devinitorg/iati-policy-markers huggingface dataset:
Improved capabilities for better service delivery to their members. Based on the Cooperative Assessment report  TTHCA has a strong vision to develop themselves to become commercial service provider  member elected organisation. Their vision is to develop Cooperative Assistant Fund in the province of Thua Thien Hue which allow cooperative to access to finance; becoming a Market linkage  promotion center; and to provide /owning Forestry Certification.  TTHCA has been reviewed by an Agriterra team. The conclusions of this review are that TTHCA is not ready yet for member based services because of the current focus and control by the government  their insufficient member-position and their lack of tools (finance and knowledge). However  TTHCA is considered to be a reliable and ambitious organisation and capable of building strong cooperatives and a strong cooperative structure in the province of Thua Thien Hue and the centre region of Vietnam.
  
The ambition of TTHCA is to build strong cooperatives in Thua Thien Hue province by being the cooperative expert partner of their members and the government. However  they do not work demand driven yet. Their services are initiated and in majority paid by the government. Their expertise has a general scope and not specific for cooperatives. There is a need for specific cooperative knowledge and TTHCA has the position to become the regional expert. The position of TTHCA (agenda  funding) is focused on and reactive to the government. To become an expert partner for the cooperative members the focus should move more towards the members.
  
To reach the goals TTHCA should be more like a critical friend for the members. Knowing the needs of the cooperatives in services and advocacy and be able to act on it. By being the bridge between the cooperatives and government on cooperative issues TTHCA can help to create an optimal environment for the cooperative entrepreneurship. This seems to be a condition for getting income out of demand-driven services for members and to be really effective in advocacy on behalf of the cooperatives. Improve capacity for TTHCA and develop structure to have dialogue with their members and select relevant Cooperative themes to enable TTHCA to be the cooperative expert partner of their members and the government. My.Coop and ToT Mycoop (2019-2020)Developing structure to have dialogue with their members and select relevant Cooperative themes (Oct-Dec 2019).Rolling out dialogue with their members and select relevant Cooperative themes (2020-2021).Build capacity for HCA staff with ToT on business planning and marketing  2020Coaching and advising Agriterra clients in Thua Thien Hue in action plan 2019Review year results and action planning for 2020 (Sep-Dec)
Ensure sustainable supply and Start Building blocks towards processing Chepkorio Dairy Ltd. was established  as a Limited Liability Company on November 25  2009. Currently Chepkorio Dairy Ltd. has 2700 registered members of whom 1 133 are shareholders. The main function of CDL is marketing unprocessed  fresh milk on behalf of its members. The long-term vision is to have their own processing plant  but current volumes and lack of steady supply do not make this plan viable at this moment. There is a strong seasonal fluctuation in milk supply to the company in terms of volume and number of active members. Farmers who are spread across 8 locations are individually selling their milk to the cooperative. Daily average milk supply came down from 15 000 to 7 000liters/day in 2017. This can be attributed to a long dry season  affecting the milk production enormously throughout the country. Main objective of this project is to support Chepkorio in reducing the volatility in production and supply of milk by the members. 2019
- increase milk productivity from avg 9000 ltrs to 15000ltrs per day
- increase sales of processed milk from 1000ltrs to 2000ltrs
- increase youth participation in coop by atleast 10%
- SMART SP and BP
2018
- Increase milk production from 7 000ltrs to 10 000 ltrs per day
- Increase young members participation in the cooperative 2019
- Review Strategic plan
- Develop business plan
- Develop SMART extension plan
- other activities: See plan attached.

2018
Mobilise at least 60 young farmers to form a youth platform
- Train atleast 600 farmers on good farm management and feed making using the TOT concept
- Develop a good sustainable extension plan for the extension department
- Install an integrated accounting software
Consolidating the gains of milk processing whilst growing the brand- 'Royal Fresh' Mukurwe-ini wakulima dairy limited is at a very important stage of their development now with regards to 'Royal fresh'. In 2017  the focus will still be on mobilizing members' milk to work towards full utilization of the processing facility  efficient processing operations  strengthening of governance and management  and growing the market share of the brand-'Royal fresh' 1. making steps towards full utilization of the processing facility
2. Strengthening governance and management
3. Growing the market share of Royal Fresh
Branding edible oil and strengthening the union administration system 'BHAG: To be the best edible oil producer in the country  Admas Farmers’ Cooperative Union was established May  2003 with initial capital of 153 000 ETB by 7 primary cooperatives (PC) and the numbers of farmer members were 1.700 that covered 6 districts of Guraghe zone. Currently  the capital stands at 21 276 451 ETB  the number of PCs increased to 135 and the numbers of farmer members increased to 46680 of which 8.6% are female. The union has been working with Agriterra for the past 5 years  during which it has brought remarkable results  amongst others the raising 3.4 million ETB through internal capitalization in order to install a semi refinery Niger seed plant  market linkage with a brewery for 300 malt barley producing farmers  adoption of improved seed and improving the value chain of Niger seed. To make the union Branding edible oil and strengthening the union administration system. The remaining key challenges of the union are the human resource management and succession  financial resources supply management and internal control of the new factory. The 2018 action plan will focus on: 1.Strengthning internal control system in the factory 2.Refreshments and followup on computerized accounting3.Improving the union governance and leadership
COVID-19 Support Hours Ethiopia Agriterra aims to distinguish itself from other donor organisations by supporting our clients with useful business advice during the COVID-19 Crisis. This support aims to a. challenge our clients to think ahead and limit the impact of the crisis. b. Unburden the management and c. to facilitate communication between cooperatives for peer2peer learning. This support aims to a. challenge our clients to think ahead and limit the impact of the crisis. b. Unburden the management and c. to facilitate communication between cooperatives for peer2peer learning Awareness Creation for ClientsHelp Desk Service/Online Platform/’Workplace for Clients’Webinars with Agripoolers/Local BA’s
Improving production  inclusiveness and financial management practices towards sustainability Twongerekawa Coko is a coffee cooperative which started in 2009  it is in Coko sector  Gakenke district in the northern part of Rwanda. The coop has 184 members and is sourcing its cherries from a total of 1306 farmers. In 2019 cooperative mobilized 30 young farmers. Different events aiming at involving more youth and women in coffee farming are expected. It is also anticipated to support the cooperative to develop external financial audit. Improving production  inclusiveness and financial management practices towards sustainability Project activities:Support to mobilize youth to join coffee cooperativeMobilization of new membersExternal financial audit for the last 3 years( 2017-2019)Developing strategic planDissemination of organic farming practices skillsAgriterra servicesBusiness advisory servicesFemale leadership trainingFollow up -Skills implementation on supervisory board training  Follow up -Skills implementation on organic coffee farming ToTParticipating in agriculture show
Towards realization of paddy processing factory in order to process yearly 600 tons paddy from members The Dumarwana Small Farmer Agriculture Cooperative Limited (DSFACL) is located at the central region of Nepal  in Bara district. In 1997 the cooperative was registered with 454 members and grown to 9679 members in December 2018. Out of total members  about 8.000 are rice farmers. The livelihood of members largely depends upon the income of paddy. The investment from member farmers together with the support of government grant made possible to establish the rice processing plant by DSFACL. DSFACL has a big business of saving and credit however  agri-business is another major business. Agriterra can add value in their envisioned plan of running the rice factory to add value to the member farmersrsquo; paddy by processing  and marketing and branding of rice. This year (2019)  Agriterra will collaborate with DSFACL focusing more on development and execution of rice processing business. At the end of 2019  DSFACL will start to source the paddy from the member farmers and will process 600-ton paddy at the end of the season this year. The goal of collaboration this year is to ensure collection of 600 tons of paddy from the farmers  process and sell it to the consumers by the end of 2019.  At the end of 2019  DSFACL has collected 1000 tons of paddy from the member farmers and will process them in 2020 together with the seeds of Wheat. TopicActionExpected resultsProject ActivitiesBusinessWorkshop with the representatives from all service centers to disseminate the business plan of rice factoryAll the members aware about the business plan of their cooperative and their rolesBusinessInteraction program with the member farmers at service center before the harvest season Assured supply of paddy from the rice farmers and every service center became responsible for paddy collection functionBusinessDevelop a strategy for paddy purchase and pricing of paddy to the member farmers600 tons of paddy collected from the member farmers for processing in this seasonBusinessExposure visit to other 2 cooperatives having rice processing facility (Nawalparasi and Maharanijhoda)Board and Management understood the rice processing business and implement the good learning pointsBusinessInteraction program at Chitwan  Kathmandu and local areas to expand the market  demand collection and receive customer requirements (2 times)Demand collected from 10 cooperatives  5 Private buyers. Customized pack size as per demand  and improved business with feedback
Building blocks for a farmer-owned poultry stock feed value chain in Northern Province The assessment team advised positively to Agriterra about a cooperation with NPCMU as it has business potential  a large membership and the confidence of supporting stakeholders. The cooperative union has the ambition to expand its poultry stock feed plant to meet demand of its 70 000 members in Northern Province and beyond.
BHAG 2018: Clear 2018-2022 strategy and vision for NPCMU  owned by capacitated members and supported by a strong governance structure and financial management system.
BHAG 2019: The BHAG is year is to restructure the Management staff and operations of the union in order to have clear business objectives and target to achieve a profitable enterprise. The target is to produce and sale not less than 450 bags of chicken feed per month                                                                                                                                                                                      
BHAG 2022: Be the leading poultry stock feed producer in Northern and Muchinga provinces  providing affordable quality poultry feed to farmers.
The project will focus on Strategic Planning  Cooperative Governance  Financial Management and Member Strengthening. Establish a clear long-term strategy and vision that is owned by capacitated members; strengthen governance and financial management. Planned activities:
Cooperative Governance training: address governance gaps and increase understanding of governance at board and management level.
Financial Management training: address FM gaps and increase understanding of FM at board and staff level.
Strategic Planning: assist NPCMU in developing a SMART strategic plan guiding its strategic direction towards reaching the 2022 BHAG.
My.Coop training to members to strengthen management of the District Cooperative Unions.
Contribution to external audit.
SDGP Uganda: Innovating the Ugandan Potato Value Chain ‘‘’Innovating the Ugandan Potato Value Chain’ is a project funded by RVO through the Sustainable Development Goals Partnership (SDGP) facility. The project purpose is to create a market driven  interconnected and economically viable seed and ware potato value chain from farmer to processing industry Project. This is a Public-Private-Partnership project implemented by a consortium led by Delphy BV while others consortium partners are Hollanda Fairfoods Uganda Ltd   Kisoro Potato Processing Industries Ltd  National Agricultural Research Organization/Kachwekano Zonal Agricultural Research and Development Institute ( NARO-KaZARDI)  Uganda National Seed Potato Producers Association Ltd (UNSPPA) and Agriterra. The project duration is 4 years starting from 01/07/2020 up to 30/06/2024.The project key outcomes and outputs are: - Increased availability of traceable high quality seed potatoes- Innovative value addition- Market driven agriculture as a business- Reduced post harvest losses Creating a market driven  interconnected and economically viable seed and ware potato value chain from farmer to processing industry in Uganda. The project key outcomes and outputs are: - Increased availability of traceable high quality seed potatoes- Innovative value addition- Market driven agriculture as a business- Reduced post harvest losses Under this project  Agriterra will strengthen the farmer organisations in the potato value chain in Uganda. The team of business advisors will focus mainly on capacity building of The Kisoro Union and its cooperatives and UNSPPA  with an emphasis on financial management  member commitment  cooperative services and business operations. Agriterra is founded by farmer organisations in The Netherlands and renown potato cooperatives as NEDATO  Agrico and Avebe make their expertise available for the project  based on the needs that the Agriterra team will identify in the field.
Strengthen the fundaments of CDFA: financial management governance and business <p>A financially self-sustaining organisation  able to cover its core costs in 2018 from membership fees; provide quality services to 5 000 members generated through agribusiness  focusing on improved crop production and productivity  improved marketing and a running a profitable agribusiness.</p>
<p>Chadiza District Farmers Association (CDFA) was established in 1998 and the Association was officially registered on 9th May  2005 with the Registrar of Societies under the laws of Zambia. The reason to establish CDFA was to improve food and income security amongst its members by providing services with an educational and business component. The number of members in 2017 is 608. Membership fluctuates largely from year to year.&nbsp;CDFA members are small to medium-sized emerging farmers that are gradually producing for the market.</p> <p>A financially self-sustaining organisation  able to cover its core costs in 2018 from membership fees; provide quality services to 5 000 members generated through agribusiness  focusing on improved crop production and productivity  improved marketing and a running a profitable agribusiness.</p> <p>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 marekting aspects.<br></p>
: Increasing productivity  reducing post-harvest loss and improving food processing quality standards IABM is a maize seed producer and processes maize into maize flour and animal feed. The cooperative was registered officially in 2009 and its mission is to increase member’s income through cooperative actions. IABM has 764 members and an additional 1 011 potential members  who both supply the maize grains to the IABM factory.
  IABM has invested in a corn mill in 2016 which is currently operating at approximately 60% of capacity. The main activity of IABM was however the multiplication of maize seeds. The multiplication is done by members  whom sell the multiplied seeds to IABM. The cooperative then sells the produce to RAB. IABM can produce more than 300 metric tons of maize seeds (OPV) per year and can process 80 metric tons of maize grain into maize flour per year. Seeds which are not certified are being processed into flour. 
 IABM wants to increase the maize yield in 2018 from 4mt/ha to 5.5t/ha. To reach this yield with Agriterra support  IABM will do the integrated soil fertility management training encompassing the combination of crop production and livestock farming ) for improved soil and land use  proper crop-rotation  using organic manure   preventing erosion. IABM also targets to produce hybrid maize seeds. IABM wants also to expand its hybrid seed multiplication scale from 50ha to 100ha in 2018 and become a recognized national cooperative hybrid maize seed multiplier. Increase maize production and improve food processing and quality standards. IABM intends to achieve the project gaols by implementing the following activities in partnership with Agriterra  these include but not limited to training of trainers on food safety documentation traceability and food processing (maize processing and hygien) training on integrated farm systems(combination of crop production and livestock farming ) for improved soil and land use  proper crop-rotation  using organic manure   preventing erosion training potential members on post-harvest handling technology and storage techniques  organizing mobilization events to recruit new members  training youth on cooperative values and principles and conduct a record keeping training on zone level.
Improved human capabilities and governance leading to growth The members have a total of 311 ha arable land. The 1370 members have a total of 311 ha arable land. The main crops that the members produce are rice seed (265 ha)  next to this they grow vegetables (14 ha) and other (32ha). 800 members of the Hoa Tien cooperative (in Da Nang Province) produce rice seed. 
The cooperative is intensive involved in the production cycle of rice seeds  and not too much in the consumption rice. 200 farmers grow vegetables and are organized as a separate group in the cooperative. 
Across Hoa Tien  vegetables are cultivated on 30 hectares: mostly cucumber  bitter melon and Waky pumpkin  as well as amaranth  spinach  Malabar Nightshade and Loofah. 200 farmers are organized in a vegetable farmers group  where they grow the vegetables on 13 7 ha. 
Action Plan 2016:
1. Making a value chain analysis for rice seeds and vegetables.2. My.Coop training3. Financial management training and acquire human resources Hoa Tien has to invest in its human resources and build upon their rice seed business. Action plan 2018: 
Taking recommendations from the value chain analysis  the action plan will focus on improving and increasing production. Main activities are:
1. Training on farming technique 
2. Piloting new seed variety 
3. Exchange visit to an area with success in planting the mentioned new seed variety Action Plan 2016:
1. Making a value chain analysis for rice seeds and vegetables.2. My.Coop training3. Financial management training and acquire human resources
Updating businessplan and improving financial management to become bankable. <p>Kibinge Coffee Farmers Cooperative Society is a farmer owned organization with 2.236 members at the beginning of 2014 organized in 48 farmer groups with 383 women and 843 male members  who are all coffee farmers. The Cooperative is located central region of the country  in Masaka District  Bukomansibi County  about 150Kms from Kampala city. </p>
<p>The potentials of Kibinge Coffee Framers Cooperative Society are on the basis of existing coffee business and its structures (good procurement system) and facilities (hulling machine and coffee stores). The co-operative has experience and well educated management staff and a supportive Board. </p>
<p>They have improved their skills on quality management of coffee and developed a strategic and business plan. These plans need to be updated to find a financer for the investments and to become bankable. Furthermore it is important they improve their financial management by setting up a manual and mentoring the accountant and staff.</p>
<p>Goals 2016:<br>Updating businessplan<br>Updating strategic plan<br>Improve financial management</p>
<p>Goals 2017</p>
<p>improve youth involvement</p>
<p>investigate possibilities for diversifying the business</p>
<p>improve marketing and sales (research on market possibilities&nbsp;selling coffee locally &nbsp;increase sales)</p>
<p>improve business of the Sacco</p>
<p><br></p>
<p><br></p> <p>Goals 2016</p>
<p>Updating businessplan<br>Updating stragetic plan<br>Improve financial management</p>  <p>Goals 2017</p>
<p>improve youth involvement</p>
<p>investigate possibilities for diversifying the business</p>
<p>improve marketing and sales (research on market possibilities&nbsp;selling coffee locally &nbsp;increase sales)</p>
<p>improve business of the Sacco</p>
<p><br></p> <p>Kibinge has enough qualities to be bankable as they have business track records and collaterals which is on the title registration to secure potential loans However  they lack an updated strategic plan and business plan to achieve these ambitions. This concerns an updates business plan which can be presented to the financial institutions for support of both coffee business and coffee factory investment. In addition  they need to improve their financial management.</p>
<p>Goals 2016:<br>Updating businessplan<br>Updating strategic plan<br>Improve financial management</p>
Improving financial and human resource management and developing new potential business The company assessment pointed out that Dienphuoc 1 agricultural cooperative has a high solvency ratio and quite a stable net profit. The cooperative has high ambition to grow organizationally and economically but they do not know how to do because of limited capacity in human resouces and business development. As recommended  Dienphuoc should be helped in studies on value chains and detailed business plans (for rice seed and rice consumption). 
Dienphuoc will implement activities to improve the level of commitment from its members thought various areas such as developing an appropriate governance structure  rolling out MyCoop meetings/trainings and making financial report transparent and understandable for all members. Goal is to improve the knowledge of their own value chain and design business plans to attract new capital aimed at adding value for their members. Goal is to improve the knowledge of the value chain and design business plans to attract new capital aimed at adding value for their members. Agriterra will support Dien Phuoc on Human Resource Management and Value Chain development. Furthermore  training will be provided in cooperaiton with QNCA on financial mangement  My.Coop and governance. Dienphuoc will implement activities to improve the level of committment from its members thought various areas such as developing an appropriate governance structure  rolling out MyCoop meetings/trainings and making financial report transparent and understandable for all members.