devinitorg/iati-policy-markers huggingface dataset:
set up of the union activities and strengthen primary cooperatives Liben Farmers’ Cooperative Union LTD  is organized as per the Ethiopian cooperative proclamation no 147/1991 in the year 2005. The union is established to solve primary cooperatives common social and economic problems that are difficult to solve at individual Primary cooperative level.The Union is located in the south-west shoa zone Oromia Region in Woliso town which is 114 KM from the capital city of Addis Ababa. The union was established by 18 primary cooperatives and with 20 817 individual farmers of and with a starting capital of 180 000 ETB in 2005. The union is working in four districts (Waliso  Goro  Wonci and Ameya).The union is a service-oriented business organization that is owned  controlled  and managed by its members. The union has been able to achieve a remarkable progress in the last 12 years. The union has been able to increase the total number of its members from 18 to 107 PCs in 2020 and increasing its capital from 180 000.00 to 24.4 million ETB and currently serves 41 589 (Male= 38 166 F=3673) individual farmers. When the union was founded it had only one manager and one accountant each with a diploma. Currently  the union has 55 employees and the educational level ranges from diploma to second degree.The major crop grow in the area are Wheat  teff  barely  maize  chickpea  pea and bean etc. the union has 60 hectare of land and to solve the seed shortage of the members the union engaged in seed multiplication of Chickpea and have ambition to engaged in Irrigation business. In addition  the union working with different stakeholders like Ambo University  Asela malt factory  Diago etc.The Union has been serving its cooperative members and the rural farming communities of the 4 districts by providing them with different services such as;-Provision of Agricultural input  supply Consumed  and industrial goods  providing output marketing services  Mechanization services  Farmer service centre  supply animal feed and so on with objectives of increasing production and productivity of agriculture and reduction of rural poverty to improve the living standards of the members. Development of comprehensive five- year strategic plan in order to have clear future directions and able to achieve its business ambition in a planned manner. The 2020 AP focused on the following activity1. Development of five-year strategic plan2. Purchasing and marketing training to primary cooperatives3. Digital accounting system implemented  up to date  and used to make business decisions.4.   Improving the governance system of the organization
Increasing productivity and services to members UCORIBU is an aggregator of rice of 10 affiliated cooperatives in the Southern province of Rwanda. It has a joint venture with the Australian company Intercity Millers (ICM). In 2006-2007 the government offered to privatize its rice factory and UCORIBU mobilized its members to gather the required capital of 100 000 000 RWF. 53 000 000 RWF was mobilized by a limited amount of members  who got 40% of the shares in their name. ICM acquired 60%. The remaining 47 000 000 RWF was payed of in the following years with the revenues of the factory. The Union therefor as 2 speeds: it represents 13 014 members through 10 cooperatives who benefit from the joint venture as their buyer and through annual bonuses. The other group are the members that have invested directly in the joint venture in 2006-2007  when the value of one share was 18 000 RWF. People could however also invest smaller amounts  which had direct consequences for their dividends.UCORIBU is active in rice collection  bulking  processing  and animal feed. The Union hence provides quality seeds to the cooperatives and provides guarantees to farmers looking to access fertilizers on credit.In the action plan  we are working on production and member commitment by establishing 10 demo plots at the cooperative level  organizing visits of farmers to the factory  and organizing youth workshop to increase their involvement in the cooperatives activities. Agriterra will support UCORIBU in strengthening the union and its member cooperatives governance  financial management and streamlining the role of youth in member cooperatives. Increasing productivity and member services The project is about increasing productivity and services in order to increase the business capacity of the union and its factory. Agriterra committed to support the union in the following activities: Soil testing External audit for UCORIBU and its 10 cooperatives Participate in agrishow Developing information sheets (leaflets/fliers) containing AGM decisions and season updates and distribute them to members User group Visit to Gikonko rice factory
Increase commitment of members through basic cooperative principles The Junar Central Cooperative Union (JCCU) was established in   2008. It is a federation of 43 Primary cooperatives and 2 district   cooperative (Sindhuli and Ramechap) unions representing about 7626 individual   farmers. JCCU has the mandate to advise and provide services to the district   unions  the primary cooperatives and its members. JCCU is active in   networking and lobbying with district  zonal and national government and   third parties. Furthermore JCCU initiates  organizes and monitors the   investment they are doing on behalf of the members. JCCU is positioning   itself more and more as a business partner for the cooperative farmers. JCCU   recently invested in a Junar processing plant where Junar is cleaned  waxed    graded and packed and partly processed into juice. Farmers sell part of the   Junar directly to the market and partly through their coop to the union for   the factory. JCCU has committed itself during a strategic planning workshop   to address 3 strategic objectives in the coming 3 years: 1) establishing a   modern Junar tree nursery  2) building the management and governance capacity   of the primary cooperatives  and 3) increasing the sourcing and marketing of   Junar from the primary cooperatives.In order to ensure a regular sourcing to   the factory members must be committed and understand the added value of the   cooperatives. The main focus in 2018 is to continue the activities which has   remained in 2017. The activities mainly focuses on building members commitment by creating  awareness to   members on the cooperative principles  governance  providing services to the   farmers  networking with other development agencies and reviewing the   activities implemented and its outputs. To gain members commitment for the smooth operation of farmer led business of oranges and to aware PCs on the role and responsibilities of JCCU and PCs for successful operation of its business. The project will be executed from January-June 2018. The activities in the project mainly focuses on building members commitment by creating  awareness to members on the cooperative principles  governance  providing services to the farmers  networking with other development agencies and reviewing the activities implemented and its outputs.
Organisational Completion for acceleration of business Thanh Binh Cooperative (TABI) is a young cooperative that newly established by beginning of 2018  with 263 are active farming households. TABI ambitious is to sale of 100% dragon fruit for its members; However  at the moment the business case is not yet sufficient and far away from making a profit. 
During this start-up phrase  it is importance for TABI to enhance member commitment by increase number of transation to the Coop. Beside the cooperative should pay most focus in developement of a sustainable business that realising their ambitious. As being a young and active cooperative  Thanh Binh cooperative (TABI) aims at completing its organization structure and operation then leading to a boost in its business Rolling out of MyCoop to MembersMarket SurveyDevelopment of Business StrategyCoaching and advising client to operate the action plan  especially marketing plan  governance improvementCoaching and advising client by Business advisor expat  NLParticipate in Marketing Basic TrainingParticipate in Financial Management Training
Increased sustainability through increased income and membership Nyimba District Farmers Association was established in 2006 with vision to have food secure and income secure households in the whole district through sustainable agriculture. NFDA has 1159 active members  and 1302 members in total. The members pay membership fees. NDFA is affiliated with ZNFU  and ZNFU runs national level programmes that are channelled through the NDFA to reach the members. Members are small/medium emerging farmers gradually producing for the market. Main commodities in the district are maize  groundnuts  sunflower  soya  sweet potatoes  cotton. BHAG: A financially self-sustained organisation with 3.000 members in 2020. For 2018  the aim is to cover its core costs/overhead in 2018 from membership fees/advisory services provide quality services to the current (2017: 1400 paying members) with trusted partners  focusing on improved crop production and productivity  resulting in better supply management and boosting processing of sunflower and peanut and the marketing  hence improving the agribusiness wing of NDFA.Through effective service provision using lead farmers this BHAG will be achieved. Support is needed in governance  financial management  services provision and business development. As another donor supports the agribusiness component  Agriterra will not intervene in this implementation but will support in the marketing aspects. This project will focus on:
Training production through farmer field schools and sunflower demo plots
Coaching financial management through audit and backstopping
Training in internal capitalization
Coaching in record keeping and improved association business
Improve Member Services  Enhance member commitment towards adding value Tandahimba  Newala cooperative Union Ltd was found in 2008. Registered under the Tanzania Government Cooperative Society Act no 20 of 2003. It was registered with registration number 5569 before TANECU it was known as NECU (Newala Cooperative Union) that time Newala District covered large area including Tandahimba when  Tandahimba became a district it was necessary to change the name in order to continue to perform its duty into the two district and hence it was necessary to change the name from NECU to TANECU Ltd and that  was in 2008.  TANECU Ltd has a head office in Newala Township its 140 km from Mtwara town and it takes 3 hours by traffic.TANECU functions as an overarching union for 179 AMCOS (Agricultural Marketing Cooperative Societies) members  which represent 53 700 individual members. All of these AMCOS are active members of the union.  On this first year of collaboration with Agriterra  for this year 2019 TANECU agreed in partnership with Agriterra  to work on Governance challenges in the level of primary cooperatives  adopt and prepare them selves on management of business risks which will help to see their future on processing side. TANECUs goal is to improve the capacity of board member and increase use of members in various services  improve members data base and production/delivery records  improve member services. 2020 main activities in Action plan is improve relation with its members  two interns will be placed for 6 months  Board attend BFM and youth Workshop to be facilitated.
Expanding financial inclusion to farmers and farmer groups Lyamujungu Cooperative Financial Services Limited (LCFSL) started in 1984 with the goal to provide a cheap source of funds to members  to date the challenges for this Sacco are,
1. to maintain their leading role and maintain and extend their high service level to the clients.
2. develope and offer tailored products and services to its members.
3. train the board in good governance practices and assist both management and Board in strategic planning. 
This is what this project will seek to address. 1. The Sacco of design products that favour farmer's economic cycles and regimes. 
2. Have a well functioning board  clear structures (Committees) with clear roles and responsibilities .
3. Develop and encourage Strategic planning.    2018 Goal- Improve Credit management  Improved repayment Rate above 90% and PAR below 10% Lyamujungu wants to expand its outreach to more farmers in the area by making it easy to acess financing  adopting products  to suit farming cycles to increase household incomes. 
The
main project objectives are 
1) Extent financial access and inclusion to more farmers with tailored products to suit their farming and economic cycles.  
2) Improve governance and Board performance to serve members in a more professional and strategic way. 
 3) Improve the strategic planning process of the Sacco. 


The Measurable indicators
would be 
1) Increase in the number farmers accessing agricultural financing. (Both new and existing)
2) Annual operational/work plans and budget  linked to their Strategic plans.
3) Change in Farmers' savings accounts.  
4) a Functioning Board with Quarterly review Minutes and monitoring reports. 
 
In Conclusion  the Sacco
in the end  should be able to analyse their financial performance with
clearer and measurable both financial and non financial indicators of
performance  have a balanced capital structure in line with the overall vision.
Towards vibrant business oriented cooperative union Meles FCU is the only regional Honey union  founded in 2013 in the Tigray National Regional State. It emerged as an apex for honey cooperatives to benefit members from joint processing of honey and bargain market collectively. The union is endowed with an immense potential of white  red and yellow honey. There is enormous potential for the Union in the domestic market and for the Union to become a trusted supplier to existing exporters/processors/consumers of Ethiopian honey. Meles face several issues to perform well and become a vibrant commercial cooperative. Starting from the organizations makeup  the union is compromised in number and quality of required manpower for the union to function well  this for instance is evidenced by the union’s inability to produce proper internal financial accounts  making it vague to get insight of the financial status of the union. There is high turnover of managers  and the union lacks a proper HR manual  with poor incentives to retain managers. Operational manuals such as quality assurance  financial and other internal guidelines are needed for the union proper functioning.  
Meles has 18 member cooperatives  only 6 are intermittently engaged in transaction with the union. During a discussion held with processor/exporter  the main challenge is finding reliable bulk supply  this can only be fulfilled by the cooperatives at the lower level of the value chain as suppliers. To become reliable supplier  Meles needs to become a diligent union which must engage majority of its members to supply honey both in quantity and quality. This needs developing a model for sourcing from individual members and cooperatives. In the supply chain  there are challenges which should be addressed in this action plan related with provision of food grade containers  side selling and adulteration. There is also massive untapped potential in the supply of foundation wax and provision of colony to member cooperatives that Meles can foresee in a very short period of time with minimal budget  related new initiatives are also embed in the action plan under value addition. 
Meles is also highly compromised when commercialization is considered. The union has a passive approach to the market and buyers. The union’s sales effort is limited to a sales shop that is located outside small town called Agual which is hardly visible. As there is supply issues some buyers try to approach Meles on their own initiatives. Meles having a good quality  organic certified honey should have done more to become a proactive commercial union. This action plan will make sure that the union will find its suitable market segment and become more vibrant commercial cooperative by actively engaging in different marketing and sales activities. Increase Active members to 60%
Increase sales of honey by 40%                
Two B2B market linkages secured 
                
Open 2 new sales outlets
East Africa - Financial management of cooperatives and farmers' organisations Agriterra considers healthy financial management of its clients as core condition for succesfull operations and business planning. In 2014 and 2015 it has developed a specific financial management training package. The year 2015 has been baptised the year of financial management. Agriterra want to roll out further this training package and solution to its clients and business advisors by implementing a financial management program in East-Africa.
As part of its strategy for 2016 through 2019  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. 
The underlying project comprises the following services:(1) implementation of the Basic Financial Management training (2) expansion to the new appointed program countries Zambia  Rwanda  Burundi  Congo DR  (3) recruitment and training of new trainers + Agriterra staff involved  (4) refreshment meetings for trainers and (5) design and production of an advanced strategic and financial management workshop for managers and directors of organizations that have already participated in the Basic Financial Management Workshop. To enhance comprehension of financial management by board of directors  senior management and members of cooperatives and farmer organisations.
Farmers-Focused Transformation Tanzania 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
Improve milk quality to grade A by reducing the bacteria count through improved milk handling and hygiene Magoye Smallholder Dairy Farmers Cooperative has a membership ranging around 750 dairy farmers who supply milk to the cooperative.However in the rain season the cooperative sometimes experiences milk quality issues ranging from low grading by the off taker to high amount of rejected milk at receiving and supply to the off taker.
It is for this reason that in the year 2019 with support from Agriterra the cooperative will focus on improving the quality of milk to maintain grade A by reducing the bacterial count through improving milk handling and hygiene.
This will be done through the provision of effective and efficient extension services. To increase levels of milk quality by reducing level of rejected milk to maintain a grade A standard.
To provide effective extension services to its members through follow up and coaching The project will focus on the following: - Support to extension through shared costs to meet the salary of the extension officer.Agriterra will contribute 50% while the cooperative will also contribute 50%. - Agriterra will provide coaching of the book keeper to ensure implementation of good accounting practices - Agriterra will conduct an HR training - Agriterra will support the review and development of the extension strategy - Agriterra will support the training of milk handlers in milk quality handling and hygieneIn 2020 Agriterra will provide support in:1.Cooperative Governance Training2.Financial Management Training3.Financial Audit4.Financial Literacy5.Milk quality follow up6.Conflict resolution7.Salary for extension officer