devinitorg/iati-policy-markers huggingface dataset:
International representative activities of Agriterra Representative activities of the managing director of Agriterra and others who act on his behalf are managed within this project in order to have them respond to the stratgic objectives of Agriterra for the coming years. These objectives are:To internationalize the recruitment of agripoolersTo insert Agriterra's expertise within value chain arrangement with the food industry.To divulgate Agriterra's vision on international cooperation in the farming sectorTo insert our actions in the international programmes in diferent continents ( Include Agriterra's actions in the international programmes in different continents
Latin America - Financial management of cooperatives and farmers' organisations Este proyecto se dirige a las actividades de fortalecimiento de la gestión financiera de las cooperativas y organizaciones y de sus directivos y personal en Perú y Bolivia. Se realizarán entrenamientos en gestión administrativa y financiera basica para cooperativas/organizaciones  gestion estrategica financiera avanzada para todamores de decision y formación a consejos de fiscalización.
Cinco facilitadores en la metologia basica son formados en Peru y  Bolivia. Fortalecer la gestión financiera de las cooperativas y organizaciones y de sus directivos y personal en Perú y Bolivia Los objetivos para el 2018 son:
1. Fortalecer a directorios gerentes y responsables de las administración y finanzas de 4 clientes en Bolivia en gestion administrativa y financiera. 
2. Mejorar las capacidades de los consejos de vigilancia de 5 clientes en Bolivia.
3. Proyectos de 15 clientes en Bolivia son auditados por auditores externos resguardando la eficiencia y eficacia y uso responsables  de los recursos.
Capitalisation de l'approche  FACT4Budget dans le suivi du budget alloué à l'agriculture <p>La Confédération Nationale des Producteurs Agricoles du Congo  CONAPAC en sigle  est une plateforme nationale regroupant 11 fédérations provinciales des organisations des producteurs agricoles réunissant autour de 500000 membres dans les organisations de base <br>Elle est crée depuis le 22 Octobre 2011 avec pour mission essentielle la représentation et la défense des intérêts des producteurs agricoles. Elle milite pour l’émergence d’un mouvement paysan fort à travers la République Démocratique du Congo.<br>La CONAPAC veut capitaliser l’approche FACT dans le suivi du budget alloué à l’agriculture. <br>Le présent plan d’action s’aligne sur les piliers suivants du plan stratégique de la CONAPAC :<br>- Gestion des connaissances et renforcement du leadership paysan ;<br>- Lobbying et plaidoyer pour des politiques incitatives du secteur agricole ;<br>- Renforcement institutionnel de CONAPAC  mobilisation des ressources et gestion du programme.</p>
<p>La CONAPAC s’appuiera dans le cadre de la mise en œuvre de ce projet aux fédérations provinciales qui jouent le même rôle auprès des autorités provinciales ainsi qu’aux organisations de base renforcer le dialogue avec les chefferies et secteurs comme entité territoriales décentralisées dotées de la personnalité juridique et d’une autonomie de gestion.</p>
<p>Ce plan d'action veut contribuer à l’amélioration de la gouvernance du secteur agricole doté d’un budget conséquent conformément aux accords internationaux.</p>
<p>Objectifs spécifiques</p>
<p>- D’améliorer des connaissances  de la communication et de la sensibilisation des leaders paysans sur le processus d’élaboration et d’exécution  de contrôle et de reddition des comptes du budget de l’Etat ;<br>- D’assurer un appui à la création et l’opérationnalisation des cadres permanents de planification participative   suivi et évaluation des plans locaux de développement agricole au niveau des entités territoriales décentralisées ;<br>- De renforcer la gouvernance interne ainsi que la crédibilité de la CONAPAC auprès des administrations du pays ainsi que des partenaires techniques et financiers.</p>
<p>Activités à réaliser:<br>1 Organiser une réuinion de haut niveau avec la Commision économique et financière de l'assemblée nationala sur l'élaboration  de l'exécution  le contrôle et la reddition des comptes du budget de l'Etat<br>2. Organiser des session résidentielles de formation FACT sur le budget dans les 3 provinces test.<br>3. Organiser le suivi de l'exécution budgétaire au niveau des administrations du secteur agricole (national  provincial et local)<br>4. Produire le rapport de suivi et de l'exécution budgétaires dans les entités test (3 provinces et 6 chefferies)<br>5. Produire une note de plaidoyer à soumettre aux assemblées nationale et provinciales lorsde la session budgetaire.</p> <p>Améliorer la gouvernance du secteur agricole doté d’un budget conséquent conformément aux accords internationaux.</p>
Heho Potato Business Heho potato farmers group was formed in 2010 with 62 members and it grew up to over 300 members in 2017. It is registered at Myanmar Fruit  Flower and Vegetable producer and exporter association which is under Ministry of Commerce. 
The group has willingness to build a strong group with active members. In five yearstime  they would like to gather almost all potato farmers in Heho region. After the group is formally formed and has funding  they would like to build or create a better trading pathway to Yangon Market (transportation). The main issue the Chairman of the group pointed out is that they are facing difficulties in pursuing members’ participation at a first-start and to raise initial capital.
Heho potato farmer group is one of the groups which was involved in July 2017 workshop held in Aung Ban  Southern Shan State. By refering to AS.8627 and AS.8775  even though this is not a formal Agriterra client and Coop Assessment could not do  it is a ambitious farmer group which can become one of the good coop model in Myanmar. The decision of taking it as a client was made in July 2018 after one year of observing  it gave a clear picture on their commitment on developing strong farmer groups  their drive to realize their ambition and their willingness to cooperate with Agriterra. The coopeartion period between Agriterra and Heho Potato Farmer Group is for 4 months August to November 2018. The BHAG of the potato farmer group is   to produce the highest quality consumption potatoes in Myanmar.
   The group prioritizes the three   objectives in realizing their ambition.
   1.           To   form a strong potato farmer group (organisation)
   2.           To   increase the productivity of high quality potatoes and to reduce the cost of   production (inputs  processing  selling)
   3.           To   develop value added sales channels 1. Drafting Bylaws
2. Registration as Primary Cooperative
3. Internal Capitalization Training
Scoping and Cooperative Assessments This project covers all the scoping and assessment activities for  2020 Assess and contract 6 new clients for team Ethiopia - Create a strategy for finding new clients- Develop a smart scoping methodology- Identify potential clients and scope them from the office first- Assess the high potentials and sign contract with new clients
Improving marketing and staff skills leading to more clients Go Noi SACCO (GCF) is currently only operating in Dien Quang  Dien Trung and Dien Phong. It started in 2009 with 32 members  and has grown to more than 1000 since. GCF operates under the cooperative law and under the saving  credit fund regulation issued by State Bank. 
GCF started with an equity of 1 billion VND (40.000€) and this has increased to 30 billion VND (1.200.000€). 27 billion VND is mobilized from the members via savings  20 billion is used for loans to the members and there is a reserve of 20 billion VND. The membership was VND 100.000 but increased recently to VND 300.000. Only members can get a loan from the SACCO. GCF has 500 loan clients. Besides loans the sacco also collects savings from their members.
GCF it has the ambition to expand to 3 more communes and want to develop financial products that serve their members best in their need for liquidity. Furthermore GCF has the ambition to reach 3000 members in 5 years and mobilize 100 billion VND capital of which 65 billion is used for its loan portfolio.
On the basis of a successful company assessment an action plan for 2016 has been developed. Reach 3000 members in 5 years and mobilize 100 billion VND capital of which 65 billion is used for its loan portfolio   Increase the market share in three communes from 17.6% in 2017 to 31.2% by 2021 The following three activities for 2016 have been drawn up:• Develop a communication plan• Convert operational data into management information• Recruitment at least one new qualified employee in 2016
In addition to these three activities there must be an ongoing focus on recruiting new members and getting new deposits in 2016 and 2017.
Furthermore  it is advised to: develop a new strategic plan at the beginning of 2017  including:• the mission  vision and a thorough SWOT analysis • take reasoned strategic steps for the planning period and • specific and SMART activities as an outcome
Transfer project budget to Vietnamese clients via SNV <p>Agriterra has been based in Vietnam since january 2016. In the first half year many new prospects have been assessed and turned into clients. This contains besides starting up missions  also starting projects together. For some clients Agriterra is facing a problem.</p> <p>Make sure the carrying out of the different projects with the 4 clients runs smooth.</p> <p>Due to legal reasons Agriterra cannot transfer project budgets to 4 clients in Vietnam as Agriterra is not registered as business or NGO in Vietnam. For this reason the temporary solution has been proposed to channel project budget for 4 clients: QNFU PNEL UBDA and DTCA  via SNV.</p>
<p>Projects which will be covered by this transfer are:<br>-6497<br>-6604<br>-6605<br>-6606</p>
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<p>&nbsp;
  </p>
<p>According to our action plans and the MOU between SNV and QNFU we should reserve Euro 18 800 for all 4 clients in Quang Ninh  with below details:
  </p>
<p>&nbsp;
  </p>
<p>QNFU= 11.500€ (Contract) 
  </p>
<p>DTCA= 2250€ (Contract)
  </p>
<p>PNEL=2800€ (Contract)
  </p>
<p>UBDA=2250€ (Contract)
  </p>
<p>&nbsp;
  </p>
<p><br></p>
<p>1<sup>st</sup> installment should be E 25 500 x 80% &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; = E 15 040 
  </p>
<p>Plus 15% of the E 20 400 for SNV overhead costs &nbsp; &nbsp;&nbsp;= E 2 256</p>
<p>So in total Agriterra should transfer to SNV VN&nbsp;&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; =E 17 296</p>
<p><br></p>
<p>As Agriterra already has good relations with SNV vietnam and there is already a contractual relationship regarding housing and some services  channeling the project budgets via SNV is the easiest solution. </p>
<p>SNV asks 15% on top of the channeled money for their services which are adminstrative and financial control follow-up with our clients. More info on this is in the attached file.</p>
Future proof business model for Kabete Dairy <p>In May 2016  the company assessment of Kabete Dairy was conducted.</p>
<p>The mission team concluded:</p>
<p>The purpose of the mission was to achieve an in-depth understanding of the practice<br>and future aspirations of Kabete Dairy cooperative. Based on their analysis  the team<br>gave a positive advice to Agriterra to start a partnership with the cooperative. The<br>Action plan will however be developed later after the cooperative submits the new<br>Strategic Plan for review.<br>The mission team concluded that:<br>The cooperative needs to clearly define its long term objective and develop a clear<br>strategy to achieve these objectives. Agriterra could help the organization achieving<br>its objectives by sharing its expertise. Before making a decision on pasteurization <br>there is need to develop a business plan which will guide this decision and view other<br>options that are at hand. The daily milk intake was noted to be relatively low and so is<br>active membership. The management  supported by Agriterra needs to develop a plan<br>of approach on increasing the membership and also dairy milk intakes. One reason<br>that is causing this low production per farmer is inadequate support and trainings on<br>feeding and feed rations. In addition  the board of directors and management staff<br>needs to be empowered in order for them to take the organization to the next level.<br>Therefore  the team advises Agriterra to start a partnership with Kabete dairy with<br>major focus on redefining the strategic objective of the organization and support the<br>cooperative achieve it  Increase production and professionalize the organization.</p> <p>Goals:<br>1. Increase Milk production to average 16 000L per day by end of 2017 through improved extenon services to members <br>2. Elaborated business model for marketing of members’ milk</p> <p>Based on the outcomes of the company assessment  an action plan is drafted. It is proposed for Q4 2016 to start with a cooperatvie governance training and a mission to elaborate a Business Planning and marketing value chain analysis. A draft action plan is elaborated  but will be adjusted</p>
Farmers-Focused Transformation Peru 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. 

Peru was phased out of the FFT programme 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. In line 
with these goals, this progress report shows the cumulative progress made since the start 
of the programme up to and including 2022. The evidence-based goals envisioned for FFT 
in its first five years (2021-2025) and the cumulative progress achieved thus far 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
TAF - TA Implementation - Cooperative - CABF - Ivory Coast CABF is a cocoa cooperative that started in 2004 with 127 cocoa members. It currently has 2 868 farmers of which 63 are women (2%) and 430 are young (15%). It is located in Zégban in the Southern Region of Côte d’Ivoire. The cooperative has gone through a diversification process  going beyond the trading of cocoa  and expanding to raw cashew nut and rubber processed cup film.With a total membership strength of 2 868  1 775 (62%) are cocoa and rubber producers and 1 093 (38%) are cashew nut producers. In 2018  cocoa contributed 95.75% to total revenues and rubber contributed the rest (4.25%). No revenues were made from cashew nut. CABF’s primary activity was the trade of cocoa beans and cashew nuts. In addition to growing cocoa and cashew nuts  several members of the cooperative also produce rubber and palm oil. In June 2018  the Board of Directors decided to add these two crops to the cooperative's activity.This project is created as result of the implementation of the proposed Technical Assistance following the Due Diligence carried out in September 2019.The TAF was created by IFAD as a separate mechanism linked to the ABC Fund  which provides advisory services to agricultural organizations and SMEs  allowing them to access new partnership and business development opportunities. Strategic plan: Strategic business planning workshop with lead members and follow-up coaching trajectoryChild labour: exchange mission giving advice on the implementation of a child labour prevention system within the cooperativeMonitoring Operations: advice mission on guidance and monitoring of financing portfolios and sales contracts  especially with the diversification underway in the cooperative
Diversification of business models for Cooperative in Central Highland in Vietnam The cooperative was founded in 2006 when a group of sugarcane
farmers started to work together.  In 2013 this group of
farmers wanted to have a bigger organisation and started the cooperative. The cooperative has 32
member and 343 affiliate members. Besides they provide services to additional 600+
farmers (so no members or affiliate members).  The cooperative has
400 ha of Sugarcane (main activity). The members of the cooperative share their
land together and they work on the land together so they can produce
efficiently.  The cooperative has
also 70 ha of rice. For this crop they also share the land and work together. Except from the main
products  the cooperative offers services (fertilizer  pesticides and seedling)
for the following products:
o   
210 ha coffee (20 members are
growing coffee + other affiliate members and farmers in the area)
o   
120 ha; cassava  farmers sell
directly to the cassava mill which is close.
o   
10 ha corn. It used to be as
big as sugarcane but they reduced this.
The sugarcane market in Vietnam currently is under pressure.   Although the sugarcane market
is difficult  due to the efficient organisation  working groups  high yield/ha
and the sale of fertilizer  Thang Binh is still profitable.  Because of the difficult
sugarcane market  Thang Binh has a dual strategy;
o   
Improve the sugarcane business
(higher yield  lower production costs)  by mechanisation  growth and better
seedling.
o   
Diversification to other crops
(feasibility study to e.g. Soursop) Finalization of new business models for the Thang Binh Cooperative 2019:1.     Develop a business case with a feasibility and business plan for 2 new products:  Soursop and Mulberry with good cost-price calculation2.    Strengthen management2020:3.       Develop a feasibility study on harvesting and fertilizer machine4.    Improve cooperative governance through attending Agriterra training on governance
structures  financial management  internal capitalization5.    Facilitate exchange programs for two new crops6. Realize the business plan on rice products
Lobby and advocacy on cooperative policies in Quang Nam Agriterra to support QNCA to lobby QNPC to improve and suppliment Resolution 124  Dec 46 Quang Nam local stakeholders can provide relevant and sufficient support to coopratives  Green Annamites project are well supported . In 2020  QNCA can facilitate better access to finance (in particular QN cooperative assistance fund) of the cooperatives and farmer groups in  Quang Nam 2019: Follow up of FACT  Supervisory Board training  learning staff of QNCA on GA approach 2020: Advisory mission Development of new product (value chain financing) for Cooperative Assistance Fund/ QNCA; capacity building QNCA (contribution for GA/ Ecodit project); training on governance
Expanding production  expanding markets Kiambaa Dairy Farmers' Co-operative Society was founded in 1963 and aims to be the market option for dairy farmers and consumers in Nairobi and its environs. The cooperative has a membership of approximately 1600 smallholder dairy farmers and collects  cools and trades currently 17 500 lts/day (November  2017). In addition  the cooperative also provides other services to members and non members like supply of farm inputs  extension and AI services. Kiambaa Dairy  is situated in Kiambu district in Central Kenya Province. It is estimated that 10 to 15% per cent of its members are youths and 60% female. In 2014 the Board of Kiambaa Dairy agreed to expand and improve the processing factory. The acquisition of a plot just outside the village and the contribution by ABTB Foundation  through Agriterra  of € 250 000 made it possible to build a new factory. The construction of it started in May 2016 and is finished in December 2017. 
Processing at the new plant started in Jan. 2018. End of 2017 total supply by members was 17 500 l/day  total overcapacity was 25 000 l/day and break even around 23 000 l/day.
To close this gap the production per farmer must increase and milk has to be acquired from other suppliers/coops. The increased production also needs higher sales. Increase of production to 25 000 l/day,increased milk supply  both by members and other coops,Increased sales of processed milk  yogurt,New branding,Completed management staff (mktg.mgr. prod.mgr.) This year the support by Agriterra is focused on the start of factory (technical design)  increase of production (2 more extension officers  ToT for extension) of and sustainable implementation the processing plant (new strategic plan  exchange visit  market approach/branding).
The support by Agriterra is focused on increase of production (4 more extension officers  continued extension) and sustainable implementation the processing plant (new strategic plan) with expanding and new market  and a  new brand.