devinitorg/iati-policy-markers huggingface dataset:
Gearing up for Milk Processing 2019;The project seeks to Raise capital of Ksh 70 Million towards investment in processing. The project also seeks to reduce milk fluctuations through an elaborated sustainable services (training) action plan2020;Olkalou has a 65 000 liters milk chilling capacity  and curently collecting 50 000kgs/day. Currently  the company has over 16 000 registered milk suppliers who also double up as the shareholders. The active milk suppliers are at average of 6 000 farmers served through over 150 milk routes spread across the county. The company sales both bulk and as packed fresh milk under brand name SWEETA through a subcontract with a different cooperative processor. The rest is sold as chilled milk to processors. The past years has seen Olkalou Dairy steadily increase milk production  institute strong internal controls  built the right infrastructre and improve leadership amp; management through inclusion and skill development. Olkalou is at a pecking order stage in which its preparing itself for full fledged value addition. Already USD50 000 was secured in 2019 meant for processing. The goal therefore for 2020 is to set up a processing plant  grow milk sales by 20%  stabilise milk volumes at an average of 52 000 from 49 000 in 2019. Goals in 2019:Collect an average of 50 000kg/day and reduce fluctuationsElaborate 2 business proposals for processingIncrease sales of Sweeta brand by 20%  Goals In 2020:- Set up and operationalizing Processing plant- Grow milk sales by 20%- Stabilise milk volumes at an average of 52 000kg/day from 49 000kg/day in 2019. in 2019  the project seeks to;Grow sales of Sweeta by 20% and thereby Improve market position Develop at least 2 proposals with a focus towards financing of processing plant.Enhance governance system within the organisation and further improve decision making Build a financial knowledge base within the staff and board in preparation for processing
Identify key services for farmers and how to further improve/build them.Reactivate dormant members and work towards an average of 7000 active membersWalk-through recommendations of marketing mission  align with current organisational goals and ensure all the key staff are involvedIn 2020  the project seeks to;Develop Business plan for processingEstablish a marketing department and hire a marketing manager/officerBasic Financial Management Training for staffImplementation of Sustainable services planDevelop record Keeping books and roll-out record keeping trainings per zones Training of Quality control staff on SOPS  hygiene and milk quality
Farmers-Focused Transformation Kenya 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
Jobs jobs jobs Agriterra will implement its Jobs  Jobs  Jobs approach in African countries  i.e. Burundi  D.R. Congo  Ethiopia  Rwanda  South Sudan  Uganda  Kenia and Zambia and if possible also in West African countries. Ambitious young professionals will be offered the opportunity to gain work experience in rural farmer-led businesses at known Agriterra partners. Agriterra will co-finance the salary costs of the cooperatives that have enrolled into the program and will guide the young professional and the cooperative in the development  implementation and evaluation of the personal development plan of the young professional. Creating 344 jobs for young professionals by the end of 2020 as follows:Burundi               46Congo                 26Ethiopia              93Kenya                 40Rwanda               50South Sudan      2Tanzania            31Uganda               45Zambia               11
Bolivia: scoping/company assessment This project will allow to carry out the activities of prospecting and analysis of new organizations and cooperatives in Bolivia during the life term of the project 5 organizations enter the client portfolio in Bolivia At least 5 Organizations enter the Bolivian client portfolio  after having passed Organizational Analysis  mobilizing 7 Agripoolers.
Financial services to dairy farmers (3) In 2014  Agriterra started up its partnership with Imenti SACCO after a positive advice based on company assessment  conducted in last quarter of 2014. As part of the company assessment  Agriterra facilitated the elaboration of first draft of new strategic plan. This plan was finalised during 2014 and objectives are:

• Recruit 1 000 new members• Training of Board of Directors• Comply to SASRA rules• Develop new loan products• Improve marketing• Decrease current loan defaults• Retain surplus to boost institutional capital to not less than 25%.

Action plan for 2016 is very much linked to these objectives. In 2014  new loan products were developed. In 2015  these products were further tested. In 2016  a translation of the targets is a dashboard should lead to better monitoring of performance of Imenti SACCO in serving dairy farmers in the Meru region. Imenti wants to become a SACCO providing superior financial services to dairy farmers. Input for action plan as discussed with delegation of Imenti SACCO:

Action plan 2016

Indicators and targets for uptake milk + coffee loans

KPI/dashboard workshop

Board training, FM training? Board meeting 

Development of a Risk Management framework/ Risk Register (SASRA criterion)Go through strategy and procedures regarding loan in defaults.(based on report Madelon Pfeiffer)

Hire an internal auditor (30 June 2016)

Prepare monthly and quarterly cash flow forecasts. (sent them to Agribusiness advisor) Prepare monthly or quarterly financial reports comparing budget and actuals  andcomparing action plan and realisation of the strategic plan and discuss it in theBoard.

New SP before SGM
Augmentation de la quantité et amélioration de la qualité du café La CKK a acqui un logiciel comptable SAGE au cours de l'année 2017. Elle a en outre commencé la codification des membres de la coopératives autour des MSL en prélude de la certification Fair Trade et Biologique. Elle désire augmenter la quantité produite et améliorer la qualité du café afin de permettre un accroissement des revenus des caféiculteurs. Au cours de cette année 2018  la CKK envisage livrer 10 conteneurs de café de spécialité sur le marché international Augmentation de la quantitié et amélioration de la qualité du café Le projet de 2018 porte sur les activités suivantes :
- Audit externe 2017 + présentation à l'AG ,
- Contribuer à la codification des caféiculteurs à travers les MSL ,
- Organiser  la formation sur la capacitation des agronomes et moniteurs sur les standards Fair Trade et Bio ,
- Contribuer aux activités d'inspection Fair Trade et Biologique ,
- Former les producteurs sur la qualité du café au sein des micro station de lavage ,
- Enregistrer les terrains des MSL au service du cadastre du territoire ,
- Coaching du comptable sur le logiciel
Follow-up support for a “Computerized accounting system (SG 50)” implementation Agriterra and ACDIVOCA has been collaborating in the implementation  of computerized accounting system for farmers cooperative unions since 2018. Computerized accounting stem has a vital role for continuation of modern accounting record keeping system and implementing of a good management information system and Agriterra believes that unions should be well equipped to deliver on time report for decision making. Under ACDIVOCA FEED II  Agriterra was selected to train FCUs on accounting software (Peach Tree) and then follow up to make sure the Feed Manufacturing FCUs were correctly utilizing the software and to assist with any issues they may be facing. Agriterra Ethiopia  will conduct one more follow up under the FEED III project. This follow up will take place in the next 6 months. Agriterra will follow up and provide technical support to the 17 high and medium performing feed manufacturing unions in the four regions of Tigray  Oromia  SNNP and Amhara who have been trained in Computerized Peach tree Software SG -50 This project (the spot coaching and follow up support) will benefit the FCUs to clearly understand and capture the core skills of managing their financial systems. At the end the unions will be able to generate different internal and external financial reports that can be used for decision making purposes. The scope of work to be undertaken by by Agriterra Ethiopia in relation to the project objectives will be providing:Follow up on the overall application and implementation of the Peach Tree accounting system in the 17 high and medium performing feed manufacturing unions located in the four regions of Amhara  Tigray  SNNP and Oromia.Ensure that all the data transfer from manual systems to the computer is completed and well organized for the 17 high and medium performing feed manufacturing unions.Ensure that all the data transferred to computer for the 17 high and medium performing feed manufacturing unions is correct to generate realistic financial output/report.Ensure Union Staff trained are capable to generate required reports  and train others on how to do so.Provide draft financial reports from each FCU to the Feed Project showing a clear feed business status in various aspects (Income statement  Gross profits  return on investment (ROI)hellip;etc. (data should also include number and type of customers and address  amount of raw material and finished good purchase/salehellip;etc. Provide remote support via telephone or team viewer  during the project in case of urgency even after the duration of the contract agreement with the project.
Strenghtening Potato Cooperatives in Musanze Rwanda Agriterra has been working with farmers organizations in Rwanda  including IMBARAGA  since 1998. All projects aimed to “empower farmers’ organizations” to be able to provide quality services to their members in order to support them to improve their livelihoods and get out of poverty. In the districts Musanze  Nyabihu and Burera  the legacy of the previous projects supported by Agriterra is still visible.
Recently Agriterra revised its intervention strategies  putting more focus on improving farmers’ cooperatives’ “economic capacities”. Irish potato is among the most profitable crops in Rwanda and Agriterra wants to remain active in this value chain. Many cooperatives are involved in the Irish potato value chains especially in seeds and the production of consumption potatoes. Generally however  these cooperatives are particularly small in terms of members in comparison with other value chains. Membership often does not exceed 25 farmers  but their outreach is often large looking at non-member supplying farmers. In collaboration with IMBARAGA  through this mission  Agriterra expects to be able to support these small cooperatives in an efficient manner in order to assist them to become flourishing commercial cooperatives with extended membership bases. Cooperative Development in the Irish Potato value chain in Musanze. The partners aim to strenghten the governance and management of the identified cooperatives and the informal GPS’s will be supported in their trajectory to become formal cooperatives.
Desarrollo de silos en las filiales de ANAPO La Asociación de Productores de Oleaginosas y Trigo (Anapo)  fue fundada el 15 de mayo de 1974 y tiene por misión representar  defender  asesorar y asistir a sus asociados concentrados en el departamento de Santa Cruz.
La institución ha venido diversificando sus servicios  con la finalidad de atender las necesidades y expectativas de sus asociados. Estos están relacionados con temas de: acceso a mercados  pago de impuestos  abastecimiento de combustible  seguridad jurídica  mejoramiento de caminos  transferencia de tecnología  entre otros.

Tras iniciar la colaboración con Agriterra en años pasados  en 2017 el Plan de Acción refleja la culminación de aquellas actividades no finalizadas en el Plan de Acción 2016 debido a las adversas condiciones climatológicas que centraron los esfuerzos de la organización en minimizar los peores efectos para los productores asociados.
A su vez debido a las fortalezas de ANAPO se comienza en 2017 la colaboración con sus asociaciones afiliadas prosiguiendo el trabajo de2016 cuando se realizó un estudio de viabilidad para la construcción de silos de almacenaje en dos de sus filiales. En 2017 se procederá a realizar el proyecto en diseño final en ambas filiales  así como realizar un taller de lecciones aprendidas en el proceso de desarrollo de los silos a una tercera filial para una posible implementación futura. El BHAG para 2017 consiste en desarrollar los proyectos de construcción de silos en dos filiales asociadas a ANAPO  e iniciar el proceso de socialización en una tercera filial para conocer el posible interés en construir silos. Actividades de Proyecto-Elaboración   Plan Estratégico y Financiero Institucional 2018-2022
       -Desarrollo del pensamiento estratégico
       -Compartiendo   Lecciones aprendidas del Desarrollo empresarial de las filiales de Anapo con   la Filial de Cuatro Cañadas
       -Desarrollo   del proyecto en diseño final para la implementación de silos de acopio en la   Sociedad Comercial de Productores del Norte Integrado
       -Desarrollo del proyecto en diseño final para la implementación   de silos de acopio en la filial San Julián Servicios-Taller   de gestión de costos de producción-Taller de gestión financiera básica
-Taller de gestión financiera estratégica
- Misión de intercambio a CAPECO (Paraguay) y red INBIO
Améliorer la mise en marché du riz blanc de qualité en quantité  au Niger Créée en 1998  l’union de coopératives de producteurs de riz compte aujourd’hui quatre coopératives membres totalisant à la base 2478 producteurs dont 35 productrices. L’activité principale de cette union est la transformation du riz paddy et la commercialisation du riz blanc. En effet  Compte tenu de problème de commercialisation du riz paddy  la FUCOPRI structure d’affiliation de cette union a réalisé une étude de faisabilité d’installation de mini rizerie en 2016. Malgré les résultats défavorables de cette étude   l’union de Say a été candidate pour le projet pilote d’installation et d’exploitation d’une mini rizerie. C’est ainsi que la Mini-rizerie de Say (MIRISA) a été installée et mise en exploitation en 2017. Cette mini rizerie est une unité de transformation dirigée par un comité de gestion composé de neuf membres dont deux représentants de la FUCOPRI  trois représentants de l’union et quatre représentants de quatre coopératives membres de l’union. Le montage institutionnel est de telle sorte que les membres sont des actionnaires. Elle a sous sa coupe  un gérant   et deux meuniers. La minirizerie produit du riz blanc et le vend sur les marchés. La quantité totale vendue l'année dernière s’élève à 271 768 32 kg.Les instances de l’union des coopératives l'assemblée générale  le conseil d'administration et le conseil de surveillance. L'objectif du projet est de renforcer les capacités commerciales et de gestion stratégique de Mirisa afin d'améliorer l'activité principale de la coopérative  qui consiste à commercialiser du riz blanc en grande quantité et en qualité. Recruter un comptable pour décharger le gérantRenforcer la capacité technique du gérantDévelopper un plan stratégique contenant le plan financier (p.e. budgétisations  plan d’investissement  flux de trésorerie futur)Réalisation d’audit financierFormation sur la gouvernance   gestion financière et le marketing
Institutional project Asia <p>In China Agriterra has two employees: Li Wenmin and Lei Chen. Both are working as a junior business advisor in China. Li Wenmin in Kunming  Lei Chen in Chengdu.</p> <p>Payment of salaries of the Local Chinese staff: Li Wenmin and Lei Chen via Scenter.</p> <p>This project and mission are made for payment of the salaries</p>
Governance and leadership - Ethiopia 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 Etiopia Strengthened governance and leadership of farmer organisations and cooperatives in Etiopia
Developing a clear Strategic Plan Wassa-East District Cocoa Cooperative Farmers and Marketing Union was established in 2011 and is into the production of certified cocoa beans. The Union is made of 2875 individual farmers organized in 57 primary cooperatives. Their total production volume has been around 3.400MT - 4.800MT in the last two seasons. However  they are unable to sell all volumes as fairtrade beans  thereby loosing income from premium. Also  the Union has a lot of plans which are to  become the best producer of cocoa beans in terms of quality and quantity  to provide adequate extension services to members  to establish a commerical business aside cocoa production and to become a Licensed Cocoa Buying Company in the long-term. Currently the union does not have a clear strategic plan towards achieving these goals. The union wants to collaborate with Agriterra to assist them in strengthening their union and their 57 primary cooperatives. For this year  the union would like to develop a strategic plan for the next 5 years to serve as a guideline in its further development. Also  the union wants to get more buyers for their cocoa beans and improve its financial management practices through hiring a qualified accountant. The goal is to develop a strategic business plan and update membership registration for all the 57 primary cooperatives This is the introduction year of the collaboration between Agriterra and WECU. For this year  the focus will be developing a BHAG and a clear strategic business plan in consultation with the 57 primary cooperatives of the union. As part of professionalizing the cooperative union  an accountant will be hired to oversee the financials of the union  there will be proper documentation of constitutions  sustainable workshop will be give and basic financial management training as well.
Scoping and Company Assessments Nepal 2017 Scoping, Company Assessments and Organisation assessment conducted in Nepal Mapping of potential new clients in Nepal and the assessment of potential new clients in 2017. Expected: 
all desk work related to scoping
3 or 4 scoping missions/rounds
7 company assessments  2 organisation assessments
Cooperative Development in Irish Potato Value Chain Agriterra has been working with farmers organizations in Rwanda  including IMBARAGA farmers’ organization  since 1998. All projects aimed to “empower farmers’ organizations” to be able to provide quality services to their members in order to support them to improve their livelihoods and get out of poverty. In the Northern part of Rwanda (Musanze  Nyabihu  Rubavu and Burera districts)  the legacy of the previous projects supported by Agriterra is still visible.
  
Recently Agriterra revised its intervention strategies  putting more focus on improving farmers’ cooperatives’ “economic capacities”. Irish potato is among the most profitable crops in Rwanda and Agriterra wants to remain active in this value chain. Many cooperatives are involved in the Irish potato value chains especially in seeds and the production of consumption potatoes. Generally however  these cooperatives are particularly small in terms of members in comparison with other value chains. Membership often does not exceed 25 farmers  but their outreach is often large looking at non-member supplying farmers. In collaboration with IMBARAGA  through this mission  Agriterra expects to be able to support these small cooperatives in an efficient manner in order to assist them to become flourishing commercial cooperatives with extended membership bases.
  
Since November 2016  Cooperative Business Advisor at Imbaraga  Mr. Benoit Mutabazi  has been screening various small sized potato cooperatives in the districts of Musanze  and Burera. After an extensive scoping exercise  together with Agriterra  10 cooperatives were selected to be part of Agriterra and Imbaraga portfolio concerning the cooperative development project of 2017. The proposed actions and choices are made.  The Irish potatoes cooperatives  need to be assisted to increase productivity  improve the financial management and build business partnerships. The goal of the project is to increase the Irish potato production of the members  improve financial management of the potato cooperatives and build business partnerships. See actionplan