devinitorg/iati-policy-markers huggingface dataset:
Towards creating sustainable market linkages and initiating value addition on fruits and vegetables BHAG: To establish the first farmer owned juice factory in Ethiopia
Gamo Gofa Farmers Vegetable  Fruit Marketing Cooperative Union PLC (GGCU). The union is located in the city center of Arba Minch town  Gamu Gofa Zone  SNNP-Region. The union has a lot of fruit and vegetable production potential especially banana  mango  Apple etc. in the union working area more than four hundred thousand tons per year produced. The has been Agriterra client since January 2017.  The union has been engaged in the marketing activities of banana  apple and manage fruits. Although the union have an enormous production potential  the union only collect and sells 5-7% of their members' produces. In the fruit and vegetable value chain brokers have strong influence and dominate the market. Hence  for the past years most of the farmers at Gamo Gofa union have been highly exploited by brokers and local traders and they are selling their fruits with low price. The farmers are always the price taker's not a decider.  In the bigger cities like Addis Ababa  the price for fruits and vegetables are becoming too high. This is mainly emanated because of a very length value chain and presence of too many actors/brokers in this chain. Strengthening the union management and board competencesConducting feasibility study on fruit value additionCreating 3 sustainable market linkagesMobilizing 1.02 million ETB equity capital from membersProfessionalize the union financial management by installing sage 50 software In 2017 action plan  Agriterra has able to create awareness for the Gamo Gofa union board member and management about the importance of bringing a breakthrough change in their making outlets and marketing system  capacitated the union management and board about financial management and improved the union relationship with its primary cooperatives. In addition  two direct market linkage (with Nigat consumer cooperatives and Fresh Corner supermarket) both found in Addis Ababa. These linkages are innovative and have dual benefits: The transaction costs will be less by avoiding too many actors in the value chain which leads a lesser price for consumers and for Gamo Gofa it has created a reliable and sustainable market. But still more effort should be exerted to assist the Union further to be very competent in the fruit and vegetable value chain.
In 2018 year  we will further create a sustainable market  improve the union equity capital  professionalize the union financial management by installing sage 50 software  install internal control mechanism and initiate value addition on fruits.
Starting up of new processing factory In 2014 the Board of Kiambaa Dairy 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 euro made it possible to build a new factory. The construction of it started in May 2016 and will be (is) ready in May 2017.This year the support by Agriterra is focussed 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). Start of processing: June 2017Targeted production for new factory in 2017: average of 25 000 l/day, Developing   Strategic Plan
       Extension ToT by Kiambaa (external) consultant
       Meeting   with (board of) nearby coops
       Settling of the  ABTB loan
       Hiring new Marketing manager
Hiring Production manager     Branding existing  new products  cups  shops  vehicles
       Support for Internal auditor
Hiring 2 additional extension officers
Coffee marketing development Africa Agriterra professionalises ambitious farmer cooperatives and organisations worldwide.
Agriterra believes in farmer ownership to fight poverty and stimulates social-economic strong and vibrant rural areas. Cooperative expertise and peer-to-peer advice from the Dutch agri  food top sector are key principles, advice  training and exchange the key methodologies.
Under this project  regional coffee marketing missions are covered. This includes exchange missions  regional workshops and coffee events (fairs  exhibitions) under the umbrella of Agriterra Africa.
COVID-19 Support Hours Indonesia 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
Developing Potato Cooperative in West Java BMG is a marketing cooperative of consumer potato of Granola variety. In 2017  BMG has 150 members of potato growers  which consists of 118 men and 32 women  in Lembang District  West Bandung Regency; Pangalengan District  Bandung Regency; and Bayongbong District  Garut Regency. To add value on their potato  BMG wants to invest in potato starch factory. Goal in 2019:1. Audit financial report 20182. Hire management  especially accountant  or outsource the book keeping3. Review business plan of potato starch factory  Goal in 2020:1. Audit financial report for 2018 and 20192. Value creator: having more business unit (potato warehouse  increasing productivity to support factory  processed potato products  connecting to modern markets)3. Strengthening cooperative governance by hire professional management team 4. Preparing the next successor to sit on the board (especially to change the chairman) In 2019  Agriterra will support BMG in:Audit for FY 2018Preparing Financial Report 2019Re-register and finishing member databaseProcuring machinery and equipment for potato starch factoryProvide service and training in:Governance TrainingBookkeeping TrainingBasic Financial Management TrainingIn 2020  Agriterra will support BMG in:Audit for FY 2019Procuring machinery and equipment for potato starch factoryStrengthening member commitmentProvide service and training in:Growing PotatoValue CreatorCreating Potato Starch Business PlanContemporary cooperative workshop
Realizing farmer led-business An lo was transformed into new coop model since 2015 with 185 household members  and is multi-sector business cooperative. The main production and business activities of the cooperative include providing agriculture inputs  land preparation  irrigation and organic rice production. An Lo commits to be a new Coop model  which focus fully on the service of its members. The main goal is to increase farmersrsquo; income  by giving a stable price throughout the year  in order to improve the life quality. Furthermore An Lo wants to expand their production and market (domestic and international).Currently the coop is weak in cooperative managemnet/governace and its business is still small. In the next period  we propose the coop should focus on financial management  strategic business plan and internal capitalization. The main goal is to increase farmersrsquo; income  by giving a stable price throughout the year  in order to improve the life quality. Furthermore An Lo wants to expand their production and market (domestic and international). An Lo commits to be a new Coop model  which focus fully on the service of its members. The main goal is to increase farmersrsquo; income  by giving a stable price throughout the year  in order to improve the life quality. Furthermore An Lo wants to expand their production and market (domestic and international).In this project  we are focusing on:ICT application trainingMarketing basic trainingStrategic business planning
Mejorar Gestión  Gobernanza y Eficiencia Este proyecto corporativo denominado ”Mejorar Gestión  Gobernanza y Eficiencia” surge por la necesidad de implementar las recomendaciones del chequeo de la salud financiera y auditorias externas realizadas por la Fundación Agriterra  a través de la contratación de expertos contables  financieros y administrativos  con el fin de mejorar la gobernabilidad y el compromiso de los socios para llevar adelante el desarrollo empresarial de la cooperativa. Realizar diversos estudios relacionados con el Banano de descarte y analizar la factibilidad de incluirlo como un nuevo producto dentro del negocio. SN
   Tema
   Acción
   Resultados esperados
        
    
   Actividades   del proyecto
    
       P.1
   Governance
   Capacitación   y motivacion de directivos y socios en temas cooperativos y trabajo en   equipo.
   Al   menos 70 miembros entre directivos y socios capacitados.
       P.2
   Production
   Estudio   de niveles de descarte por sectores e identificación y cuantificación de las   causas de pérdidas desde el belloteo hasta la cosecha.
   Informe   elaborado y presentado al Consejo de Administración.
       P.3
   Governance
   Estudio   de factibilidad para utilización y negociación optima del banano descarte a   nivel de la cooperativa que incluye un estudio de mercado e identificación de   clientes y sus requerimientos.
   Informe   elaborado y presentado al Consejo de Administracion.
       P.4
   Governance
   Acompañamiento   y capacitación del Consejo de Vigilancia para la evaluación técnica de   registros financieros y cumplimiento de procedimientos administrativos.
   4   miembros capacitados en procedimientos contables y administrativos y tareas   de control interno (arqueo de caja  control de inventaros etc.)
       P.5
   Governance
   Elaboración   del reglamento del Comité de Jóvenes.
   Un   comite de jovenes creado y funcionando
       P.6
   Business
   Participación   en feria internacional con la intención de diversificar cartera de clientes.
   Conseguir   por lo menos 1 nuevo cliente para 20 contenedores
Strengthening the role of Cooperative in poverty alleviation of small holding fruit growers Yinfu Fruit Cooperative was founded on 2012 by 186  fruitgrowers. Yinfu cooperative got support from China Foundation of Poverty Alleviation (CFPA) and MercyCorps since 2016. CFPA and Mercy Corps helped Yinfu Cooperative on cold store and supply chain management  mainly on marketing and sales of cherry via online channels. The hope was that by boosting cherry  sales  the cooperative can recognise the importance of sound governance to cooperative and started to change the governance structure of one person deciding for the rest. The desired change on governance  however  did not take place. Agriterra was invited to work on the cooperative’s deep-rooted governance issues in 2020. For this one-year project  Agriterra’s focus has been on ownership structure. Innovatively Agriterra proposed three types of shares that the cooperative could issue. The first one was common shares for members  with which each member must hold at least one share. Another type of share was special shares for members  with which members are free to subscribe. The third type was special shares for non-members. The village cooperative has subscribed 300k CNY into Yinfu Cooperative  for the purpose of dividend benefits. The village cooperative was expected the shares could bring dividends for at least 3 years for the villagers  especially for the poor ones.By introducing these three types of share  the current governance structure needs to be reformed. The principles of democratic control  one member  one vote was introduced. Board and supervisory board were re-elected. Member commitments was expected to rise. Strenthened governance and leadership Project plan for 2020 are as follows1.link to market2.shareholding structure design3.incentives for management team4.lobby to government agencies
Renforcer la capacité de production et de commercialisation des semences de riz de qualité au Niger Contexte des actions proposées et choix réalisés:  SAADIA-AVAL est en phase d'etre client d'Agriterra avec un projet d'amelioration de la qualité et la productivité du semence Riz au Niger. Le creneau de production de semence de riz est très important au Niger car la qualité de la semence influence beaucoup sur la production du riz de consommation. La coopérative SAADIA est l'unique coopérative de production et  commercialisation de semence du Riz au Niger. La coopérative compte 59 membres tous les hommes. Le personnel de la coopérative est composé de cinq personnes (une (1) comptable  un (1) magasineir  un (1) pomopiste et deux (2) gardiens). Les membres du conseil d'administration de la coopérative sont au nombre de 9. L’objectif grand-fort-audacieux  de SAADIA est d’être la plus grande entreprise de semence de riz au Niger avec une grande capacité de conquérir les autres marchés de la sous-région. SAADIA-AVAL a une ambition entreprenariale avec le souci d'ameliorer sa gouvernance; sa santé financiere  la rentabilité de son activité et l'autonomisation de ses membres. Au cours de 2020  la coopérative veut améliorer sa gestion financière et la rentabilité de la production des semences de Riz. Ce projet vise l'amélioration de la gestion financière et l'augmentation de la production et commercialisation de semences de Riz!. - Recruter un(e) gestionnair(e)- Adapter et adopter le manuel de procédure de la cooperative- Organiser l'audit des états financiers de 2019- Conduire des parcelles de démonstration sur le compost et le Systeme de Riziculture Intensive (SRI)- Organiser une réunion d'échange entre les acteurs (commerciales)
Scopings  assessments and audit services in the Philippines Scopings  assessments and audit services in the Philippines in 2020 Mapping of potential new clients  the assessment of potential new clients and conducting audit services for clients in the Philippines in 2020
PPKT developing into a cooperative fulfilling the demand in the market In 2019 the goal is:
The cooperative was introduced to standard financial report in 2018 and and developed a business plan. They decided by 2023 they want to be able to sell at least 62 tons of coffee per year. To support 2019 business plan (selling 22 tonnes of coffee) further support regarding financial management will be done. To achieve their goal they also need stronger member commitment another CCW training will be conducted. In 2018 the goal is:
KSU PPKT coffee cooperative was established in 2015 by former employees of local NGO Jalesa. Five of the employees established the cooperative as none of the farmers were interested to do so. Aim was to improve the price of the farmers through setting up a cooperative. Veco/Rikolto supported the process as part of their collective marketing program in which farmers were linked to the market. Due to some delays they are still missing one document to be officially registered.The cooperative is active in two districts (Tana Toraja and Toraja Utara) and 9 sub-districts in Toraja region. There are 89 farmer groups which contain the 1736 members of which 120 paid in their member capital. Harvest time of the coffee is from May to November. The coffee is produced in several regions in Toraja in altitude varying from altitude of 1 000 to 2 500 meters.
There is a need for clear business plan to be able to attract finance. Stimulate internal capital from farmer members as leverage but also way of commitment. Training need for farmers and potential board members to get better understanding of cooperatives as well as understanding of internal capitalisation. BHAG:In 2023 produce 100 ton of Toraja coffee and sell through café’s with most added value for the best price for the farmers.
Assist the cooperative in attracting funding for working capital and investments to make it possible to produce 100 ton of (processed) coffee In 2019 Agriterra will support PPKT in:
Audit FY 2018Assisting the use of accounting softwareAdvising on:
Bylaws reviewFinancial SOP developmentCooperative principles trainingBasic Financial Management Training
In 2018 If current board members are willing to open up for integration of farmers into board position Agriterra is willing to support the cooperative. Suggestion for this year will be to:
Draft bankable proposal
 Financial audit year 2017 Secure access to finance
 Train farmers in cooperative principles to give understanding about the role and responsibilities of members in a cooperative
 Coaching in financial management and governance
Scopings et assessment en Côte d'Ivoire Agriterra a commenceacute; ses activiteacute;s dans le secteur du cacao en 2019 - et a lanceacute; avec succegrave;s plusieurs activiteacute;s avec des clients. En termes de cadrage et deacute;valuations  2020 se penchera sur dautres chaicirc;nes de valeur. Lan dernier  lors du cadrage  nous avons examineacute; le coton  le caoutchouc et lhuile de palme. Nous ferons plusieurs eacute;valuations dans ce sens. Nous avons preacute;vu des cadrages pour dautres chaicirc;nes de valeur qui ont des paysages coopeacute;ratifs moins deacute;veloppeacute;s. Il sagit principalement de fruits  leacute;gumes et noix.
TA Implementation-Indirect Investments for FACTS The Technical Assistance Fund (TAF) was created by IFAD as a separate mechanism linked to the ABC Fund  which provides advisory services to agricultural organizations  SMEs and financial institutions. ABC fund is available for direct investments in Farmer organizations and SMEs  and indirect investments in financial intermediaries.
The TAF consortium is led by Stichting Agriterra with Rabobank Partnerships  Advance Consulting and AgriCord as partners. Rabobank Partnerships focusses on Technical Assistance (TA) for the indirect investment via financial intermediaries. The TA implementation plan for SUMAC is based on de Due Diligence (DD) and Environmental Social and Governance (ESG) assessment of the bank executed from 27-11 to 29-11 2019.
Financial Access is a long established financial sector advisory firm with a global 25 year track record of implementing change and capacity development for – and with – financial institutions in emerging markets. In November 2015  Financial Access incorporated a finance company called Financial Access Commerce amp; Trade Services (“FACTS”) with operations in Kenya  Uganda and a Head Office in the Netherlands.
Today  FACTS lends to SMEs in Kenya  Uganda and (soon) Tanzania. The ideas and concepts behind our business model go back to the successful Finance for Agriculture (“F4A”) programs that were run in Kenya and Uganda between 2013 and 2017 in cooperation with the Embassy of the Netherlands.
Under the ABC fund  a revolving credit facility of USD 2m to be lend to FACTS Advance B.V. was approved after a Due Diligence was carried out by a joint team of Bamboo Finance and Rabobank in May 2020. A summary of the outcome of the ESG assessment can be found in the annex.
During the loan period Main objectives of the technical assistance to be delivered:1. The objective off the TA is to structure and standardise the Value Chain Analysis process at FACTS to make it more efficient and to reduce risks when stepping in new agri sectors.2. Another objective is to prepare FACTS and its field-staff for this scaling-up at client level.3. The consultant will assist the bank in making the newly gained knowledge part of the product and market development process. A good implementation will make the process more efficiently and will reduce the risks. This project will be implemented between Jan and June 2021 covering the following key things:1. Structure and standardise the value chain analysis.2. Assist FACTS in Market development.
Reinforcing proper record keeping towards transparency and better service to the members Rwimbogo dairy cooperative was established in 2008. The cooperative had 60 members that time but got legally registered in 2012 and currently the membership base increased up to 286 with 253 men and 23 women.The assessment team appreciated the good good organization of the cooperative  which is shown by the progress made by the cooperative since establishment up to now.  It was also  advised that the  cooperative should  improve its business record keeping system  develop a strategy to diversify income   increase milk production by expanding its animal feeds business  to improve milk quality  ensure extension services reach to all members and on time. The goal of this project is to develop  a business plan for the animal drugs Pharmacy business  improving milk quality and increasing milk production   and ensure proper financial reporting system is put in place and used for future transparency and accountability. 1. the project is designed to improve financial reporting  business development  contribution to milk quality improvement for the dairy farmers who supply milk to the leading industry in Rwanda Inyange. 2. indicators include having the business plan developed   and accounting software made available with reliable financial reports provided.3. The sustainability is ensured through cost share  the cooperative seems to be realistic as they agreed to undertake few priority activities which they can successfully ensure financial contribution and ensure future use and benefit the farmers. 4. activities aimed to ensure financial management  environmental sustainability are will be executed
Capital humano y mejoramiento de la planta de alimento balanceado El Proyecto fortalecerá el pensamiento estratégico (ajustará el PEI y elaborará el POA 2018) y el capital social de APL (el liderazgo de la mujer y el recambio generacional insertando a jóvenes productores de leche). Consolidará la unidad de Recursos Humanos  ampliará la capacidad y mejorará la operación de la planta de alimento balanceado de Sumumpaya. BHAG: Al final de la gestión 2018  APL muestra un nivel de excedentes igual o superior a             Bs100.000. Ajuste al actual Plan Estratégico 2018-2023: Elaborado y aprobado en Asamblea                  extraordinaria el Plan Estratégico de APL para periodo 2018-2023Elaborado y aprobado en Directorio el Plan Operativo Anual 2018Consultoría de apoyo a estructuración y consolidación del Área de RRHH: El Área de             RRHH cuenta con competencias  instrumentos y presupuesto específico para su                   funcionamiento Consultoría de acompañamiento al proceso de automatización de la planta de                      alimento balanceado de Sumumpaya Liderazgo de la mujer: Al menos el 20% de las mujeres socias de APL han cursado el            curriculum de liderazgo de la mujer en organizaciones de productoresFortalecimiento de la participación jóvenes (hombres y mujeres) y recambio                      generacional de APL: El Directorio ad hoc del Consejo de jóvenes está conformado       operando y cuenta con un instrumento de planificación. Dos hijos de socios de APL              profesionalizados y especializados en industrias lácteas en el Centro de Estudios                  Técnico-Profesionales de la Universidad del Trabajo Uruguay (primer año)