impact is being felt at the cooperatives level in the different counties. In this regard  Agriterra will undertake  client visit(s) to with aim of recruiting them as Agripool partners.  Main objective  To introduce colleagues in Africa  Asia and Latin America that have taken up the Agripool role in their country in the different phases of the Agripool process in order to develop a high quality national / regional Agripool network.
Crash course and Agriterra - Acodea Year summit Agriterra and Acodea are agri-agencies founded and steered by the farmers’ organisations and agricultural cooperatives in respectively the Netherlands and Spain. Their mandate is to strengthen producers’ organisations in developing countries whereby they mainly act as a facilitating agency providing advisory and broker services to farmers organisations and farmer-led business initiatives
Agriterra and Acodea are members of Agricord and work closely together and both agencies share the same ambition and passion for cooperatives and farmer organisations. They are strongly aligned in terms of strategy  policies and approaches  they use the same approaches  tools and procedures and last but not least they have the same managing director.
This year many summits have taken place  but the Agriterra – Acodea 2017 Year Summit can easily be considered as the Summit of all Summits! It has become a tradition whereby all business advisors come together for a couple of days to look back at last year and to discuss plans and strategy for the coming year.
Started in January 2012 in Gaanderen with a small group of 8 advisors  in the course of time the number of participants increased rapidly. This 2017 edition more than 75 business advisors from China  Vietnam  Indonesia  Nepal  Kenya  Tanzania  Uganda  Ethiopia  Zambia  Rwanda  Peru  Bolivia  Spain  Myanmar  Philippines and the Netherlands are expected in Elspeet – the Netherlands as participant of the Year Summit.
The fast growing number of business advisors combined with the policy to work in self steering teams  makes it more relevant than ever to come together once a year to meet new colleagues  to catch up with old ones  to analyze achievements  setbacks and challenges  to talk strategy and planning  to work on skills development  to work hard and above all  to have fun!
The newly hired business advisors will participate in the Crash course  in week prior to the summit.
In 2018  no Year summit is scheduled. However  the Crash Course will remain on the agenda to be organised in The Netherlands. Newly hired staff has good understanding of Why  What  How of Agriterra and Acodea. Crash course is scheduled for week 4-8 December and Year summit in subsequent week of 11-15 December 2017.
For 2018  no Year summit is scheduled. However  the Crash Course will remain on the agenda to be organised in The Netherlands. Besides  2 online Crash courses will be conducted in 2018.
Viabilisation du business et application des principes coopératifs Une demande des champignons et de la farine de manioc devient de plus a plus croissante sur le marcheacute;.La LSC se retrouve ains en face dun deacute;fis dune offre insuffisante incapable de satisfaire la demande disponible.Par ailleurs  au cours de lanneacute;e passeacute;e  la LSC a renforceacute; les  connaissances de quelques membres impliqueacute;s dans les organes sur les principes de fonctionnement dune coopeacute;rative a travers la formation mycoop.Au niveau des autres membres ce besoin persite ceci  necessite lorganisation de plusieurs seacute;ances de sensibilisation pour que la majoriteacute; aient la meme compreacute;hension sur le fonctionnement de leur coopeacute;rative. Face a un effectifsde membre qui augmente progressivement la connaissance et la mise en  pratique des principes de bonne gouvernance au sein de la LSC se preacute;sente eacute;galement comme un besoin prioritaire. Augementation de la quantiteacute; des champignons produits le nombre de membre actifs augmente au sein de la LSC etLe deacute;partement jeune est opeacute;rationnel. Audit des eacute;tats financiersSensibiliser la masse sur les principes coopeacute;ratifsFormer les membres sur lentrepreunariat individuel et collectif(processus de constitution de leacute;pargne)Vulgariser les statuts et textes reacute;glementaires de la LSC aux membresAteacute;lier de concertation avec les jeunes pour organiser le deacute;partement jeuneOrganiser les achats groupeacute;s des substratsMultiplier les semences megrave;res et semences secondaires des champignonsFormer les membres sur la gestion drsquo;une champignonniegrave;reVulgariser et appliquer le plan de marketingOrganiser des visites drsquo;eacute;change drsquo;expeacute;rience entre les membres
COVID-19 Support Hours Philippines 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
Vers la professionnalisation  Phase 2 COOPRITU is one of the five rice project cooperatives carried out in partnership with Bralima and Agriterra. 2019 was the first year of partnership with Agriterra and from this partnership COOPRITU benefited from the support-advice of Agriterra through its Business Advisors and multiple trainings notably in the following fields : cooperative management (my.coop 1 and 2)  governance and financial management. However  towards the path of professionalization  much remains to be done  namely making the organs of COOPRITU painfully functional  improving the keeping of accounts  including young people and women in its organs. This is what this project will entail. The first objective of COOPRITU remains the delivery of the entire quantity assigned to it in the delivery plan to Bralima  ie 450 tonnes for the year 2020. The second objective remains the professionalization of its activity. Organiser un audit des états financiers de 2019 Organisation des rencontres entre les membres des organes (CA  CS et AG)Installer des champs écoles paysans Suivre l'adoption de la GIFS dans les champs des membres. Restituer des formations sur la gestion financière  gestion de la coopérative  gouvernance avec les agents et autres membres de la coopérative. Organiser des rencontres d'affaires sur le contrat Bralima au début pour fixer les objectifs et à la fin des livraison pour l'évaluation du niveau de réalisation de ces derniers Sensibiliser les jeunes à intégrer les organes de la coopération et tenir les rencontres avec les membres des organes puis revisiter les textes afin de rendre cette intégration légale
Increase rice Market position  Strengthen internal capital formation CHAURU is a  young  active primary cooperative specialized in irrigation. Because most farmers grow rice on the irrigated fields CHAURU may easily be mistaken to be rice cooperative. Established in 2003 out of a government Irrigation Scheme CHAURU provides several services to farmers. CHAURU has about 860 members depending on the water provided to grow their crops.CHAURU is an irrigation cooperative. This means the core business is about irrigation  about maintaining the channels and pumps  about having enough water to grow crops. Their member commitment is also derived from being an irrigation cooperative. There is a necessity for famers to work together within CHAURU because if they don’t do so  nobody is getting any water to grow crops.Collaboration with Agriterra  aim to increase the knowledge on how rise internal capital and also working on their vision of marketing and processing the rice from its members. CHAURUs goal is to improve the internal capital and positing in market of their processed rice. CHAURU is primary cooperative established June 2003 in Chalinze district Coast Region is the rural primary co operative society dealing with rice farming through irrigation.2020: 3 advisory services planned  market aggregation  sustainable services and market support staff 4 training to attend  BFM  youth  procurement issues and FACT and also 1 exchange visit
Enhance Member Commitment  member services improvement Initially the Union was registered as NJOLUMA meaning NJOMBE  LUDEWA AND MAKETE FARMERS COOPERATIVE UNION in the year 1985 with registration number 5050 and started operations in 1987. The main role of the union was to provide services on input supply and crop marketing of its members.In the year 1995 the union failed to perform its core business activities due to lack of working capital following withdraw of the government to guarantee loans of cooperative unions from financial institutions. After a long period without business  NJOLUMAFU restarted again in 2013 following a directive by regional commissioner to track all economic-cooperative entities in the region and identify their properties.Various efforts were undertaken to ensure the UNION is re-established  Cooperative registrar at regional level conducted meetings in primary cooperative societies where caretaker committees were put inplace. The registrar convened the first general meeting in April 2013  in that meeting members proposed and approved the name NJORECU (Njombe Regional cooperative Union) to be the new name for their UNION instead of NJOLUMAFCU. After consensus process of registration of new name took place and was successful.. NJORECU's goal is to improve the member commitment and service provision to members  processing maize by establishing maize milling machine for the benefits for the farmers and supply farm input on minimum and affordable price to its members 2020 our collaboration  will look more on member services and commitment of the member  youth involvement in election and  feasibility study on fertilizer factory
Vers l'amélioration du système financier COOPABA is one of 6 cooperatives participating in the second phase of the 20at-8529 rice project. COOPABA is a young cooperative structure of around 7 years old with many ambitions for the processing and marketing of agricultural products. Created to meet the critical needs of members in difficulty accessing the remunerative market and the sale of raw agricultural products. This young cooperative holds by different defined strategies to penetrate the industrial market of Bralima thanks to the support of Agriterra and work on the quality of table rice.
To this end  COOPABA is resolutely committed to improving production through the strategy of grouping its members at the base into associative groups and to exploit model fields in each group where new agricultural methods and techniques have been made to encourage members to increase their production. The efforts made by a total of 133 potential member producers and 7 agents prove the commitment of this cooperative enough to meet the market needs that Agriterra had just negotiated with Bralima for agricultural producers in the Ruzizi plain in general and for those of COOPABA in particular. For the year 2019  COOPABA had delivered to the Bralima a total of 300 tons of white rice as its purchase order required and for this year 2020 COOPABA will deliver a total of 480 tons of rice still to the Bralima. This project aims to facilitate the cooperative to deliver 480 tonnes of rice to Bralima  access financing and improve the income level of members. Organiser un audit des états financiers de 2019Organiser des rencontres entre les membres des organes (CA  CS et AG)Installer des champs écoles paysansSuivre l'adoption de la GIFS dans les champs des membres.Restituer les formations sur la gestion financière  gestion de la coopérative  gouvernance avec les agents et autres membres de la coopérative.Organiser des rencontres d'affaires sur le contrat Bralima au début pour fixer les objectifs et à la fin des livraisons pour l'évaluation du niveau de réalisation de ces derniersSensibiliser des membres des organes à intégrer les jeunes dans la coopérative : Sensibiliser les jeunes à intégrer la coopérative  tenir les rencontres avec les membres des organes  revisiter le texte.Organiser la journée porte ouverte